Businesses are often focused on landing the ‘big deal’. This is especially true of many startups and fledgling entrepreneurial enterprises. The strategy seems sound enough; big customers often wield larger grossing contracts, instant credibility and have the ability to turn you into a leader, not a follower. At least that is the conventional wisdom. But is that always the best course of action and are there better customers to target?

About 100 years ago, there was a man by the name of Amadeo Peter Giannini, also known as A.P. This growing young lad was raised on a farm that routinely sent bumper crops of produce to New York, San Francisco and Boston. No stranger to quality produce, A.P. began trading produce in his late teens and early twenties. With his step father Lorenzo, Amadeo helped build the incredibly profitable L. Scatena & Company. Competition was fierce. The stories of produce brokers racing to farms for the opportunity to purchase the good crops early are legendary.

It was through his association with the farmers and his own knowledge of produce operations that lead A.P. and his step father to loan money to the smaller farmers in return for first rights and lower prices. Collecting interest was not the objective; it was about investment and loyalty. Through this experience the young produce mogul learned big lessons about partnering and diversification.

Some years after retiring from produce (at age 31), Giannini founded the Bank of Italy. The premise was simple; provide banking services and loans to the working class, who at the time were unable to obtain banking services through the traditional banking system. Giannini went as far as to go into the schools and create savings accounts for the students. Every week, bank employees would enter the classrooms to help the young depositors build their wealth by saving nickels and dimes, literally. The smaller accounts made the bank no money, and probably operated at a loss. But those depositors were retained at a rate of 60%, once they reached their adult years. There was a secondary benefit as well, those depositors were more responsible with money and had an understanding of how to save it.

A.P. went on to bring branch-banking to California, creating more accessible services and loans to the general public, spurring economic growth that helped the firm outlast the San Francisco earthquake and the great depression. The name of the bank was changed to Bank of America in the late 1920’s and is still one of the powerhouse banks in the United States.

Although much of Giannini’s success can be attributed to his keen sense for opportunity, the driving force was that he believed in the capabilities of the average worker. Rather than spend his time courting big businesses and contractors, he invested in the lives and futures of everybody else. As a result, his businesses grew at rates well above those seen by his peers. A.P. was not caught up with feeding himself with the biggest fish; he was quite content to feed himself, and a large number of those around him, with net full of smaller fish.

So I leave you with this question. While your competitors and peers are busy serving the status quo, what would it take for you to deliver your product or service to those who can’t access it today?