Experience teaches us that early-stage founders face immense pressure to capture massive markets. They view their total addressable market as finite and fear that focusing on one segment means forfeiting the rest. But what would have to be true for a resource-constrained startup to successfully serve multiple market segments simultaneously?
When startups chase every opportunity, their resources become dangerously diluted. It’s hard to be the best at servicing any segment when you’re spread too thin. Companies attempting to serve multiple markets simultaneously end up with weakened products and confused messaging that fails to resonate with anyone.
Tech strategist Geoffrey Moore captured this dynamic in Crossing the Chasm. He compared scaling without a niche foothold to trying to light a log without kindling—the fire won’t catch. Without a focused beachhead, broad ambitions fizzle out.
The pattern has become clear to investors. Where startups once chased the largest possible markets with generalist products, the successful ones now excel in historically underserved niches. Rather than serving everyone adequately, these companies serve someone exceptionally well. How might we recognize when our desire for a large market is actually preventing us from building a great business? Focus drives momentum, while trying to do everything often results in doing nothing well.
Common Approaches vs. Niche Strategy
When founders recognize the challenges of going broad, they typically pursue one of two alternatives:
The Broad Market Play
Some startups maintain their intent to capture wide audiences across multiple segments. The theoretical upside—massive market size—sounds impressive to investors and promises substantial rewards.
However, the downsides consistently outweigh the promise. What would have to be true about your product for it to be equally compelling to both enterprise customers and SMBs, to both healthcare and financial services? Generic messaging fails to resonate deeply with any group. Products only superficially meet varied needs. Marketing budgets spread thin across channels. Without passionate core users, building momentum becomes nearly impossible.
As one investor noted: “In today’s crowded tech landscape, trying to be everything to everyone is no longer a competitive advantage.” The companies gaining traction are those going deep in specific domains. This broad strategy typically creates products that many find somewhat useful, but nobody truly loves.
Chasing Every Opportunity
Other startups adopt an opportunistic approach—pivoting or expanding with every customer request or market trend. This demonstrates flexibility and can generate short-term wins through disparate pilot projects.
Yet this reactive strategy leads to fragmentation. How might we distinguish between opportunities that strengthen our position and those that dilute it? The startup accumulates a patchwork of features for various audiences but no clear identity. Engineering and sales teams struggle to support five different use cases simultaneously. While saying yes to everything might bring early revenue, growth stalls without mastery or reputation in any single area. Building excellent solutions becomes impossible when constantly switching targets.
Both alternatives share a critical flaw: by stretching in all directions, young companies make no significant progress in any direction.
Sequential Market Domination
The ideal scenario allows startups to think big while starting small. In this perfect world, what would have to be true for a company to achieve billion-dollar scale by initially serving just one narrow segment? The answer lies in systematic expansion.
The playbook follows a clear sequence: identify a beachhead segment with pressing problems, tailor your product obsessively to that group, and become their undisputed go-to solution. This creates happy customers, strong product-market fit, and reputation for excellence.
Growth comes through systematic expansion from one conquered segment to adjacent ones. Each victory creates credibility and learnings that accelerate success in the next market—Moore’s “bowling pin strategy” in action. Success in dentistry leads naturally to orthodontics. Dominating salons opens doors to spas.
In this approach, current focus doesn’t limit future potential. By the time you serve broader audiences, you do so with proven solutions, reference customers, and cash flow from your initial niche. What initially looked small—dentists in one city—becomes massive when replicated globally. How might we identify which adjacent markets would be natural extensions of our initial niche? Once you’re best in your initial niche, adding products or entering verticals happens from a position of strength.
Perfect execution means growing one segment at a time until those victories accumulate into mainstream success, claiming the entire market systematically rather than haphazardly.
Embracing Niche-First Growth Strategy
This is where Focus Over Spread becomes essential—a strategic mindset that resists chasing every opportunity in favor of excelling in a well-defined niche.
But how might we know when we’re truly focused versus when we’re still trying to hedge our bets? In practical terms, Focus Over Spread means intentionally narrowing your target market to a segment you can serve better than anyone else, then structuring your product and go-to-market efforts around that specialization. You’re not abandoning ambition; you’re sequencing it. Win a small market decisively first, then use that victory as a springboard to broader horizons.
Adopting this niche-first strategy requires a perspective shift. Founders and funders must recognize that focus isn’t the enemy of scale but rather its precursor. What would have to be true about a market for it to be worth dominating even if it seems small today? By owning your corner of the market, you effectively create a new category where your company leads. This approach establishes differentiated value that scattered strategies simply cannot replicate.
What Only Niche Focus Delivers
Focus Over Spread creates five distinct advantages that broad approaches cannot match:
Deep Product-Market Fit: Narrowing your segment allows you to build exactly what that group needs. How might we design our product differently if we only had to satisfy one specific type of customer perfectly? Instead of generic offerings with mediocre appeal, you create solutions that precisely solve target customers’ pain points—making adoption and love for your product far more likely.
Efficient Resource Deployment: Concentrating efforts on one market ensures precious time and money aren’t wasted courting disparate segments. Your team rows in the same direction, making go-to-market execution more effective and cost-efficient. Companies serving well-defined audiences consistently see sharper messaging, lower customer acquisition costs, and stronger retention.
Accelerated Traction with Loyal Customers: Becoming the go-to solution for a particular customer type is achievable when focused. You speak their language, build features they need, and create passionate early adopters. These customers feel understood, so they stick around and generate testimonials that become gold for convincing others in the same niche.
Credibility and Market Leadership: Dominating a niche lets you credibly claim leadership in that space. What would have to be true for customers to choose a generalist competitor over a specialist who deeply understands their specific needs? Being known as “the best solution for [specific customer]” builds trust with prospects and creates defensive moats. Your team develops domain expertise and meets specialized requirements that generalist competitors cannot easily replicate.
Strategic Scaling Platform: Perhaps most importantly, winning a niche provides a proven playbook and operational base for expanding into adjacent markets. Success in one segment knocks down the next, with new customers in related segments trusting you more because you’ve dominated similar niches. Early wins pave the way for larger victories.
Niche Focus in Action
Real-world success stories demonstrate how narrowing focus paradoxically leads to broader success:
Veeva Systems: From Pharma Niche to Billions
While most software startups in 2007 chased horizontal markets, Veeva’s founders asked themselves: “How might we become indispensable to one industry before trying to serve them all?” They went ultra-vertical, branding themselves as “Salesforce for pharmaceutical and biotech companies.” This contrarian focus proved brilliant. Veeva captured 80% of life sciences CRM market share and grew to $2.7 billion in annual revenue—all after raising just $3 million initially. The company reached $100 million ARR through deep penetration of a niche others dismissed.
Legal, Beauty, and Home Services Domination
Clio focused exclusively on practice management for small law firms, building lawyer-specific features until becoming a unicorn. Fresha zeroed in on beauty and wellness businesses, building enough traction to raise €150 million for expansion. Jobber started with landscapers and contractors, while Boulevard began with high-end salons—both achieved venture scale from seemingly small niches.
These companies prove that solving specific pain points for specific customers creates sustainable growth within that market, then logical extension into related markets. Focus-first growth is becoming the common path to winning in competitive environments.
Addressing Common Concerns
“Won’t focusing on a niche limit our growth?”
What would have to be true for a niche market to be too small to build a venture-scale business? A niche starts smaller than a broad market, but it’s only the starting point. Small beachheads expand dramatically—dentists in one city becomes a global opportunity when replicated across geographies. Once you’re the top solution in your niche, you gain credibility to branch into adjacent segments. Companies dominating one niche find it easier to eventually capture larger markets than companies that never win any segment outright.
“What if we choose the wrong niche?”
How might we validate a niche before fully committing our resources? Mitigate this risk through upfront research. Talk to potential customers, identify segments with urgent needs and willingness to pay. Look for reachable customers and underserved problems. If the first niche doesn’t work, pivoting within a focused strategy is easier than salvaging an over-scattered approach. Thoughtful validation and initial flexibility help ensure you’re focusing on a viable springboard segment.
“Are we leaving money on the table?”
Yes, you might turn away one-off sales initially to keep your product and messaging targeted. But what would have to be true for short-term revenue from random customers to be more valuable than long-term dominance of a specific market? This feels painful but proves wise. Chasing every revenue source pulls companies in too many directions, creating weaker offerings. Saying no now enables far greater revenue later. It’s better to have devoted fans in one segment than lukewarm users across many.
“Can niche-focused startups attract investors?”
Sophisticated investors understand that focused strategies often demonstrate clearer product-market fit, efficient growth, and better unit economics. How might we frame our niche strategy to show expansion potential rather than limitation? The key is communicating your vision beyond the niche. Acknowledge the initial niche as your beachhead, then lay out the expansion roadmap. VCs find realistic sequential growth plans more credible than vague claims about trillion-dollar markets with no concrete foothold.
Build Your Foundation First
Embracing Focus Over Spread means setting your startup up for sustainable success. What would have to be true about your current strategy for it to be genuinely focused rather than hedged? Remember: narrowing your focus isn’t about limiting potential—it’s about building a strong foundation for future growth. By conquering a well-chosen niche, you position your company to scale more impressively than if you tried doing everything at once.
Consider the companies in your portfolio or your own venture. How might we measure whether we’ve truly become the best in our initial target market? Have you achieved that distinction? If not, consider narrowing focus until you are—even if it means declining tangential opportunities. The market leadership you seek will come from being exceptional in one area first, then leveraging that excellence into adjacent arenas.
We invite you to share your experiences with niche versus broad approaches. Have you seen startups soar after tightening focus, or struggle because they didn’t? What questions do you ask yourself when evaluating market focus? Join the conversation in the comments below.
In a world of finite resources, focus is a powerful force multiplier. The next time you evaluate a startup opportunity, ask: “What would have to be true for this company to win by doing less?” The case for niche positioning is compelling: by doing less initially, you accomplish far more eventually.