Organizations go to great lengths to define what makes them unique in their markets and among their competitors. This is as important for internal employees as it is for external customers. Trying to be "all things to all people" is the opposite of being strategic and is usually a recipe for mediocrity and competitive disadvantage. As you'd expect, special care is taken to make sure an organization's sales team is well educated on which organizational "strengths" to leverage and which types of customers to target. Otherwise, the sales reps will waste time pursuing inappropriate buyers who are a poor "fit" for the company's products and services.

For instance, Tesla clearly stakes out a unique position in the auto market. They don't utilize independent car dealerships for distribution but sell direct-to-consumer. This means they are closer to their customers. They have very high prices. They only offer electric vehicles, but they also offer charging stations. Their technology is cutting edge. But this value proposition isn't for everyone. Some would argue that they aren't selling cars but rather computers on wheels.

Give an example (not Tesla) of a product or company that clearly does not want to sell to anyone and everyone. How are they achieving selectivity? How do they communicate to the marketplace which customers are their "ideal"? Use the four elements of the Marketing Mix (product, price, promotion and distribution) to make your case.