The Research That Turns a Side Hustle into a Business

Getting potential customers to pick you is always an uphill battle if you don’t genuinely understand what they want and need. This isn't just about knowing the market you’re in—it’s about adopting a client-first mindset and being able to answer the question, “Why should they choose me?”

Marketing is the engine of any successful venture. If you get the basics right, you’ll find clients faster and keep them longer. Think of this as a framework; your own intuition and insights are what will ultimately make customers connect with you and your work. For anyone serious about , this initial research is non-negotiable.

You Have an Advantage in Market Research

Big companies spend fortunes on market research to figure out how to target customers effectively. But believe it or not, you have a couple of big advantages over them. First, you’re likely operating in a niche market. Second, as an expert in your field, you probably already have a solid grasp of your customers’ needs and how your services can deliver real value.

Market research simply tells you who your customers are and what you can sell them. Without this big-picture view, you can’t make smart decisions about where you fit in or how to market yourself. The goal here is to make sales, and to do that effectively, your marketing can't be random. It needs structure, and you need to be in charge of the process. It's the first step in turning a .

A Simple Framework: The 3Cs

A great place to start your research is with a 3Cs analysis. This helps you figure out the core factors for meeting customer needs and standing out from the competition.

1. This is the internal work. What are you good at? Who are you, and where are you going?
2. This is external. Who are they, what do they need, and where can you find them?
3. Also external. Who else is out there, and what are they offering (or not offering)?

This framework helps you define what you do, how you do it, and what your unique selling proposition (USP) is. The 3Cs are dynamic and interconnected; a change in one affects the others. Remember, if you have a portfolio with different services, you’ll need to do this analysis for each one.

Analyzing Your Company with SWOT

To understand your “Company,” you need to look at your objectively. A simple SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) is perfect for this.

Your strengths are the resources and capabilities that make you great. What do you pride yourself on? What’s your expertise? A few years ago, I decided to get a motorcycle license. The experience was awful. I was told I needed a small, gearless bike because I was a woman. Finding protective gear that also looked good was impossible. So, I started a business called Girls Angels, a niche motorcycle school for women. My strengths were “tailored training” and “customer-focused,” which made the high prices a non-issue. Today, my strengths as a freelance trainer are being reliable, getting things done, and delivering high-quality work with passion. Your personality is a key strength—never forget that people are buying into .

Just as your strengths are personal, so are your weaknesses. And you have to be honest about them. A weakness could be anything from outdated equipment to a lack of experience. Maybe you're great at the core work but terrible at invoicing on time. A line producer I know is brilliant at getting a production off the ground, but she’s terrible with the final paperwork. That last impression is what clients remember, making it a major weakness in .

Opportunities come from the world around you. New tech, changing economic conditions, or shifts in your industry can make your services more attractive. For example, almost every company now has a social media presence, creating a massive opportunity for freelance content creators. When , always keep an eye on what’s happening in your sectors.

Threats are the external risks that could hurt your work. Could your skills become obsolete? Are your prices becoming too high for your traditional clients? As a trainer, I often face the threat of university budget cuts. My job is to constantly prove my value to decision-makers so I continue to get booked. Identifying a threat is the first step to neutralizing it or even turning it into an opportunity.

Getting to Know Your Customers

Once you know yourself, it’s time to visualize your ideal clients. Think about what kind of companies they are, where they are, and when they might need you. The better you understand them, the better your will perform.

Ask yourself a few key questions:

• In larger companies, you'll deal with multiple people. You need to identify the (who started the conversation), the (your internal champion), the (who gives the final yes), the (who controls the money), and the (who actually uses your work). Your job is to convince the right people.
• When I ran my motorcycle school, I learned that people a license, but they didn’t one. If you can position your service as something a company needs, you’ll have a much more compelling proposition.
• Define what a “good” customer means to you. It could be someone who pays on time, offers interesting work, or recommends you to others. Set your standards and don't be afraid to retrain or even drop clients who don't meet them. This is crucial when , as your time is limited.

Understanding Your Competition

No matter what you do, you will have competition. Don’t panic. There will always be people who are cheaper than you, but trying to win on price is a losing game. And never, ever bad-mouth your competition.

Instead, analyze them. Understand the ecosystem you operate in. Your competitors can be broken down into two groups:

• These are the freelancers and companies offering the same services as you. But they don't have to be enemies. A network of freelance costumiers I know used to refer work to each other. Eventually, two of them joined forces to create a company, allowing them to pitch for much bigger jobs. Collaboration can be a powerful strategy for building .
• These are people who don’t do what you do but are chasing the same customer budgets. My motorcycle school wasn't just competing with other schools; we were competing with vacations and new clothes for our customers' disposable income. Being aware of this helps you shape a marketing message that highlights the unique value you bring.

The Final Step: Finding Your “Why”

After all this research, it’s time to bring it together. Author Simon Sinek famously talks about starting with “Why.” Your “What” is the service you provide. Your “Why” is the reason a client should care. It’s the difference between selling features and selling a solution.

Apple didn’t sell the iPod by talking about gigabytes; they sold it with the promise of “a thousand songs in your pocket.” They sold the “why.”

I once worked with two filmmakers who wanted to sell workshops to schools. Their pitch was, “We sell filmmaking workshops.” Schools were interested but had no budget. They were stuck. I asked them schools should buy their workshops. They explained that while making films, students learn scriptwriting, research, and teamwork—all things that boost literacy. The lightbulb went on. Their new pitch became: “Are you looking to improve literacy? Our filmmaking workshops are a solution.”

They started targeting schools that struggled with literacy, and their business took off. Nothing about their service changed, but they finally understood why their customers would buy from them. They were no longer just a ; they were a solution provider. This mindset is what elevates a success.

So, what is your “why?” What problem are you solving for your customer? When you can answer that clearly, you’ve built the foundation for a business that lasts.