Ooookay. Riiight. So, in other words, be #1...by your own metrics. Good luck with that one the minute you have contact with the press, wish to have a PR firm put together a media package, seek outside financing, and/or a GAAP "goodwill" valuation.
Market the crap out of your brand, but do so by focusing on genuine value delivery to the customer. Highlighting genuine cost/time savings, and/or revenue generation, and/or customer growth is cake using generally accepted industry practices. If you can't do that, I seriously question the viability of your business model.
Only Sabermetricians or marketing consultancies (read billable hours) such as Nielsen, care about nano-market-segmentation rankings.
This is very much about market Positioning, which is an important strategy (and generally one of the 3 priorities I recommend for a start-up business).
See http://en.wikipedia.org/wiki/Positioning_(marketing)
What it fails to take into account is that sometimes you don't have to be #1. The classic example is Avis car rentals, who proudly displayed that they were #2 with the slogan "No 2, we try harder".
You don't have to be #1 to be remembered (though being in the top 3 is useful). My advice is that you're better off being #3 in a big category, than #1 in something you had to invent.
Market the crap out of your brand, but do so by focusing on genuine value delivery to the customer. Highlighting genuine cost/time savings, and/or revenue generation, and/or customer growth is cake using generally accepted industry practices. If you can't do that, I seriously question the viability of your business model.
Only Sabermetricians or marketing consultancies (read billable hours) such as Nielsen, care about nano-market-segmentation rankings.