The Smallest Viable Market (SVM) is specific. It’s as important for growth as the Minimum Viable Product (MVP). When we focus on the smallest, most specific group of people who truly care about our stuff, we can tailor our message, build loyalty, and drive word-of-mouth. But that requires bravery and accountability.
Anyone on the Product team knows all about the Minimum Viable Product (MVP). It’s the simplest, most useful version of a product. It’s the version that works, even if it’s not perfect. MVPs get the core idea out into the world quickly and continuously improve based on customer feedback.
But what about GTM teams? What about the Smallest Viable Market (SVM)?
Are you as focused on the right people you’re trying to serve as the product you’re trying to build? The SVM is the marketing equivalent of the MVP, and it’s just as essential for growth.
We’ve all heard it: “When you try to be everything to everyone, you end up being nothing to anyone.” That’s because it’s too ambitious. Too universal. Too big. It’s impossible.
The fear of missing out (FOMO) drives this urge. We’re afraid that if we narrow our focus, we’ll lose potential customers. In reality, the opposite happens. A broad, vague message blends into everyone else. Nobody cares because nobody notices.
People don’t buy your product just because it exists. They buy it because of how it makes them feel and how it solves a specific problem they care about. And the only way to show them you can solve their problem is to get specific.
The Minimum Viable Product works because it’s focused. It’s the simplest version that solves a problem. The Smallest Viable Market works the same way. It’s the smallest group of people you can serve and still grow your business.
This isn’t about making compromises or limits. It’s about starting in the right place. When you focus on a small, specific group, you can:
Growth doesn’t come from trying to serve everyone. It comes from serving the right people—the ones who will love what you’re doing and talk about it. That’s how movements start. That’s how momentum builds. That’s how confidence catches on.
So, how do you find your SVM? Seth Godin offers a great answer with another question, “Who’s it for?”
Not “everyone” or “anyone who needs X.” Be brave enough to get specific. Who will get the most value out of what you’re offering? Who is most likely to care? Who will talk about it?
Imagine your first 1,000 true fans. These are the people who love your product so much they can’t stop telling others. Focus on them.
Ask them: What do you really want? Instead of saying, “Here’s what I made. Do you like it?” start by listening. Build something they need. Make a promise they care about.
Being specific is hard and scary. It’s much easier to be vague. If you’re trying to serve everyone, you can always find an excuse when it doesn’t work. But when you focus on an SVM, there’s nowhere to hide. You’ll know if it’s working or not.
That’s why specific marketing is brave marketing. It forces accountability. It demands clarity. And it creates the kind of trust that builds strong brands.
What if your whole business embraced the SVM mindset? What if GTM teams taught the company—including the C-suite—to think about customers the same way product teams think about MVPs?
When everyone is aligned around the smallest viable market, we’re not just building products. We’re creating change for the people we seek to serve.
If you‘ve ever ridden a motorcycle, you know that push-steering is counterintuitive. You push left to go left, not right. That’s inertia at work. MVP and SVM have a similar inertia.
It feels counterintuitive, but starting small leads to big results. SVM doesn’t limit growth. It enables it.
When you focus on serving the right people, you build something that sticks. Sticky things get attention and create buzz. And when people talk, you grow.
Just like the MVP helps you build better products faster, the SVM helps you grow your brand reputation in the right way. It’s not about reaching everyone. It’s about making real connections with the right people.
The Minimum Viable Product is a proven tool for innovation, and the Smallest Viable Market deserves the same level of attention. Both require clarity, courage, and a willingness to focus on the essentials. It’s about progress, not perfection.
To put this into action, identify the smallest group of people who care a lot about your solution. Who are they? What keeps them up at night? Be brave enough to say, “It’s not for you” and specific enough to make a real difference for those you seek to serve.
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