Determining Your Target Market: 6 Ways You’ve Probably Not Considered–Part 2

This is the 2nd in a 6-part series on mastering who your sliver-population market is. I’ve said to my students and clients for years that your market *is* your business. Without a market, you have either an unwieldy, undefined business or you have no business at all.

It is your market that will determine how you sell to them–the communication that will actually work.

Your market that will determine the free and paid programs you offer.

Your market who will create your expert-status.

Your market who will make you money.

And your market who will determine your destiny. If you are here to change the world, it is only a very segmented population that will help you do it.

There are many things I ask my private clients that enable them to take the vital step of shaping their all-important market, and recently, I’ve been directing them with these 6 tools. Today, I’m giving you the 2nd one.

 

2.    The 4 Criteria

I have found these 4 questions quickly answer whether or not a market is a smart decision. You need to have a sense of a market in order for this to help, but once you have an idea of one or even two markets, measure your options (independently) against these 4 criteria:

On a 1-10 scale (0=not at all; 10=extremely), how would you rate your TM option on the following:
 
1. How “on the surface” is their awareness of their pain?

2. How credible are you to them? (They would believe you; respect you; resonate with you.)

3. How passionate do you feel when you think of working with them?

4. How able are they to pay for you?

Every single one of these is important.

And you want to be answering at an 8 (lowest), and preferably a 9 or 10.

If a market is a 9 or 10 in awareness of their pain, this is very good. It means they have an urgent need, and your business *must* be “urgently wanted”–or you will simply sit on the shelf as a one-day possibility (if you’re lucky.) Sound familiar?

You are credible to a market if you have been through what they are going through; if you have overcome what they’re in the midst of; if you express beliefs that immediately align with theirs. If you are an 8-10 in credibility, there is a high likelihood that they will buy you.

You must be at a 9 or 10 in passion for your  market. If you are a follower of mine, you are here to effect change in the world and must want that change for a particular segment far more than for any other segment. You must be passionate about what you see is possible for them; what you think they’re here for–after all, you’ll be helping them get it. I am off-the-charts passionate about visionary entrepreneurs, those who are here to inspire change. I could do what I do for corporations, but I believe the world should be run by entrepreneurs, so I have no interest in helping executives. I used to work with any type of coach and consultant, but then decided that I only had interest in working with those who want to have a powerful impact in the world. I believe they have a purpose on the planet at this time and am extremely passionate about that and them. So, they are now the only type of service provider I work with.

And finally, needless to say, you want your market to be able to pay you at an 8, 9 or 10 level. If you answer anything lower than an 8, you will pay for it.

So, what are your answers when you take yourself through all 4 criteria?

The Invisible Business: Why It Hurts on a Deeper Level

Service entrepreneurs come to me because they want to be Brain-Sticky: they want
to be compelling, memorable and original in the crowded marketplace. Often, in our
first call, they are excited and prattling off the things they think make them different
enough: I really listen; I ask penetrating questions; With me, they take action; I’m
very intuitive; Clients can reach me on the weekends, etc.

This is when I have to play bad-cop.

To coaches who tell me that they’re intuitive, take people to action, and listen really
deeply, I say, “That’s what a coach does. It’s in the job description,” at which point,
the newer ones instantly deflate and announce, “I don’t think there IS anything very
special about me, then.”

The pain I hear in their voice runs deep.
When we’re in business for ourselves, there
is very little separation between “what we
offer” and “who we are.” If we aren’t offering
something special, things get collapsed and
we start thinking we’re not special. And there
is no fate worse for a service entrepreneur
than not being special. If we can’t separate
ourselves from our work, it’s safe to say we
can’t separate our egos from our work–and it is a bitter pill to swallow that
we may not be special enough to fulfill our mission and have an impact on the
world.

From the moment we’re born, every one of us wants to be special. Even as teenagers,
when blending in is ‘in’, we want to stand out to our best friend, our boyfriend, our
teachers, our sports team. Every one of us dies a little every time someone we admire
or love overlooks us. It is the human imperative to be noticed, seen, wanted,
valued–i.e. recognized as special.

This doesn’t go away when we “grow up” and become business owners. In fact, the
need is often augmented then, put on display, if we’ve had a history of being ignored
and passed over. But for others, the existential human need to be different and special
still exists. And in business, it certainly exists. It is an absolute truism: you must
be special to succeed in your own business.

So, for those whose business identities lack the “stand out” factor, there is a double-
blow: their human fear of not being good-enough/special-enough is triggered as well
as the very real potential that they will fail in business.

And for those who are visionaries, this is acutely painful…and unacceptable. If you
are here to effect change in big ways and fulfill a mission bigger than yourself, you
won’t achieve it feeling small and insignificant like you did in gym class, or by
closing up shop.

The problem is, however, that the most prevailing branding and differentiating
advice out there is superficial and not long-term Brain-Sticky. If you’re here to make
change, you must stand out in a substantive way. No gimmicks and bling.  (And no
features and benefits, either.)

Return for Part 2 tomorrow, as I share the most commonly accepted strategies for differentiation and why they don’t go far enough for any service provider—but
particularly not for those with visions to change the world. Until then, give it some
thought: how has not having a solidly different business identity pulled
on your
in-bred human fear of not being seen, wanted, valued…special enough?

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