Failure to Stay True to Your Target Market = Failure

One of the hardest things for entrepreneurs of large and small companies—myself included—is staying true to their Target Market. Why? Because it’s hard work. Rather, it’s hard to say, “No!” Whether you are starting out, have been in business for a long time, are hungry for a win, or have an abundant mindset that sees possibilities where others see limitations, none of us are immune. These opportunities may at first appear to be ideal potential clients, but instead, they’re Misfits!

Sometimes, the worst thing in the world for future success is current success. We all have had those wins that just fall into our lap. It feels good, gets you excited, and it gives you confidence. What could possibly be wrong with that? The problem is, if that “victory” is not an outcome of our well-developed target, we may neglect to see the unintended costs associated with it—the cost to deliver and the cost to implement—such as in a service type of business. In a product business, it would be the cost to process returns and the cost of customer non-use.

It takes a special kind of business leader to see these things and respond appropriately. Allow me to share some personal lessons learned and some suggestions for what you can do to help you stay true to your Target Market. In a very real sense, it is a ceiling you may not even realize you are hitting. But when you do, you may notice the following symptoms:

• departments or business segments have an US vs. THEM mentality
• bringing on new customers requires a lot of handholding
• high return rates
• recurring complaints
• discontinuing service before completion of work
• requests to modify your proven process

Below are actual statements I have heard while working in the real world, all potential red flags of working with target market misfits.

1. We are our own worst customer!
2. Why did you let us set that Rock (goal)?
3. You like to see us fail—you should have stopped us.
4. That won’t work here—you don’t understand the people we work with.
5. I’d like to skip the next session.
6. Can we accomplish this in half the time?
7. Wait! No one wants to sit in the Visionary or Integrator seat!
8. I will do this for you, but I don’t think it will work (e.g., give State of Company).
9. Everyone wants to lead, but when given the chance they disappear.
10. This department or team has become our Ugly Baby.
11. We can’t say “No” to that decision maker.
12. If I say “No,” they will just go around me, so what's the point?

Do they sound familiar?

There is no simple way to avoid Target Market Misfits. But it does start with “No.” It’s the candid and respected leader who explains that “No” means “Not now, but not never.” This leader has the unique ability to repeatedly communicate that 1) here is where we are, and 2) here is where we are going, so let’s discuss how this client, project, or proposal helps us get there. Dare I say, that person is the adult in the room. They can remove the emotion from the decision, but not the emotion from the situation. The example starts with the Integrator. This role is often assumed by the founder or top performing salesperson who has his or her hands in everything that matters. But let me emphasize, the Integrator is much more than that.?

I encourage you to explore resources like Rocket Fuel University, read the book Rocket Fuel, and if you have LMA ? in your seat, invest heavily in developing and investing time honing your Leadership Practices and Management Practices. Without spending the time leading and managing people and working on your business, the Target Market Misfits will carry on and are likely breeding other monsters in your organization.