Why Going Wide Will Sink Your Creative Firm

When BrightSpark Design first opened, they chased every client who knocked—retail, tech, nonprofits—until their small studio felt like a crowded buffet. Marc, the founder, lay awake at night listening to the hum of his laptop fan, wondering how he’d ever stand out. Then one morning his phone buzzed with a message from a former client in the solar-energy sector: “Hey Marc, can you help us refresh our brand?” Suddenly Marc realized the pattern.

He dug up his past five proposals and saw his best work—and the biggest fees—came from renewable-energy projects. The scent of early-morning coffee at his desk took on new clarity as he sketched a new expertise statement: “We build brand strategy for clean-energy innovators.” He shut down his broad service list and felt a strange calm.

Within weeks, BrightSpark Design began attracting bigger, better-funded solar startups. Marc could set his fees, not haggle over them. He wasn’t just another generalist; he was the go-to expert. I might be wrong, but it seems that focus doesn’t stifle creativity—it amplifies it.

Their transformation aligns with economic theory on substitutes: the fewer real alternatives you face, the more power you command. BrightSpark’s experience shows that deep expertise, not broad service lists, wins the race.

First, list the projects you loved most and spot your common strengths. Next, research competitors to find market gaps where your skills shine. Then draft one crisp sentence that defines exactly who you serve and how, and test it aloud—refine until it resonates. Finally, delete any services that fall outside that statement. By doing this you’ll shift from generalist scramble to niche authority—give it a try this week.