Niche by Industry or by Discipline? How to Choose Your Positioning

Every founder of an expertise business eventually hits the same fork in the road: do you become the obvious choice for one industry, or the discipline expert who serves them all?

It feels like a branding question. It isn't. It's a structural decision that determines where your leads come from, how fast your proprietary data compounds, and how long it takes for the market to believe you're an authority.

David Baker examined this question across 900+ advisory engagements with expertise firms, and in The Business of Expertise he reports a lopsided result: 85% of the successful firms he studied chose vertical positioning — one industry, deep. That number deserves attention, but it shouldn't end the conversation, because the horizontal model carries genuine advantages of its own.

Here's what each model actually buys you, the five tests that turn the decision from gut feel into evidence — and the single failure mode that sinks businesses on either path.

What Going Deep Buys You

The Compounding Mechanics of Vertical Positioning

Vertical positioning means picking a sector and building everything around it. Think "operational maturity for healthcare organizations" or "compliance readiness for financial services." Your marketing, your content, your conferences, your practitioner recruitment — all of it points at one industry.

Four mechanisms make this model compound:

1. Repetition turns into intelligence. By your 10th assessment in the same sector, you see patterns your 3rd engagement couldn't reveal. By your 50th, you hold industry benchmarks no generalist can match. Baker is blunt about why this only happens with focus:

"Without tight positioning, there are no similar scenarios. Without similar scenarios, there is no pattern matching. Without pattern matching, there is no intelligence."

2. Referrals stay inside the network. Industries are conversation circuits. A healthcare executive who gets value from your diagnostic talks about it to other healthcare executives — people with the same context, the same problems, the same budget categories. Every referral lands on ground that's already prepared.

3. Your buyers are findable. A defined industry comes with trade publications, associations, member directories, and annual events. You know exactly where your prospects congregate and who they listen to. Marketing stops being a spray-and-pray exercise and becomes a campaign against a known list.

4. Authority arrives sooner. Publish on a discipline alone and you're one voice among thousands. Publish on that discipline inside one sector and you're a specialist — the kind who gets invited to keynote the industry conference instead of fighting for a slot at a generic business event.

This is why Baker's 85% figure isn't a quirk of his sample. Vertical firms get these advantages by default. Horizontal firms have to engineer substitutes for every one of them.

The Case for Going Wide

Where Horizontal Positioning Earns Its Keep

Horizontal positioning flips the axis: you own a discipline and apply it everywhere. "Data maturity assessment for any organization." "Leadership effectiveness measurement for enterprises." "Change readiness for companies in transition." The methodology is the constant; the industry varies.

It holds four cards the vertical specialist never gets to play:

Downturn insurance. A firm built entirely on one sector lives and dies with that sector's budget cycle. If healthcare funding seizes up, the healthcare-only firm has no second engine. The cross-industry firm simply redirects effort toward whichever sectors are spending.

Insights no specialist can produce. Run the same diagnostic across manufacturing, finance, and technology and you surface comparisons that are invisible inside any single industry — for instance, that manufacturing companies score 20% higher on process dimensions but 30% lower on innovation dimensions than tech companies. That class of finding is proprietary by construction, and a vertical firm structurally cannot generate it.

A vastly bigger market. If the methodology genuinely transfers across sectors, the horizontal firm's addressable market is every organization in every industry — orders of magnitude beyond what any single vertical contains.

A richer practitioner bench. When you certify practitioners from many backgrounds, the network itself gets smarter. Pair someone with healthcare experience alongside someone from financial services and the combined perspective exceeds what either could build alone.

The honest trade-off: horizontal firms pay for these advantages with heavier marketing lift, longer sales cycles, and a slower climb to authority — because they're competing in every sector at once without the built-in tailwinds that industry focus provides.

Two Firms, One Methodology, Opposite Outcomes

What the Choice Looks Like Three Years In

Consider two methodology businesses that launched the same year with nearly identical assets: proprietary diagnostics, documented methodologies, certification programs ready for a first cohort. One drew the vertical line — helping healthcare organizations measure and improve operational maturity. The other kept the door open to organizations of any size, in any sector.

Three years on, the healthcare firm had 40 certified practitioners, deep benchmarking data, and a standing as the go-to assessment in its sector. The open-door firm had 15 practitioners spread across six industries — thin data in each one, real reputation in none of them.

The methodology quality was equivalent. The positioning wasn't. That gap, not the product, explains the divergence.

Five Questions That Make the Decision For You

Baker's Pre-Tests, Applied to Both Options

You don't have to decide on instinct. Baker offers five pre-tests for any positioning candidate. Score both of your options against each:

• How many competitors exist? You should be able to name between 10 and 200 firms in the space. Under 10 suggests the market is too thin to sustain you; over 200 means your positioning hasn't separated you from the pack.
• Can you "Drop and Give Me 20"? Right now, without research, can you list 20 specific insights about this niche? If you can't, you're claiming expertise you haven't earned yet.
• Does it travel? A positioning you can only serve locally caps your growth. The niche needs to work nationally or internationally.
• Can you hire into it? Certification and delivery depend on practitioners who specialize in the niche. If that talent pool doesn't exist, your model stalls at the founder.
• Can you actually reach the buyers? Existing databases, lists, and events should put your targets within reach. A niche you can't market to is a niche you don't have.

The option that clears every test with the most room to spare is usually your answer — backed by evidence rather than preference.

The Only Wrong Answer Is the Hedge

Why "Mostly One Industry, But We'll Take Anyone" Fails Twice

Here is Baker's one non-negotiable: choose one model and commit to it. Vertical and horizontal each demand their own marketing strategy, content calendar, conference circuit, referral network, and sales conversation. Attempt both at once and you execute neither.

In practice, the deadliest mistake isn't picking the weaker option — it's declining to pick. The founder who says "we focus on healthcare, but we'll take work from any industry" has built an unpositioned firm wearing a positioned firm's clothes. Half the data comes from outside healthcare, so the benchmarks never get deep. Half the experience is healthcare-specific, so the cross-industry authority never materializes. The market reads the ambiguity and routes around it.

Committing doesn't mean you're locked in forever. Once you dominate your initial space, expanding the positioning is a real option. What's not available is the reverse — dominating anything while you hedge.

Vertical works. Horizontal works. Both have produced methodology businesses that scale. Decide with the five tests, then execute the choice with full conviction — because the only configuration with no track record of success is straddling the line.