Comment repérez-vous une opportunité de marché pour votre startup ?

Identifying a market opportunity for a startup necessitates a meticulous approach grounded in analysis and assessment, but often times just your gut feeling may be it! Primarily, it should involve a comprehensive understanding of the target audience and their unmet needs or pain points within a particular industry or sector. This also is referred to as ‘understanding the market’. To initiate this process, market research plays a pivotal role. Analyzing trends, consumer behavior, and emerging demands enables the identification of potential gaps in the market. This includes delving into data points such as customer preferences, competitor landscape, and evolving market dynamics.

Follow these simple steps for your market opportunity sizing - 1. Identify unsolved problems or unmet needs 2. Look for emerging trends and technologies that are creating new opportunities. 3. Talk to potential customers and users to understand their pain points and build solutions. 4. Analyze market data and trends to identify gaps in the market. 5. Benchmark your startup against competitors to identify areas where you can offer a better product or service.

Inicialmente valoración de la oportunidad digital (realizar un screening de la oportunidad del cliente y refinamiento de la propuesta de valor), luego manejar los riesgos de la oportunidad digital (evaluación de riesgos del modelo de oportunidad de negocio y revisión del nuevo modelo de negocio para manejar los riesgos). Finalmente modelamiento financiero de la oportunidad de negocio digital (conducir un análisis de sensibilidad financiera y análisis de escenarios y formalizar los mecanismos contractuales de control).

It all starts with the customer, not the industry. You will only get so far forcing a solution where there is no perceived problem or job to be done - I've seen startups fail when attempting this. Even if a real problem exists, if the buyer doesn't believe it or see value in it being solved/addressed, you're not going anywhere. If you're having to educate people that there is even a problem or job they need to do - the chances are that you're just a solution looking for a problem to fix. Instead, it's about finding a target group within your addressable market that is being (or will be in the near future) underserved in some area that your solution can address and address better/differently/more effectively etc. than competitors.

Think of your startup journey as setting sail on an adventure. First, chart your course. Dive into your industry, study its maps (industry reports), read travel diaries (blogs), and listen to tales from the trail (podcasts). Consult seasoned sailors (experts), your trusted shipmates (mentors), and fellow travelers (peers). Their insights are treasures. This journey is about discovering uncharted islands (problems), finding hidden treasures (solutions), and catching the wind of opportunities. Study your nautical charts (industry knowledge). It's your compass to startup success!

Start by looking at an existing market and try to spot niche customers that large incumbents aren't serving. Talk to those customers, figure out what they have in common and how you can serve them. That is your target market.

Defining a target market is pivotal for any startup or business. It's not just about identifying who they are but understanding their intrinsic needs and pain points to tailor your offerings precisely. Aim to create a value proposition that resonates and solutions that genuinely solve problems. Always remember: a well-defined target market is the linchpin to crafting effective marketing strategies and product development trajectories.

1. Segment by Demographics and Psychographics: Identify specific demographics (age, location, income) and psychographics (interests, lifestyle, values) that align with your product. This narrows down the market to a more focused audience. 2. Understand Their Pain Points: Talk to potential customers, conduct surveys, or analyze online feedback to discover their main challenges and needs. This helps you identify opportunities where your solution can make a meaningful impact. 3. Assess Market Size and Potential: Estimate the market size to ensure it’s large enough for growth but specific enough for targeted marketing. Look at market reports, industry analyses, and competitor data to validate your target market’s size and potential.

Defining the target market consists of a multi-level analysis process, which consists of identifying top-growing markets and assessing their growth factors, including governmental initiatives, population size, monetary value, internet penetration and geographical advantage. Next, breakdown the market into multiple market segments based on similar traits, including company size, headquarters location, product and service offering, and digital maturity in case of B2B. Once that in place, it's best to prioritize these segments based on their financial effectiveness.

𝗠𝗮𝗿𝗸𝗲𝘁 𝗦𝗲𝗴𝗺𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻: Break down the broader market into manageable segments based on demographics, psychographics, or behavior. It helps in understanding who really needs your product. Remember, not every segment is a viable target for every startup due to resource constraints. 𝗔𝗻𝗮𝗹𝘆𝘇𝗲 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀: Look at who's buying from your competitors. It can reveal underserved segments. But beware, directly targeting a competitor's core audience without a unique value proposition can backfire. 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗗𝗶𝗮𝗹𝗼𝗴𝘂𝗲𝘀: Directly talk to potential customers. Surveys, interviews, and social media interactions can uncover hidden needs and preferences.

If you're an expert in the field, it means you understand your competition. Don't focus too much on trying to outdo your competitors in everything. Instead, identify a weakness they ignore, become really good at it, and make that the center of your marketing and sales story.

Yes Analyzing competition is important and that's the first step, but sometimes the market just doesn’t offer what you need. When I launched my startup, I noticed that most ai voice SaaS tools were built for developers (infra providers). As a non-technical manager i tried to use them, but i struggled with things like webhooks and endpoints. I knew others were in the same situations, so I built a no-code AI voice agent tool. something easy to use without the tech experience. It was a solution I needed for myself, and it turned out many others needed it too. Sometimes, if the product you need doesn’t exist, you just have to create it yourself( without investing too much) and share it with others. The market will prove you are right or wrong.

While tools like SWOT and Porter’s Five Forces are invaluable, the real gold often lies in customer reviews of competitors. Dive into their reviews on platforms like Google, Yelp, or any industry-specific review sites. Look for patterns in what customers appreciate and, more importantly, what they complain about. These complaints often reveal unmet needs and can guide you to the best USP. Additionally, becoming a customer of your competitors, when possible, provides firsthand insights into their customer journey, revealing potential areas for improvement in your own business. Always seek to solve the problems that competitors are neglecting, and communicate that solution clearly to the market.

Very simply, your competition can give you perhaps the most valuable insight into the market. You should keep a keen eye on them but always with a view towards differentiation. Remember they are competitors, so what would help you compete in their league, or better yet, beat them?

It's not just about playing defense; it's about finding the gaps in their defense. The goal? Not just to be different for the sake of it, but to be so different that your competitors scratch their heads wondering how you're playing an entirely different game.

Market sizing is the process of estimating the potential size of a market and the revenue that a company can generate within that market. It involves analyzing the characteristics of the target market, including the number of potential customers, their buying behavior, and the competitive landscape. There are three common methods: Top-Down (industry share calculation), Bottom-Up (customer base and revenue per customer), and Comparables (benchmarking against successful companies). In Bottom Up Market Sizing; Market size = Total number of customers * Average Revenue per Customer In Top Down Market Sizing; Market size = Broad Industry Market Size * % Target Share of the Market Any given day Bottom-Up Market Sizing > Top-Down Market Sizing

Instead of your TAM (total addressable market), try to think about your TRM (total reachable market). This will give you a better idea of how many people you are likely to be able to reach using your current strategies and offerings, and whether it's time to expand.

👉🏻 𝗘𝘃𝗮𝗹𝘂𝗮𝘁𝗲 𝘁𝗵𝗲 𝗔𝗱𝗱𝗿𝗲𝘀𝘀𝗮𝗯𝗹𝗲 𝗠𝗮𝗿𝗸𝗲𝘁: Start by defining your total addressable market (TAM). This involves understanding the overall demand for your product or service. 👉🏻 𝗦𝗲𝗴𝗺𝗲𝗻𝘁 𝗬𝗼𝘂𝗿 𝗠𝗮𝗿𝗸𝗲𝘁: Break down your TAM into segments that are relevant to your startup. Identify which segments are most likely to adopt your solution. This approach can sometimes lead to a narrow focus, so ensure you're not missing out on broader opportunities. 👉🏻 𝗔𝗻𝗮𝗹𝘆𝘇𝗲 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗼𝗿𝘀: Look at your competitors’ market size and share. This offers insights into potential market capacity and growth areas.

People always talk about addressable market (total available) when they are looking for funding because they want to maximize the potential revenue the business is expected to produce. The article also talks about served available and target. An even more important, and more realistic, way to think about potential customers is the "total accessible market" - who can you identify and reach? Too often entrepreneurs target a conceptual customer that is very hard to identify or reach (e.g. - young people that aspire to be restaurant managers). So, if you want to truly understand market size, only count the potential customers that you can actually find and reach.

In my ventures, assessing market size has always been a blend of art and science. While tools and data like market reports and industry statistics are foundational, it’s vital to remember that markets are not static. They evolve, and as an entrepreneur, you can even create new market spaces. A practical tip from my experience: don’t just rely on existing data. Engage with your potential customers directly and continuously to understand how much they are willing to pay, how likely is that they will recommend your product to other people, etc.

Engaging directly with industry communities has been a key to my success in identifying trends early. Participate actively in forums and networks within your niche. In my experience, the subtle shifts in conversations often precede major market trends. Always be ready to adapt and innovate in response to these insights to stay ahead.

Trend Analysis: Identify current and emerging trends in your market. Consumer Behaviour: Observe changes in consumer preferences and behaviours. Technological Advances: Stay updated on technological developments impacting your market. Regulatory Changes: Monitor any legal or regulatory shifts that could affect the market. Competitive Responses: Note how competitors adapt to these trends.

Desde el punto de vista estratégico es fundamental entender el comportamiento del entorno, la dinamica de las tendencias y asi definir el camino probable. La utilización del PESTEL permitirá comprender el macro y aproximaciones mas cercanas al modelo de negocio como por ejemplo en análisis de fuerzas de Porter permitirá comprender las dinámicas del mercado puntual donde se desea penetrar la solución.

- Many factors affect the market which are consist of political, economical, social, technological and regulatory factors and more. - These changes are risks and chances for you. If you could predict the future trends correctly, you could take appropriate actions to win the market against your competitors. - There are a lot of tools and methods to examine. PESTEL analysis covers as the letters stand for Political, Economic, Social, Technological, Environmental and Legal. You need to hear from wide variety of people about their opinions and evaluate them with likelihood to happen and haw large their impacts would be. - You should modify your ideas based on your analysis to ride on a right wave forward to the future.

Understanding market trends is critical for startups to remain competitive and relevant. For example, a renewable energy firm might utilize trend mapping to detect upcoming technologies and consumer preferences. Understanding market trends allows startups to predict changes in the competitive landscape and tailor their tactics accordingly. This could include shifting to a new market category or producing new items to match changing customer demands. Overall, researching industry trends enables startups to remain adaptable and responsive in a volatile business environment.

Sometimes, the best validation is cold, hard cash from customers. Don't over-engineer the process; simplicity is your ally. Instead of drowning in hypotheses, focus on building something people want and are willing to pay for.

There is extreme value in very early validation - preselling before you even have a product or even before your concept is completely solid. The learning you get out of the process is well worth the risk. This can be done via a kick-starter model or it can be as simple as advertising your product up front. Preselling proves demand, help you refine your understanding of your target segment, buying triggers, give you a general understanding of price tolerance and ultimately help you get funding to execute. With early preselling, there's always the risk of disappointing customers. In order to mitigate these risks, you will want to make sure you set expectations appropriately and be prepared to provide refunds quickly and easily.

The lean canvas and similar can set a good foundation for market validation, but there is nothing more powerful than speaking to customers. Our process typically goes like: 1. Set up a simple landing page with a [paid] waitlist or beta test 2. Combine this with user interviews with an ask at the end to pre-buy the product. Ideally demo a prototype during these interviews 3. Build a high quality MVP that solves a narrow problem 4. Repeat 1-3 to iterate your way to a great product

It is important to validate not only a need and want but a desire and willingness to pay. I’ve watched many people develop products or start to provide services before talking with people to validate interest. Most people are willing to help those that have an idea. The helping starts by the “inventor” having conversations with their ideal clients. Conversations are engaging and enable you to not only listen but ask questions. Start by asking for help validating the idea. Discuss the problem and if they see it as a problem, get their ideas, and ask them if there was a product or service would they buy it or hire you to help them. If not, why not. Validating is discovering and refining so you develop the right product or service.

The final, crucial step is to confirm the viability of your market opportunity through direct customer feedback, which is invaluable. Utilise tools such as the lean canvas and MVPs to outline your business assumptions and test your product with real users. This feedback loop allows you to refine your product-market fit and fine-tune your business strategy, ensuring you're on the path to a profitable model. Engaging directly with customers provides insights no other method can, making it a cornerstone of validating and optimising your strategy.

Before you build a startup write down… 1. The customer 2. Their problems 3. Current solutions 4. Your solution 5. Why now 6. Why you The last two are most important. Market timing and founder fit.

If you're trying to find opportunities, don't search for startup ideas. Instead, obsessively look for problems. The most effective way to identify problems is by focusing on issues you experience yourself or by talking with a specific set of users and understanding their pain points.

Identifying and capitalizing on opportunity are often 2 very different things. Seeing a huge gap in the market or one that you may be able to fill is awesome but being able to take action on it quickly is arguably more important. Being on the lookout for new opportunities should be a constant effort but once a potential one is found, make sure to take action and test the hypotheses ASAP

Once you see the opportunity, sometimes you don’t even have to reinvent the wheel 🛞 but learn from the mistakes of others and make it more efficient 🙌🏻