21. FINDING PROFITABLE NICHES - Jack’s Skool Empowerment - Empowering Skoolers - Jack’s Redundancy Empowerment - Jack Lookman - Ire

21. FINDING PROFITABLE NICHES

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A stronger approach is to think about intersection rather than category. Instead of placing yourself in a broad niche, you position yourself at the intersection of a specific problem, a specific type of person, and a specific outcome. This creates clarity, and clarity is what attracts the right people.

For example, saying your platform is about business is too broad. Even saying it is about online business is still too vague. But if you focus on helping service providers turn their skills into structured offers, now you are narrowing the focus. If you go further and position it for a specific type of service provider, such as writers or consultants, it becomes even clearer. This level of specificity makes it easier for people to recognise that your platform is designed for them.

Another important factor is demand. A niche is only viable if people are actively trying to solve the problem it addresses. You can validate this by looking at what people are already paying for, what they are discussing in communities, and what questions keep coming up repeatedly. If people are consistently searching for answers in a particular area, that is a strong signal.

However, demand alone is not enough. You also need depth. Some niches attract attention but do not sustain long term engagement because the problem is too shallow or can be solved quickly. For a Skool platform, you want a niche that allows for ongoing development. Something where people can continue learning, improving, and refining over time.

Your own experience and perspective also matter more than most people realise. You do not need to be the most advanced expert in a field, but you do need to have enough understanding to guide others. More importantly, you need a way of explaining things that resonates. People are not just buying information. They are buying how you interpret and deliver that information.

Competition is often seen as a negative, but it can actually be a useful indicator. If there are no existing communities or products in your niche, it may mean there is no demand. On the other hand, if there are many, it shows that people are willing to invest in that area. The key is not to avoid competition, but to differentiate your approach.

One way to do this is by focusing on a specific stage of the journey. Instead of trying to serve everyone, you can focus on beginners, intermediates, or advanced individuals. Each group has different needs, and by tailoring your platform to one of them, you create a more focused experience.

Another way to differentiate is through your methodology. Even if others are addressing the same problem, how you approach it can set you apart. Your process, your frameworks, and your way of guiding people through challenges can become a defining feature of your platform.

It is also worth considering how your niche aligns with long term trends. Some topics gain temporary attention but fade quickly. Others remain relevant because they are tied to ongoing needs. Skills like communication, storytelling, business development, and personal growth tend to have lasting demand because they evolve with time rather than becoming obsolete.

Monetisation potential should also be part of your thinking, but it should not be the starting point. A niche that solves a meaningful problem for a specific group of people will naturally create opportunities for monetisation. Trying to force monetisation onto a weak or unclear niche often leads to frustration.

Testing your niche before fully committing can save time and effort. This does not have to be complicated. You can start by sharing content, engaging with potential members, or even running a small pilot version of your community. Pay attention to how people respond. Are they asking questions, engaging in discussions, or showing interest in going deeper? These signals can help you refine your direction.

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