It’s exponentially easier to broaden your positioning than to narrow it.

The biggest fear for most early-stage founders is going too narrow.

"We don't want to pigeonhole ourselves!"

They've convinced investors that their startup will eventually be a billion-dollar company.

And so they try to do as the unicorns do:

→ build for as many markets as possible

→ market to as many markets as possible

→ using as many channels as possible

...all while having a 10-person team.

But the problem is that this extremely wide focus can KILL a small team that is strapped for resources.

Large companies with large teams and large budgets can pull this off.

But your team will likely burn out before gaining any real traction in any of the ten places you're trying to compete.

There's a reason it takes a company getting sold to private equity before they will focus.

Private Equity will buy your company and say, "Looks like 80% of your revenue comes from this 20% of your customers. So we're going to focus there."

Because they are profit-driven (and somewhat soulless), they will have no problem firing all those team members and forcibly focusing your company in order to 5x it and sell to the next bidder.

You can avoid this whole scenario by focusing in the FIRST place and then later broadening out from a place of strength.

If Amazon can go from "a book store" to "the everything store," you too will be able to broaden your SaaS company down the line.

Here's a clip of me talking about this on Klue's Coffee & Compete show.

Watch the full episode here.