A decade ago, choosing to focus on mass or niche markets was one of the key decisions a company would make. It was an “either/or” choice that would propel a company in a definite direction.
But when the era of big data began to dawn, the business landscape changed rapidly. Companies suddenly had the tools to play in both arenas. And as they crunched the numbers, they realized that becoming a “both/and” company — mass and niche — gave them a greater capacity for growth.
“In today’s attention-deficient, culture-whiplash marketplace, you can’t just be one thing to one group — at least not if you want to scale,” warns Jared Navarre, founder of Keyni Consulting. “You’ve got to be specific enough to mean something, and broad enough to matter.”
Jared Navarre is a multidisciplinary founder and creative strategist with a proven track record in launching, scaling, and exiting ventures across IT, logistics, entertainment, and service industries. He has consulted over 250 businesses, specializing in building operational systems, designing resilient technology infrastructure, and developing multi-platform brand ecosystems that resonate with niche and mainstream audiences alike.
“If you’re content being niche and boutique, great — build a tight cult and stay weird,” Navarre says, “but if you’re trying to play on a bigger stage, this dual-audience approach becomes essential. Brands that master this duality don’t just survive — they take the field swinging, while everyone else is still defending their TAM slide.”
Options for building brands that do both
In many cases, brands keep both mass and niche market shoppers satisfied by strategically segmenting their product lines. For example, Ford does this by providing the F-150 for the masses while producing the Raptor for those who want to draw a crowd on YouTube. Porsche has a similar approach, with the Cayenne keeping the lights on while the 911 keeps the brand holy.
“A diverse product line, which includes both mass and niche options, democratizes entry while providing an aspirational ceiling,” Navarre explains. “Nike balances shopping mall shelf ubiquity with niche cultural obsession. Apple sells to the masses but still whispers sweet nothings to filmmakers, musicians, and developers.”
Companies also achieve the diversity needed to connect with mass and niche markets by building a cadre of brands aimed at different targets. Toyota, which provides reliability and accessibility to the mass market, uses Lexus to connect with smaller markets seeking a refined and luxurious option. “VW Group has Volkswagen to get you there, Audi to get you there in style, and Lamborghini to get you there screaming,” Navarre says.
The importance of bringing all stories under one narrative
The key to succeeding with a “both/and” strategy is understanding that segmenting does not mean separating. While a company’s mass and niche offerings need to connect with unique customer sensibilities, they must still be seen as a part of the same brand narrative.
“Clear brand architecture, in which each tier has purpose, boundaries, and distinct positioning, is critical,” Navarre shares. “Confusion kills trust, which can cause a brand to lose in all markets. Without discipline and clarity, a brand can be diluted into oblivion.”
However, Navarre also says companies must find a way to build their strategy around a single strand of brand DNA. Segment-specific storytelling should make sense within the larger brand narrative.
“The essence should be consistent, even if the price tags aren’t,” he advises. “Your messaging needs to hit differently for each group, but should still feel like it came from the same soul. When messaging gets messy, you build a house of friction where operations, marketing, and product constantly step on each other’s toes.”
Using brand tension to gain an advantage
Clarity can give way to complexity as brands strive to craft a strategy that appeals to both mass and niche markets, which can give rise to brand tension. Although the instinct is to find a way to resolve the tension, that can inadvertently limit a brand’s potential for success.
According to Navarre, the brands that endure and thrive are often the ones that learn to live in the in-between. “One of the most overlooked dynamics in building a brand that straddles both niche and mass audiences is the productive tension it creates,” he says. “When embraced rather than avoided, that tension becomes a long-term competitive advantage.”
As they embrace tension, brands build a layered identity, adopting elements that some may see as contradictions. Apple, for example, strives for a level of simplicity that maximizes its accessibility while also providing powerful developer tools that require a professional-level understanding. Rather than seeing the layers as contradictions, savvy companies understand them as a way to create brand depth.
“This kind of brand strategy is harder because it requires more discipline, more nuance, and an internal culture that resists the urge to collapse complexity into something neat,” Navarre says. “But in a world increasingly flattened by sameness, tension is a signal that invites curiosity, rewards exploration, and keeps a brand interesting long after the product alone would’ve lost momentum.”
Indeed, making a play for both mass and niche markets increases potential, but also increases risks. Brands that make it work are those that avoid confusion, manage tension, and deliver authenticity. Regardless of the market, success requires developing and deploying a strategy that drives the brand’s cultural and commercial relevance forward.
