The Importance of Understanding the Total Addressable Market
Steve Mann
Chief Marketing Officer | SaaS Leader | Expert in GTM Strategy | AI Marketing | Workflow GTM Expert | Accelerating Marketing Performance and Leadership Excellence
To guarantee the success of a product, an understanding of the target market is essential. The Total Addressable Market (TAM) is a basic but important metric for assessing market potential. TAM estimates the maximum revenue potential in a particular market, assuming your product captures 100% of the market.?
What is it and why should you care?
By understanding the TAM, product marketers can determine whether a specific market has the potential to support their solution and whether it is a viable investment. Evaluating the TAM enables an initial determination of product fit in yielding the desired returns. Ultimately, understanding TAM is essential for making informed go-to-market decisions and maximizing the potential success of a product.
Calculating TAM
To calculate TAM, first gather data on the number of potential customers and the average revenue per customer in the target markets. Market research, industry reports, and government statistics can estimate the potential customer base, while historical sales data or industry reports can help estimate the average revenue per customer. TAM is then calculated by multiplying the estimated number of potential customers by the average revenue per customer.
It is important to note, however, that the TAM is an estimate and the actual market size WILL vary.
To use TAM don't use TAM
Huh? Hear me out...let's say you're organization is developing advanced AI software for sporting goods store customer support in the US market - I know it's niche but it gets the point across. The first step is to identify the total number of potential customers - retail sporting goods establishments in the US - and for a giggle, break into Brick and Mortar and Online. Then an average revenue per customer factor needs to be identified based on licensing or subscription costs.
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For example, if you estimate a potential customer base of 500, with an average revenue of $10,000 per year, your TAM would be $5 million per year. While your organization will not capture the entire market, understanding the TAM will allow you to set realistic growth targets and make informed decisions about pricing, marketing, and market expansion.
Here's the rub. Capturing all revenue that a given TAM calculation predicts is not possible. This is where Serviceable Addressable Market (SAM) and Serviceable Obtainable Market (SOM) come into play.
SAM is the portion of the TAM that is actually addressable by a company's product or service. SOM is the portion of the SAM that a company can realistically obtain.
SAM ensures concentration on those market segments that align best with a given product’s capabilities and value proposition. Then calculating SOM, enterprises gain a clearer understanding of their achievable market share and can tailor their marketing strategies to effectively differentiate their product from competitors.
For example, a SaaS CRM solution may map to a TAM of the global market for CRM software, which was estimated to be worth $46.1 billion in 2022. However, the SAM will only be a fraction of that, (say the market for CRM in US retail sporting goods entities), and the obtainable market will be less less than that.
Final thoughts...
I can’t stress enough the importance of considering TAM, SAM, and SOM jointly to gain a complete understanding of the market potential. While TAM is a useful tool for estimating maximum revenue opportunities - its not valuable unless you incorporate SAM and SOM which yields a more realistic assessment. Product marketers can better understand the needs of their target market and in turn, the organization can develop products that are more likely to succeed.
Strategic Visionary & Transformation Executive ? Trusted to drive organizational reinvention and scalable growth | Strategic Planning | Execution | Customer Experience | Cross-Functional Leadership | ex-Deloitte, ex-GE
1 年Thanks for sharing Steve. There's a lot of merit to your piece, a few thoughts ... Having a full understanding of your target audience and realistic market penetration assumptions is absolutely critical to: - Articulate the value proposition and build a realistic business case to make strategic choices that consider the opportunity cost of not allocating limited corporate resources elsewhere - Establish (and ultimately execute) a roadmap to realize the product vision and value - Build an operating model that is both scalable and right-sized for the opportunity (operating models are not limited to org structures and start with the customer at the center to include but not limited to answering: (i) what services do we deliver to which (target) customers and how? what capabilities, processes, data, and technology enables delivery of these services? how do we organization ourselves, what talent is needed, what's the structure, and where is the talent physically located?) - Establish KPIs or OKRs to measure success to inform adjustments to ensure business agility (there is nothing worse that continuing to move forward with a strategy and plan that isn't yielding the intended results)