📪 HH #70: Why your 'big idea' might be a big mistake
- Justin Hubbard
- Mar 2
- 5 min read
I came across a story recently that got me thinking about how we approach opportunities, and I think it might change the way you look at your own business.
The story goes like this:
Two salesmen were sent by a shoe manufacturer to a rural part of India to check out the market potential.
The first salesman reported back, “There is no potential here. Nobody wears shoes.”
The second salesman reported back, “There is massive potential here. Nobody wears shoes!”
At first glance, the second salesman sounds like the visionary—someone who sees untapped opportunity. It’s the kind of thinking we romanticize in business: being the first, pioneering something new, creating a market where none exists.
But let me challenge that thinking for a second. If I had to choose, I’d side with the first salesman. And here’s why:
Untested Markets Demand Heavy Investment
There’s a massive difference between demand that needs serving and demand that needs creating.
In the first case, you’re solving an existing problem—customers already understand it, feel the pain, and are looking for a solution. You just need to show them why you’re the best choice.
In the second case, you’re doing two jobs:
Convincing people they even have a problem
Convincing them that your product is the solution
That’s a double investment—one that requires deep pockets, a lot of patience, and a tolerance for risk that most small business owners don’t have.
Steve Jobs once said, “People don’t know what they want until you show it to them.” That’s true… but Apple had billions to burn in R&D and marketing to shape consumer behavior. Most of us don’t have that luxury.
My Experience with The Grizzly Bag
I learned this firsthand when I launched The Grizzly Bag. I saw a clear opportunity—a heavy-duty, reusable dumpster bag that was cheaper than a roll-off and easier to use for small-scale junk removal jobs. It made perfect sense.
The challenge?
Most people weren’t actively looking for dumpster bags. They knew about roll-offs, they knew about curbside bulk pickup, but a large, foldable bag for waste removal? That required education.
When I marketed it alongside my dumpster rental service, it worked well—customers already needed a disposal solution, so the bag was a natural alternative.
But when I tried to push it as a standalone product, that’s when the struggle began.
I had to spend more money on ads.
I had to create more explainer content.
I had to overcome customer skepticism.
Instead of selling, I was educating—which is fine if you have deep pockets, but expensive when you need to move inventory now.
Meanwhile, the people who needed dumpster rentals? They didn’t need convincing. They just needed to see why my company was the right choice.
Proven Markets = Faster Sales & Higher Profitability
This is why I believe that, as a small business, you should start in a market where demand already exists.
🔹 When demand exists, you’re not convincing people of the problem—you’re just proving that you’re the best solution.
🔹 When demand exists, you don’t need to educate customers—you just need to out-position the competition.
🔹 When demand exists, you don’t spend years testing the waters—you start generating revenue immediately.
This is what Warren Buffett meant when he said: “The trick is, when there’s nothing to do, do nothing.” Meaning, don’t force a market that doesn’t exist—go where the opportunity is already flowing.
Amazon vs. Segway – A Tale of Two Markets
Let’s look at two famous companies: Amazon and Segway.
Jeff Bezos didn’t try to invent a new way for people to shop—he just took what they were already doing (buying books) and made it easier online. Over time, Amazon expanded into other areas where demand already existed—electronics, clothing, home goods, cloud services.
Meanwhile, Segway launched in 2001 with a revolutionary product that no one was asking for—a two-wheeled, self-balancing personal transporter. The company burned through $175 million in investment, only to realize that customers weren’t interested.
The problem? No demand. They had to convince people to change the way they moved, and most weren’t willing to.
One company built on demand. The other tried to create it. We all know which one is still around.
Where Should You Focus?
This isn’t to say you shouldn’t innovate—there’s always a place for new ideas. But if you’re looking to grow a profitable business quickly, the smarter play is to start in a proven market and make your product or service stand out.
Instead of launching a brand-new service, can you improve on an existing one?
Instead of convincing people they need your product, can you offer a better version of something they already buy?
Instead of trying to educate customers, can you leverage existing knowledge to speed up the buying process?
Some of the most successful businesses aren’t the ones who create new demand—they’re the ones who serve existing demand better than anyone else.
Your Turn
So, what’s your play?
👉 Are you trying to create the next big thing, or are you improving on something that already has traction?✌️
Justin Hubbard
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