Imagine your one shop high street business has been doing well until the opening of a brand new town-centre redevelopment packed with major retailers, including one of your competitors. What do you do? Decide to wave the white flag and call it a day? Or find a way for your business to keep trading alongside the competition?
It may not necessarily be pressure from larger competitors that forces a need for change in smaller businesses. Many traditional industries have contracted and all but disappeared, giving way to cheaper imports or new technologies. The way many small outlets have survived is by changing business direction and finding a niche market in which to operate profitably. This usually involves a particular group of customers whose needs they can serve really well.
There are three common situations related to changes in the market that pose a real threat to smaller businesses.
Each situation involves different threats and offers different opportunities, but the brave entrepreneur who can plan and take action can still be successful in any of them.
The threat
There are several ways to react when faced with a threat to your business:
Pros and cons of a niche market
Operating a business in a niche means looking for groups of customers with distinctive traits who may be looking for a special combination of benefits. Consequently, a niche market is, by definition, limited – but that does not necessarily mean it is unprofitable. There are several niche sports car manufacturers in the motor industry that make excellent profits, for instance.
A niche market exists on the fringes and so is less exposed to different commercial pressures than larger markets. By the same token, it has less marketing exposure. Prospective customers are fewer, but possibly easier to identify and target. There should also be fewer competitors, but this is because there is less product to compete over.
Living with the competition
Surprisingly, your best ally can often be your larger competitors.
The key is to understand the dynamics of the market and the characteristics of the main players, particularly your competition. That way you can usually get them to help you and keep you alive rather than squash you. This is because you can develop a beneficial relationship with them by filling the gaps in their services.
Most large competitors are quite cumbersome. They can depend on rigid systems for efficiency that prevent flexibility or a personal approach. They want to sell neatly packaged (and managed) solutions and so don’t like non-routine requests. Growth is their mantra.
What does this mean for you if you face being crushed, squeezed or starved? The answer is to find a niche that is too small, too difficult, too variable or too personal for the big corporations to want to deal with. That said, you have to look objectively at your business, and see which of these areas you can address most profitably because of your:
Above all, you need to seek your business’s unique selling point, or USP.
Businesses under threat need to take the initiative. A small garden centre, for example, will soon be out-priced by the big DIY outlets that often have a garden centre in-house. But these may not offer home delivery of plants, and they probably don’t have the staff resources to give the detailed gardening advice that people appreciate.
It is vital to research your potential market thoroughly: test it and keep monitoring it – be prepared to change direction again if necessary.
Mining a residual market
A by-product of the various technology revolutions is that there are often situations where large suppliers abandon a market because the technology has been superceded. However, there may be a large number of people who continue to use it, either because they’re happy with it or they can’t afford to upgrade equipment. This creates an after-market for consumables or spares that can last many years.
For example, Gestetner virtually created the market for stencil duplicators and built a worldwide network. Many competitors joined in. However, as photocopiers took over, most of the rivals dropped out or even sold their duplicator divisions to Gestetner. So, for many years, it enjoyed a near-monopoly of a gradually declining but still profitable market, particularly in developing countries.
In another case, a Mini car restorer managed to buy a huge stock of spares, some of which were very rare, from a distributor who wanted to get out of what was, as far as he was concerned, a dying market. Combining this with his restoration activities, the restorer has created an award-winning business catering to classic car enthusiasts around the world.
There are many instances, both local and national, where existing suppliers abandon a market which still has life in it – either because they are no longer interested or because they see richer pickings elsewhere. This leaves a vacuum for people who genuinely know and care about that market to create a specialist niche business which can thrive for a surprisingly long time.
When a market is abandoned by a business, it may be prescient of you to get involved and pick up fantastic bargains from big suppliers who want to offload their stock. Moreover, they may be only too pleased to have an outlet still available for their customers and so will pass their business on to you.
Handling a niche
What can you do to make inroads into a niche market?
It is a consumer and market led world. It is up to you to find out what the market wants and make sure you can offer it in a different and more attractive way than your larger competitors. However, remember that consumer needs and expectations are changing constantly and rapidly. What customers wanted yesterday may not be what they demand tomorrow, so be prepared to change again.
