I have a favorite local restaurant.

It’s a delightful place run by a husband and wife team. They and the staff recognize my family.

They remember we were among their very first customers. The food is creative, beautiful, superb in every way.

We love the place, and recommend it constantly.

So I was a little surprised to read an online review saying it was “too expensive,” the food “was nothing special,” and portions were “too small.”

Someone had a completely different perspective — but it’s still MY absolute favorite.

I’ll bet you have favorites too.

A productivity tool you’d go to war for if your company switched systems.

A salon where you’d follow your stylist across town.

A smartphone brand you’ll defend in heated debates with friends.

A vehicle you genuinely look forward to driving every day.

These are the products and services you seek out, wait in line for, and eagerly recommend — with absolutely no stake in the business.

With each of them, you can genuinely say “I Need That.”

This is the gold standard for product makers. Not universal appeal, but rather unbridled enthusiasm from a specific, organically growing group of best-fit customers.

In I Need That, I talk about how the most successful products aren’t trying to be mildly appealing to everyone — they’re aiming to be someone’s absolute favorite.

They inspire not just satisfaction, but devotion.

Think about it: When was the last time YOU recommended a product you thought was merely “okay”? Or “fine”?

Probably never.

“Okay” products do the job, but don’t create evangelists.

They don’t inspire people to wait in line.

They don’t become non-negotiable needs, which means they’re easily substituted or replaced.

Product Payoff: Trader Joe’s deliberately limits its selection to about 4,000 products (compared to 50,000+ at traditional supermarkets) and focuses on creating distinctive house brands that customers actively seek out. This strategy of being some people’s fave, rather than everyone’s “okay” choice, has led to industry-leading sales per square foot of $1,750 — more than twice the average supermarket. Their cult-like following proves that inspiring deep loyalty from a specific audience is more profitable than appealing broadly but superficially.

Action for today: Ask yourself this hard question: “WHOSE favorite are we trying to be?” If you can’t answer with specificity — describing and visualizing an actual segment of customers who would be devastated if your product disappeared — you might be caught in the dangerous middle ground of being merely acceptable to everyone, and essential to no one.

Want to explore how to transform your product from “fine” to “favorite”? Tap that handy little reply arrow and let’s discuss what might make your offering absolutely essential to a specific group of customers. Or reach out to your favorite team of product marketing specialists at Graphos Product.