As a marketing advisor, your job is to help clients get results. How you do that is up to you.
Should you roll up your sleeves and do a bunch of the work yourself, or should you stay in more of an advisory and oversight role?
Or, should it be somewhere in between?
The choice is yours to make. But if you want to find any kind of scale, you need to find ways to remove yourself from the day-to-day task work and into an oversight and facilitation role.
You want to be the air traffic controller, not the pilot. And the best way to do that is by creating leverage.
Leverage comes in many forms. For me, it usually includes examples, templates, training, and access to implementation partners I can trust.
These things greatly reduce the need for you to explain things over and over again, or end up doing things yourself every time because it’s easier. They also get results more quickly because you’re not reinventing the wheel every time.
That’s where niche specialization comes in.
When you specialize in a niche (i.e. a market vertical/industry), you can create repeatable assets that remove you from doing the task work and help your clients get results faster overall.
Your templates are all highly tailored to a specific audience. Your training fits precisely with their needs. And your examples are all right on point for their situation.
If you specialize, your leverage grows. Your expertise becomes more rare. Your results become better and more predictable.
And by the way, people are willing to pay good money for rare expertise that applies directly to them.
On the other hand, if you don’t specialize, your templates are generic. Your partners are generalists. Your training is boring. And your examples are hard to apply to each client’s situation.
At the end of the day, by not having a niche specialization, you don’t create nearly as much leverage.
And if you don’t have leverage, you don’t really have a business. You have a job.