Choosing a Narrow Group
Who this book is for
Người đang xây một business ở Việt Nam trong giai đoạn đầu, từ lúc còn là một ý tưởng tới lúc có vài chục khách trả tiền. Người đọc TỰ LÀM gần như mọi việc, tiền của chính mình, và câu hỏi lớn nhất của họ là thứ này có ai cần không. Đây KHÔNG phải người điều hành một công ty đã chạy: chiến lược, tổ chức và mở rộng thuộc cộng đồng CEO.
Sound familiar?
- Describes the customer so broadly that nobody hearing it recognises themselves.
- Fears a narrow market, keeps it wide, and sells to nobody.
- Every customer asks for something different and the product swells to match.
- Doesn't know which group to drop, because each has a few interested people.
After reading, you can
Help a founder pick a group narrow enough to serve better than any alternative.
Each chapter answers one question
Chapter 1: Why is "anyone could be my customer" a problem?
Who is my customer, described specifically enough to recognise one person?
If your customer description fits half the population, it does not help you decide anything.
Chapter 2: Why is selling to fewer people easier?
If I served only one group, what would become easier?
A narrow group lets you speak their exact language, and referrals travel much faster.
Chapter 3: Is the biggest group really the one to choose?
Among the interested groups, which do I serve best?
The right group is not the largest one, but the one you serve better than all their other options.
Chapter 4: Is turning away paying customers ever smart?
A customer from the wrong group wants to buy; do I sell or decline?
Turning away a customer with the right money but the wrong profile is the hardest decision of this stage.
Chapter 5: Is expanding early ambition, or slow suicide?
When am I allowed to serve a second group?
Expanding too early kills more companies than staying narrow too long.