How to Find and Define your Niche

Define and define your niche.OK, so who has that question,define and define your niche?How do you do it?No, that wasn't me.Carina Hi.Hi, Karina.OK, so what seems to be thechallenge for you in termsof finding your niche?And are you afraid you'regoing to go too narrowor are you too wide?What's what's the issue?I think it's still not too wide.OK, when I do websites on UnixUI and branding like marketing,like a bit ofeverything, but I gotto the point of thefinding the niche,and it's taking me to manywords to say what it is.It's helpingcommunities to empower,not helping organizationsto empower communitieswith knowledge,tools and programs.That's based on my experiencewith previous clients.But it's like too blurry.It is.Yeah, it's so broad.It's almost everycompany in the world.This would fit for OK,how do we chop this down?What kind of organizationsdo you want to work with?OK, so this couldbe accelerators,and this could bealso around education.Can also be withngos, but that'swhere I'm afraid of takingthis action in the direction.What are you afraid of?Taking a decisionand saying, look,I work just withaccelerators, for example.OK why are you afraid of that?Because I'm not sureif that's what it want.What do you want insteadof thinking about whatthey want, what do you want?I want to help businesses thatI believe in their purposeand that it's beyond profit.That's why it's abouthelping a group of people.Can you give me some examplesof purpose driven businessesthat you connect with?Yeah, for example,accelerators that helpimmigrants, entrepreneursto bring their ideas.And I had a client that it'sempowering yoga professionalsto leave of their profession.That it's not somethingeasy for them.Empowering immigrants toadapt to professionallyto the society, at leasthere in Israel, becauseof the language.OK does that answer?Yeah, a little bit.I mean, OK, so if youbelieve in workingwith purpose driven businesses,why can't you just say that?And I think thatmaybe people won'tconnect with that so much.How?well, there's a price, right?You know, the price.There's a price to pay for thethings that you believe in,and that's why it's hard tostand for something, right?Because you say,I'm not for that.I'm only for this.And you have to plantyour flag somewhereand you're afraidnobody will come to it.But if this is what you believeand that's what you're, that'swhat you got to do, right?Do you think that purposedriven organizations like.They considerthemselves that or howdoes someone noselike or do I needto state like I work withpeople that are improvingthese areas of the worldor the life of people,so I don't want to be married.There is also like,it's just findingme OK without divingtoo deep because Ithink what wewould have to do isI have to get into somemindset stuff with you.How about some ofyour belief patterns?Because I'm not surethat they're all true.OK you believe ifyou go down in east,you're going tolose clients and youbelieve if you work withpurpose driven companies,you'll go bankrupt.I'm not sure where thatinformation is coming from.So that then now you're verytentative to go headfirstinto this.So you continue to beall things to all people.And the thing is,purpose driven companieswant to work with companiesthat clearly know who they are.Otherwise, they workwith somebody else.Now I want you togo to very nice.Very nice.That's Matthew manor.I forget his name now.Matthew meadows, his company.And he says rightthere, very nice helpsbusinesses, nonprofitsand governments expandtheir capacity forimpact through designdriven innovation.And then he saysthat he gives awayhalf of his work to charity.So 50% of the agency's workis given away for free,and you're like,that's a lot, right?Yeah yes, but you know what?That's how they do marketing.OK so instead of payingand investing in marketing?Yes and they're invited tospeak all over the worldand do things.And they've got theirown game system.They've got all kinds of things.And then they getto brag about statsand they're invitedto speak on stagesbecause they know who they are.OK all of this marketingstuff, guys, in positioning,it's really about relationships.Do you want to find the perfectperson for you, your soul mate?Because as you godown, the checklistlikes to take long walkson the sunset is a foodie.Likes dogs of a certain size.No, then you feellike there's a match.Right but if you findthe person your partnerand they don't knowwhat they like today,they're like hot tomorrow,they're like cold, spicy chill.It's like, who are you?I don't know who you are.And that's the problemwith relationships.Like, I thought you werea but you really be like,I don't even know you.That's the danger of doing itthe way that you're doing it.That you risk more by tryingto be all things to all peoplethan you are, if you werejust to bunker down and say,this is what I stand for.Here's my flag and I'mwilling to die for this.Because otherwise, they'llwork with the peoplethat are willing to die for it.OK who are you for?Who are you a champion for?Who do you serve?What communities do you serve?Answer that question andthen align your marketing,your communication to that.Also in the book rework, becauseit's just fresh in my mindright now.They say that youneed to put youmore into your, your products,your service, your company,that's how your culture exists.So it's not words, it's what youdo, the actions that you take.Because who is the competitioncan't copy you in your product?The example that hegives to the bookis Tony Hsieh, thefounder of Zapposthat sells commodityproducts shoesand was able to sell fortheir company for a billion.Tony Xie is obsessedwith customer service,so that permeateseverything they do.In fact, they have a policythat no matter what position yougo for, you must work first forfour weeks in customer serviceor customer fulfillment.So they understand whatcustomer service is.Do you understand thatso that becomes them,and I was starting to think thatwhat is the future, how to why?To inject somebodywith a lot, Emily.There you go.Emily, meet yourself, please.There we go.OK so if you caninject your personalityand you have tostand for something,you have to be brave enough.And the other thing too is theysaid that every story needsa villain.So what are you against?What are you, a.?Because what happens thereis if you say, I'm for this,but I'm against that.It forces peopleto choose sides.Inspires them to take action.So the example they give isStarbucks and Dunkin' Donutsor Dunkin' now.So they don't try togo after each otherbecause Starbucks isa Duncan and Duncan,it's anti Starbucks.So Duncan comes outwith a campaign.Is friends, don't letfriends drink Starbucks.And that riles people up.It's like I'm a Duncan personor I'm a Starbucks person,and they said thatAudi for audi,they're against old luxurylike Mercedes and BMW.So they want to be thenew definition of luxury.So they took outan ad against Lexusthat had the autoparking system.They said Audi drivers knowhow to park their own cars.They're not afraid tostand up for who they areand what they believein, and they'llgo after the competition.So I think your questionis a much bigger, broaderphilosophicalquestion that's tiedto what I think aresome limiting beliefsthat you havearound specializingabout niching down.And you can read 1,000articles on why specializationwill help you makemore money to work lessand to have better clients.But we've got to getover that hurdle.So if you search on theinternet purpose drivendesign companies, you're goingto find out how they speak.Or purpose drivencompanies, and you'regoing to see we stand for this.We love this, webelieve in this.We believe that everyperson has a rightto water or tolive a life that'sfor free with freeexpression or whatever it is.We help immigrantfamilies escape conditionsof whatever, I don't know, I'mnot in that space, obviously,you can tell.Be for something.OK yeah, there's manyquotes around that, right?Yeah OK.