By Chuck Wallin

One of the most difficult lessons a small business can learn is not trying to be all things to all customers. It is a common vision of a new entrepreneur to sell products or services to everyone. From young people to seniors and from small businesses to multi-nationals, everyone would be served.

However there is an old axiom that is very true:

If the whole world is your prospect then no one is your customer
While customer segmentation is critical in today’s business environment, it does not mean that a company should not test new markets. The problem is that when a business is too aggressive with their product offerings they can lose their identity. When a small business tries to market to a very diverse customer base they will ultimately dilute their focus.

Most small organizations can not quickly train staff to adequately know the needs off different customer segments. The result becomes a more generic product or service that will only have a superficial acceptance by customers.

It makes good sense for a small business to establish its unique selling position within a chosen segment of customers. In fact customer focus is an absolute must in today’s highly competitive business world. Nevertheless a business should never close their eyes to new opportunities and new uses for products and services across new segments.

The use of Customer data can be a very practical approach in choosing new segments to enter. When a business discovers unexpected success with a certain type of customer the data should set off an immediate “trip wire”.

Sometimes a small change in large customer segment can point to an opportunity or it could be a major change in one or two customers that can signal potential opportunities.

However before leaping head first into any new market, caution must be used to determine the reasons for success. It may be as simple as a supplier has closed (or gone out of business) which has brought a sudden spike in sales. It must be determined whether this is a temporary phenomenon one that will level off.

On the other hand a new market for a company’s product may have recently emerged that will bring in a more profitable type of customer. In this a case a quick shift or modification of a product or service to roll out to new customers can produce great results.

By David Little

Perhaps you have a friend like mine. It seems no matter what we do, whenever I’m over at his house, the TV is on. No one may be watching, but the set alternates between some talking head delivering the news and commercial blaring out their sales pitch.

When I question him about why the set is on, he never has a very definitive answer, just some nebulous comment about background noise. Without question, my friend -and millions upon millions of other Americans- have found a way to tune out the endless stream of information, commercials and promotions and selectively focus in long enough if something arises to pique his interest.

I’ve often compared and contrasted television and digital signage in this space, usually pointing out the benefits of the latter, such as its ability to reach audiences at the point of purchase -when they’re actually looking to spend money. Sadly, however, digital signage has the potential to suffer from the same “tune out factor” my friend integrates into his normal TV viewing. Without the right messaging, it’s possible that digital signage will blend into the background and fail to connect with its audience at the most opportune moment.

Fortunately, good news is at hand -literally. A recent forecast from market research firm iSuppli shows that by 2013 global shipments of touch-screen display modules are expected to double, or 833 million units. By way of comparison, in 2008 worldwide touch-screen module shipments will reach 341 million units, about $3.4 billion in value, according to the research organization. At symposium in Los Angeles last month put on by the Society for Information Display, nearly 60 companies promoted their particular touch-screen sensor technology.

When coupled with digital signage technology, such touch-screen sensors can transform ordinary linear digital signage content (in other words, a succession on visual and audio elements presented one after another) into dynamic, interactive content that let’s the public seek out the information about a product they desire. Interactive digital signage combines the best of the kiosk world -namely touch-screen interactivity- with the power of consistent messaging delivered when the sign operates in a traditional linear mode.

The significance of the iSuppli data is that it quantifies something we all intuitively know. People like to touch screens, interact with technology and get what they want. Look at the incredible success Apple Computers has had with the iPod, the iPhone and the iPod Touch. Those products have hit a nerve with the public. Simply touch a screen, interact with the interface and satisfy a desire.

Even the monolith of linear program presentation -the television industry- has been forced by technology to re-evaluate its business model and begin making the transition from so-called “appointment TV” to the anything, anytime model of video-on-demand. Spurred by DVRs, VOD, pay-per-view, IPTV, and cable television, those whose business it is to generate revenue from commercial television sales are working hard to develop a business model that makes the most sense. While all of the details are being hammered out on a daily basis with each new media sale, it’s safe to say the future of TV will be built on interactivity.