Every marketer knows he needs to tell his customers a story about what he’s creating—one he hopes will help them buy into his idea or buy his product.

The second story is that of his existing customer and her relationship with his product or service. The best business leaders reflect on how using their product impacts customers’ lives and look for opportunities to engage, improve and build loyalty.

The third story it’s important to understand is that of the next customer he hopes to serve—her challenges, hopes, dreams and worldviews.

The fourth, and most overlooked is the story of the customer he shouldn’t serve. The potential customer who falls into his target demographic, but who doesn’t share his company’s values or is unlikely to be the kind of client who will enable him to do his best work.

Many businesses devote a disproportionate amount of time trying to woo and please people who will never become their ideal customers. It stands to reason that it’s better to devote the bulk of your resources to those you really want to matter to. And yet, we often fall into the trap of structuring our businesses to placate the naysayers instead of doubling down on delighting the believers. It pays to know which is which.

Image by Lisa Dusseault