One day, a few years ago, I was chatting with an enterprise architect about some of the prioritization and focus issues the team was facing.  I told him “our real problem is that we don’t know our ICP”.  To which he paused for a long beat and said “Insane Clown Posse?”.

Fair enough.  I grew into product building at an early B2B CRM company before the rise of salesforce.com steeped in Glenngarry Glen Ross, Alan Cooper’s personas, and Angus Jenkinson’s customer segmentation strategy.  I have a coffee mug that boldly proclaims, “Ritalin is for closers”.  He grew up bleeding his ears with death metal while generating beautiful code.  Fair enough. An Ideal Customer Profile (ICP) sits at the intersection of emerging marketing trends and deep thinking about product intention for who we are selling to. Let’s break it down.

A Brief History of Targeted Marketing

Back in the late 90s and early 00s we were going through a major transition in how we thought about marketing and sales, driven by the move from mass marketing to personalized marketing enabled by the internet.  There was a deep divide between large companies, who were trying to serve everyone, and small companies, who were embedded in the needs of their community. Now instead of just blasting a message “drink my sugary beverage” with compelling images and social pressure, you could target certain demographics with marketing, and products, specifically suited to their needs.  By the early aughts, the internet made it possible for small producers to find their niche markets and customers to be more exacting in their needs.  Webpages popped up to serve these needs.  Instead of having the choice between two sugary carbonated beverages, consumers could demand, and find, a wide assortment of specialty products: probiotic, low sugar, fruit juice based.  The world exploded with options, and the search engines came to help organize (and monetize) it.  By the end of the aughts we have social media, YouTube, and targeted marketing.  And a lot of noise.

The same thing happened in B2B sales, which I got to watch firsthand from my first product job at a lead management and customer relationship company working with large multi-nationals.  It was no longer enough to manage your supply chain, distribution network, and brand reputation.  Now you needed to think with more precision about who you were selling to.  Enter concepts that are still with us today: personas, buyer journey, segmentation, and ideal customer profile.  To be clear, these concepts were always there, unnamed in the dusty corners of pitch rooms.  Companies always have differentiated products into different markets, see also: the different sizes of candy bars or packaging of soap at different retail locations.  But what happened was an acceleration of need for this deep thinking and an explosion of competition.  Not only could big companies have more ways to segment customers, but smaller companies could quickly identify and build into gaps.  Pets.com didn’t survive but targeted marketing sure did.  Just remember that congressional testimony about the Facebook business model from Zuckerberg: “Senator, we run ads”.  User data, micro-targeting, segmentation is a standard operating process now.  You must be a lot more intelligent about your “who” to survive.  Stop smirking Mark.

Enter the Blue Ocean Strategy

Another important aspect of this trend is the impact of the Blue Ocean Strategy and long-tail marketing.  In 2004, Renée Mauborgne and W. Chan Kim publish a book that basically says that instead of competing in the same market everyone else is, the red ocean, find the place where there is an underserved customer base.  I say that out loud and it sounds obvious, but it was anything but in practice.  Remember we are at an age when scale is a major factor in success.  Big companies survive through inertia and small companies can only get so big before they are eaten.  The SMB market is overwhelmingly either hyper local or suppliers to the big boys (like the company I worked for).  A concept we saw deeply tested by the 2001 Enron scandal and shattered in the 2008 lehman brother collapse during the financial crisis.  Big companies fail too sometimes.

When you look at market opportunities, if you look where other companies already are you must spend your time making a value-cost trade off and differentiate on either quality or cost.  This “red ocean thinking” drives the middle out of a market and results in either high cost “specialized” or brand goods or a race to low-cost efficiency.  Luxury handbags are an example of the former, Walmart is an example of the latter.  The classic example of blue ocean strategy for me is the Wii.  When the Wii arrived on the video game market in 2006 it was revolutionary.  With it’s shorter play times and more party game style, it was going after a totally different interaction pattern and market.  It really was a precursor to the phone games that now take up way too much of my screen time.  Standalone gaming systems was already a deeply competitive and saturated market with Playstation and Nintendo sucking up all the air, and occasionally Xbox producing something reasonable (gotta give love to Grand Theft Auto).  By 2006 it was a market that had falling into an arm’s race based purely on computer specs.  But the Wii wasn’t for teenage boys (and girls thank you very much) in their parent’s basements (and dorm rooms).  It was suddenly targeting their parents with memorable, collaborative experiences.  With games that were about getting up and moving, and interacting with people in the same room, it was a totally different concept.  It could include the entire family.  But there were two absolutely genius things the inventors of the Wii understood that it took years for the rest of the market to catch on to:

1. Parents are the ones with the money, not the kids
2. Kids becomes adults

Because, fundamentally, they changed the value proposition for a gaming console into a market that really had no competition.  Atari started the market, really, in 1977.  The Nintendo first hit the states in 1985 with Playstation following in 1994 and Xbox in 2001.  By 2006 the Blue Ocean that Atari and Nintendo had discovered had become bloody.  But also, the children (cough me and my brother cough) who begged their parents for those early gaming systems (I still miss my duck hunt) had grown into adults.  Gaming had become mainstream, and with it, what some (read: me but not my brother) wanted from it was evolving.  There was still a market for gaming systems targeting people who wanted to spend hours immersed in a story (teenagers) but there was now an acceptable market for adults who want to casually game.  I will also point out that Wii may have been the first gaming system to understand that half the population is female and we don’t just don’t want “pink it and shrink it”.  That’s the wrong way to do segmentation.  The Wii did it right. Again, same thing happens with B2B it’s just the consumer goods examples are so much easier. 

Wag the Long Tail Marketing

By 2004 the economic reality Anderson could point to is that sales into those niche markets could outperform the bestsellers with lower competition (blue ocean), higher conversion rates, and better brand loyalty.  There are a lot of other reasons why early Amazon was successful which is probably a different blog post but I’ll drop another here for context: they understood they weren’t selling books.  They were selling trusted access to niche markets.  In the early aughts Amazon was a safe place to give your credit card number to get those specialized items.  Way safer than going to “momandpopbooks.org”.

Long tail marketing is born because of digitalization and better market access.  Sits on top of blue ocean strategy, social media, and segmentation strategy.  It then helps give birth to the influencer which I am, of course, too old to understand.  But all of these factors, together, break the old ways of marketing.  Companies can no longer sell “everything to everybody” and perhaps they never could.  The last decades have seen the end of “everything stores”, also known as department stores, like Sears.  It’s not just the move online but also the ability to easily create niche products, find segmented customers, and compete in markets that were incredibly inefficient to target before, and therefore were left to companies without scale.  So we come to today with all these factors changing the how we go to market and who we target.  Enter Insane Clown Posse… I mean, cough, Ideal Customer Profiles.

Tune in Next time, same Bat-Post, same Bat-Blog

This was going to be one post talking about ICP, modern considerations, how to build it and apply it, and cautions and anti-patterns.  But I was having too much fun with the history, and I think the context is too often glossed over.  So, we will continue with application next time.  And maybe I’ll even try to drop some sick rhymes.

Note: I don’t use AI to help write my posts.  I did use search, and the associated embedded AI that is everywhere, to find the actual dates, links, and references I made throughout this post because I wanted to provide credit where it is due.  I also used Google Gemini to create the header image because I couldn’t resist Glenn2dope Glen Violent J.