The honest signal is not excitement, it is repeatability. You have earned a second ICP when a rep who is not the founder can predictably find, win and keep customers in the first one, and when deals in the adjacent segment have already been closing without you rewriting the product or the pitch. Most teams do it a year too early, usually because growth got hard in segment one and a new segment feels like relief. Before you commit, be blunt about what breaks: pricing, onboarding, support load, sales cycle, who you have to hire. If the answer is most of them, you are not adding an ICP, you are starting a second company.
3 hand-picked resources, 1 India-specific, 3 link-checked. Pick how you want to dig in.
Why we picked it Makes the case that a second segment is something you earn one to two years after your first motion is genuinely repeatable, and names the resourcing mistake that sinks most early expansions.
From Oxx by Ingrid Bonde Akerlind 16 min read
Open oxx.vc →Why we picked it Lays out exactly what breaks in sales, marketing, onboarding and cost structure when you move segment in either direction, which is the honest cost sheet to read before you add an ICP.
From Kalungi by Cris S. Cubero 12 min read
Open kalungi.com →Why we picked it Accel India's three tests for a segment (uniformity, enough size, reachability at a sane acquisition cost) are the cleanest way to judge whether a candidate second ICP is a real market or a distraction.
From SeedToScale Insights (Accel India) by Accel India 12 min read
Open medium.com →How who you sell to reads from a different seat.
The same ground, over in Understand your customers, our Starting Up track.
