Taxi drivers and Dartboards!

(Your niche and your core competence)

Niche strategy explained : The taxi driver metaphor

I go into a local pub in Bladon and I meet a taxi driver. I ask him where his marketplace is. “Don’t be stupid, I can drive anywhere!”, he says. “I can serve the whole of the UK.”

  • That’s a huge marketplace, containing roughly 65 million people.
  • I ask him what his marketing budget is. “About £2,000 per year.”
  • That’s £0.00003076923 to spend on each prospect. Pretty tight!

After a bite to eat, I leave and go to another pub, where I meet another taxi driver. To compare, I ask him what his marketplace is. “Bladon!” he answers. “I’m the specialist Bladon taxi driver.”

  • His marketplace contains around 500 people.
  • With a £2,000 budget, he can afford to spend £4 on each prospect in the area.
  • He spends this on local leaflets, which highlight that he can be at your door within five minutes of a booking.

Which of these taxi drivers will be successful? It’s obvious when I put it like that, isn’t it?

But this isn’t always apparent to entrepreneurs who love to grab every opportunity with both hands!

Some think they need to go for success in a massive market. They think they only need 0.1% of a massive market.

This may be true, but in my experience it’s much better to go for 30% of a smaller marketplace.

This approach is both more powerful in marketing sense and more economic. You can spend more per person, and make the message more targeted.

The appeal is far more personalised and relevant than with Mr. Bloggs’s nationwide taxis. Operationally, it is also more efficient. Clients are nearby.

If we look at the biggest companies in the world, they succeed through focus on a very specific niche.

The ‘geeks’ at Google could have built software to do anything, but they built their global reputation on the very narrow target of being the world’s best search engine.

The same goes for Facebook; lots of smart technologists that could have built anything. But they didn’t build a CRM system, an accounting system or even a search engine. No, they pivoted slightly from their original idea and then grew as a social network.

This doesn’t mean you need to say no to expansion, as long as it sits within a strategy.

Having a narrow focus doesn’t actually prevent you being flexible and taking opportunities are they arise. I explain this by using my “dartboard model.”

Core competence explained : The dartboard metaphor

If someone comes up to the Bladon taxi driver and asks him to take them to Heathrow, he’ll probably say yes. It’s not the bull’s eye, but it’s useful income and is a related business in a way that most would expect.

The bull’s eye is where you get most of your revenue, and the rest of the dartboard is where you score points. You miss the jackpot, but you still benefit.

Of course, you can miss the dartboard. No points. The Bladon taxi driver is experienced with a vehicle, but if someone offers him money to change their tyres he’d probably say that was not his business. (Although I guess he might do it almost as a favour for a favourite little old lady customer who uses him every day.)

As a business, you need to be clear about where your bull’s eye is! You need to be clear what is acceptable business and what is not!

You could have multiple dart boards with multiple bull’s eyes. This works because the client for business A won’t see business B. These might even be separate brands under the same umbrella, leveraging the marketing and operational power of a bigger entity.

For example, a company might make high-quality windows for historic listed buildings. Every window is slightly different and needs advanced design to work. They may also develop a second stream of business to make custom windows for renovation builds. Another premium sector.

They cannot though (or should not) take mass orders from housing developers for 10,000 windows at £50 each. They simply aren’t geared up to make money from that seemingly-attractive order.

That needs a different type of operation with a very different structure and a very different culture.

I would consider that as missing the dart board. The product portfolio must be developed with core competencies in mind.

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Val | former Managing Director | The Rooflight Company

Managing Director - Bob Bradley

Bob is a specialist in running high value added service businesses, having run five such businesses as General Manager, Managing Director or Chief Executive. His last employed role was as Chief Executive of a £16M, 200 person family owned business having previously been Chief Executive of an AIM listed company for which he raised £5M funding and which he grew from £4M to £12M in three years through two acquisitions and organic growth, and a corporate PLC subsidiary where he was Managing Director responsible for delivering £10M profit on £45M turnover through 450 staff.

Bob is now following a portfolio career providing entrepreneurial business leaders with mentoring and coaching around business leadership, business growth, merger integration and exit planning.

Core to his portfolio is MD2MD. Having experienced for himself the value of having a strong sounding board of fellow Managing Directors he founded MD2MD in 2004 to provide groups of business leaders with a confidential environment within which they can support and challenge each other to raise their game as leaders and by doing so improve the success of their organisation.

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