Market segments are comprised of like people, who share a common interest, who have access to each other and who look to one another as a trusted reference.

if you don’t have a lot of money, you need to act like you are re-segmenting a market. Launching in a new market requires millions of marketing dollars to teach customers what the new product does and why they need it.

The results of the Customer Development process may indicate that the assumptions about your product, your customers and your market are all wrong. In fact, they probably will. And then it is your responsibility, as the idea-generator (read: entrepreneur), to interpret the data you have elicited and modify your next set of assumptions to iterate

most startups fail because they didn’t develop their market, not because they didn’t develop their product.

Early Adopters want to help you and (here is the best bit) want you to be successful.

Your positioning will form the basis of your communications with all of your constituents, including customers, investors, partners, employees, etc. For your customer, the goal of positioning is to have them understand what benefit they will receive from you and why you are better than everyone else.

Launching in an existing market also requires millions of marketing dollars to compete with the existing players who hope to squash you. If you don’t have millions of dollars to spend, you must build your business or prove the traction to investors by dominating a specific niche market segment. In the latter case, you are essentially in a

Separate the zeal of entrepreneurship from the blindness of hubris.

Your differentiator is not your compelling reason to buy, but the benefit the differentiator provides, likely is.