Discover a High Demand, Low Competition, High Profit Business Opportunity

Which company would you rather own: One in an niche industry or trade where more than half of business owners fail to make a profit, or one with 100, 1,000, even 10,000 percent growth over a period of three to five years, and scorching hot profitability?

Ask a group of unsuccessful business owners why their business ventures failed and most will probably cite “undercapitalization.” But there is often a more fundamental reason for business failure -- selecting products, services and a business niche for which there aren’t enough paying customers! Of course such companies find themselves undercapitalized. In fact, one can never find enough capital to keep a company afloat if it has a shortage of customers!

Buggy whips aren’t the only product in low demand. Today, product life cycles are typically short, and getting shorter. Entering a market that has matured (and for which you don’t have a highly innovative plan to substantially increase demand, lower costs or differentiate your offering) likely will lead to financial disaster. So will entering a market that is oversaturated with reasonably competent competitors.

Why do most business start-up books and business assistance specialists focus little, if any, attention on the most important question an entrepreneur will ever ask: What business should I be in?

In part, because most owners, often unwisely, have already made up their minds about the business they should start. Many entrepreneurs incorrectly assume this decision should be based largely on the existing technical skills, interests and experience they bring to the equation. Or they may have a friend or relative who claims, often inaccurately, that the business they own is a raving success, and simply decide to follow their lead. But there are far better ways to plan for success.

An entrepreneur with 10 years experience working for someone else in the dog breeding field may enjoy the work, have great technical skills, and love dogs. But before starting up a dog breeding enterprise, wouldn’t it be important to know that more than 65 percent of dog breeding companies are unprofitable. There are many other popular small business categories that share a record of high risk and low profitability. Now, for an individual who is financially independent and for whom earning an income (and a profit) from their new venture is secondary, this may be fine. But few planning a new business enjoy that luxury.

Another reason most small business authors and specialists focus so little on business selection is that they know little about the subject. Though vitally important, market research and analysis are topics most business authors, counselors, brokers and advisors have failed to study. Even some business planning consultants gloss over this crucial aspect of entrepreneurial success.

Our entrepreneur with the dog breeding background can use research to discover that there are many companies in the dog products and services arena that are experiencing dramatic growth. One sells dog biscuits containing only organically grown ingredients via category killer pet stores. A franchise operation teaches dog owners to manage their pets’ behavior, anxiety and frustration using behavioral science methods. A third company offers health insurance for dogs. Dogs bred and trained for explosives detection are also in high demand. Many of our dog breeder’s skills may readily transfer to an enterprise in such a niche area, where with thoughtful research and planning, opportunities for success should prove far better than those for a risk-plagued breeding business.

Does this mean no one ever succeeds in dog breeding? No, but entrepreneurs seeking high income and growth know which odds to defy and which to respect.

How do successful entrepreneurs brainstorm and research high demand, low competition, highly profitable business ideas?

Many start by listing and analyzing their skills, interests and competencies. But they don’t hesitate to apply these broadly to business ideas they consider. For example, management experience is often transferable to many industries and niches.

Smart entrepreneurs also search for screaming success stories. More than a dozen business publications, including Inc. Magazine, Business Week, and Fortune rank the fastest growing large and small companies in the U.S. Some target hot growth businesses in Canada, Europe, South America, Asia or other countries and regions.

Deloitte Touche Tohmatsu ranks companies with growth as high as 20,000 percent across the globe! Links to these high growth companies' websites are typically listed, too. There are similar ranking sources for top selling consumer products.

When an entrepreneur identifies a company growing as fast as 5,000 to 20,000 percent every three to five years, he or she considers how a new company might partner with or piggyback on that white-hot growth. They may slice off a niche, or become a supplier, dealer, representative, distributor or reseller. They brainstorm ways in which their own new company can tap into this hypergrowth. When I-Pods exploded on the scene a few years ago, smart entrepreneurs recognized the concurrent demand for accessories, and moved quickly to respond with highly profitable new products.

Wise business owners also study broad, societal trends, as well as trends within narrow industry and customer segments. They learn from futurists (management science consultants, about diverse global trends, risk management and emerging market) opportunities. Some of the best known futurists are Faith Popcorn, who wrote Clicking, Alvin Toffler, author of Future Shock, and Patricia Dixon, whose website, globalchange.com, is read by thousands daily. Books, magazines (especially industry and trade publications) and websites offer a myriad of free and low cost on trends and the future.

After homing in on a handful of rapid growth industry niches, the entrepreneur’s market research efforts continue with a search for market analysis reports targeted to those niches (many are free and available from your public and university libraries). Successful owners also gather statistics on the product or service and its potential target customers. Much of this data is available from the U.S. Bureau of the Census, the IRS, the U.S. Department of Labor, the U.S. Commerce Department and other federal agencies. Private sources offer data, too, usually more targeted, but at a price.

Available information includes national, state, county, city and other geographical area statistics on income, total wealth, gender, age, ethnicity, employment, number of companies in the same product or service category, number of stores per company, square footage and square footage costs per store, profitability of companies in the trade or industry, risk of failure, and benchmarking data (typical income and itemized expenses for companies with revenue comparable to your firm’s anticipated revenue), and more.

This information is recorded, logged, sifted and analyzed to determine the prospective niche’s and your company’s strengths, weaknesses, opportunities and threats before being incorporated into the owner’s business plan.

You’ll be amazed at how quickly you can build a wealth of information around one or two of your own favorite, highly profitable business ideas.

So, before you race down to register your business name or run to the store for office supplies, ask yourself this question: Am I satisfied that I’ve found a high demand, high profitability business, with costs I can control (or even cut below the industry benchmark), in a low competition niche that is suitable given a broad application of my skills, interests and experience?

Once you have a well-researched, affirmative answer to that question, you’ll be ready to realize your own screaming small business success story.