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A Smart Bear

2 resources from A Smart Bear we point founders to, and the questions each answers.

📄 Article
✓ Link checked Free Intermediate

Why we picked it This is the clearest piece we found on the actual question: when a tight ICP has become too tight and you are leaving real customers out. Jason Cohen (founder of WP Engine) gives you concrete conditions for when you have earned the right to broaden, plus a matrix for judging which adjacent customers are close enough to serve without breaking your product. It treats over-narrowing as a real risk, not just a virtue, which is the honest framing.

Adjacency Matrix: How to expand after PMF

From A Smart Bear by Jason Cohen About a 15 minute read

  • You have likely earned the right to broaden once you have won roughly 5% or more of your defined segment, growth in your current channel is bottlenecked, or you have the profit to fund a second motion.
  • Score each candidate adjacent segment against six areas (marketing, sales, service, product, engineering, business model): if more than one needs a full overhaul, it is not really adjacent and you are probably chasing the wrong customers.
  • Expanding a narrow ICP is far easier than refocusing a broad one, so the fix for over-narrowing is a deliberate next segment, not blowing your definition wide open.
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✍️ Essay
✓ Link checked Free Intermediate

Why we picked it Jason Cohen names the exact mechanism you are trying to size: a big company has a materiality threshold (it needs a new line to clear tens of millions before it is worth a team's attention), so a niche throwing off a million a year is invisible to it and wide open to you. He gives you the number to reason with, not just the vibe. Read it as a lens for judging whether your target sits under that threshold on purpose, not by accident.

How Startups Beat Incumbents

From A Smart Bear by Jason Cohen about 25 min read

  • Incumbents ignore markets below their revenue materiality threshold, so a niche too small for them can be exactly big enough for you.
  • Every scale advantage a big player has (process, brand, sales machine) creates a matching weakness a focused startup can attack.
  • The test is not just "is this market big" but "is it structured so the giant cannot afford to chase me here."
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