Many agency leaders eventually reach a point where growth slows. It’s not because they’ve stopped working hard, but because the market around them has shifted.
The audience that once fueled their success has become crowded or commoditized. Competitors sound the same, projects feel transactional, and new opportunities seem harder to find.
So they start looking outward: “Maybe we should go after a new industry.” Or, “We’ve done a little of this new service, maybe that’s our next big thing.”
The instinct is right, but the approach is often speculative. Choosing your next market or offering shouldn’t rely on hunches or trends. It should be backed by insight and data.
If this sounds familiar, here’s a more strategic way to think about your next move.
Start with a diagnostic across three lenses:
- Right to Win (Internal Fit): Where do you already have credibility and capability? Look for industries or offerings where you have meaningful results, relationships, or insider experience.
- Market Potential (External Fit): Where is there real opportunity? Assess market size, growth, and competitive saturation. Not every “hot” sector is worth the chase.
- Differentiation Potential (Strategic Fit): Where can you say something truly unique? Seek spaces with whitespace—where your perspective or methodology can stand out.
Plot each potential audience or service on this matrix. The top-right, where you have capability and opportunity, is your next space to win.
Once you’ve narrowed your focus, run a short Problem Discovery Sprint: gather feedback, conduct a few interviews, and identify 1–2 urgent problems you’re best positioned to solve.
From there, craft a hypothesis-based point of view—statements that start with “We believe…”—and test their resonance through prospect conversations, email engagement, and social response. The ideas that spark curiosity and dialogue point toward your strongest thought leadership.
Growth rarely happens by accident. The agencies that break through don’t chase every possibility. They choose the right ones, then go deep.
