Target Market Selection Pvp Index

Example 1: Photographer (canonical book example)

Scenario: A freelance photographer serves four segments — Weddings, Photojournalism, Corporate, and Family Portraits — and wants to know where to focus marketing spend.

Trigger: "I do photography for four different markets and my marketing isn't working. Where should I focus?"

PVP Scoring:

| Segment | Personal (P) | Value (V) | Profit (P) | Total | |------------------|:------------:|:---------:|:----------:|------:| | Weddings | 5 | 7 | 9 | 21 | | Photojournalism | 9 | 7 | 2 | 18 | | Corporate | 3 | 6 | 9 | 18 | | Family Portraits | 9 | 8 | 9 | 26 |

Output: Family Portraits wins decisively — the only segment that scores high on all three dimensions. Photojournalism scores high on fulfillment but is barely profitable (equipment, time, low publication fees). Weddings are profitable but the photographer finds them stressful. Corporate pays well but the work is joyless.

Avatar: Sarah, 34, married with one toddler. Feels this is a once-in-a- decade moment that will be on the walls of her home for decades. Her dominant emotion is anticipation mixed with anxiety about capturing the moment perfectly. She reads parenting blogs and Pinterest. She wants an emotional story, not a technical portfolio.

Example 2: Independent Management Consultant

Scenario: A consultant serves startups (project-based, $5K–$15K engagements), mid-market companies ($20K–$60K retainers), and non-profits (grants-funded, $8K–$20K). She finds startup work energizing but chaotic; non-profit work fulfilling but underpaid; mid-market work steady but bureaucratic.

Trigger: "I'm spread thin across three client types. Which should I focus my marketing on?"

PVP Scoring:

| Segment | Personal (P) | Value (V) | Profit (P) | Total | |-----------------|:------------:|:---------:|:----------:|------:| | Startups | 8 | 5 | 4 | 17 | | Mid-Market | 4 | 8 | 9 | 21 | | Non-Profits | 7 | 3 | 3 | 13 |

Output: Mid-Market wins (21). Startups are energizing but score low on both value perception and profitability — startups are budget-constrained, slow to pay, and often require extensive scope-creep management. Non-profits are personally rewarding but chronically undervalue consulting fees. Mid- market companies have budget authority, respect expertise, and generate reliable margins.

Tie note (if Startups had scored 20): The tie-breaker would favor Mid-Market on V score (8 vs 5) — mid-market clients have higher value perception and are less likely to push back on fees, which is the more sustainable long-term lever.

Avatar: Marcus, 48, VP of Operations at a 200-person manufacturing company. His dominant frustration: processes that worked at 50 people are breaking at 200. He reads Harvard Business Review. His biggest fear is being seen as the bottleneck that's holding the company back. He wants a consultant who has "seen this exact problem before."

Example 3: Quick-turn (user provides segment list)

Scenario: A web design agency owner says: "I serve real estate agents, restaurants, law firms, and e-commerce brands. Real estate pays $2K–$5K but I find it boring. Restaurants pay $1K and churn fast. Law firms pay $5K–$15K but are very demanding and slow to approve work. E-commerce pays $3K–$8K and I enjoy the work."

Trigger: "Which should I focus on?"

Process: Translate owner statements to scores:

Output: E-commerce wins (21). Law firms are a strong second and worth targeting once e-commerce is established. Restaurants should be deprioritized or dropped from marketing entirely.