The textual content of this publication, or any part thereof, may not be reproduced in any manner in any respect with out written permission from the publisher. When your firm becomes properly established in a selected market segment, it may be troublesome so that you just can move to another section. This may happen due to your market popularity or reputation. If so, it may be better so that you can concentrate on one section for now, and increase to others when your initial phase has been successfully penetrated. Developing new markets takes a greater dedication of time, cash and energy. Are they ignoring smaller segments that I can probably exploit?