Many entrepreneurs are tempted to cast the widest possible net, believing a larger audience means greater opportunity. Bradley Twait took the opposite approach.
After building and selling several businesses, Twait launched The Motorcoach Store in 2010 and focused on a very specific customer: affluent buyers seeking luxury motorcoaches. By concentrating on a niche market, creating a premium customer experience, and resisting the urge to compete on price, he built a million-dollar business that continues to grow.
In this interview, Twait discusses the challenges of launching during an uncertain economy, the advantages of serving a well-defined market, and why understanding your ideal customer may be more important than trying to reach everyone.
Rieva Lesonsky: You left college and built a million-dollar business from scratch. What was the moment you realized this could actually work?
Bradley Twait: I wouldn’t say it was one single moment, because The Motorcoach Store was really built on the back of earlier businesses I had already started and sold. I had built automotive reconditioning companies before this, including a nationwide hail-damage repair business, so entrepreneurship was already in my DNA.
What made this opportunity feel real was stepping back and realizing I wasn’t just interested in RVs as a consumer—I genuinely loved the lifestyle, understood the product, and saw a smarter business model in the luxury segment. That’s when it clicked for me that this could be more than a passion; it could be a real business.
Lesonsky: What were the biggest challenges in those early days, particularly building something outside a traditional career path?
Twait: Timing was definitely one of the biggest challenges. We opened in 2010, so we were still coming out of the recession, rates weren’t favorable, and there was a lot of uncertainty in the market. But I’ve always believed that when markets are volatile, that’s often where opportunity lives. While other people were pulling back, I leaned in. We started as a small boutique operation with a 7,000-square-foot indoor showroom, and in those early days it was really about working hard, staying disciplined, and trusting the vision even when the market didn’t make it easy.
Lesonsky: You chose a very specific, high-end niche. Why focus on the luxury motorcoach market instead of a broader audience?
Twait: For me, it came down to efficiency and stability. In the luxury segment, one transaction can equal the revenue of many lower-priced sales, so it made much more sense from a business standpoint. I also believed the high-end buyer would be less volatile during uncertain markets. Even in a downturn, affluent buyers are still looking for opportunity — they still have access to capital. I saw a lane where I could serve that buyer well and build something more focused, instead of trying to be everything to everyone.
Lesonsky: Building a premium brand is very different from competing on price. What did you do early on to position your business as high-end?
Twait: It started with the inventory. We were intentional about offering luxury coaches and presenting them in a way that matched the caliber of the product. But just as important was how we structured the buying experience. Early on, we adopted a one-price philosophy. We do the homework, thoroughly research the market, and price units competitively from the start. That approach immediately sets a different tone. Luxury buyers don’t want games, pressure, or unnecessary negotiation. They want transparency, confidence, and a business that respects their time.
Lesonsky: What surprised you most about your customers, and what they’re really looking for when they invest in something like this?
Twait: What surprised me most over time is just how much customer support and service matter—often more than price. People assume luxury buyers are only focused on the product itself, but what they’re really investing in is the full experience. They want accessibility, education, and support after the sale. That’s why we built a model around being available, walking them through the coach, and giving them as much time as they need to get comfortable. In our world, service is not an add-on—it’s a huge part of the value.
Lesonsky: You’ve scaled this business in a nontraditional way. What does that actually look like in practice?
Twait: We’ve grown by doing the opposite of what most dealerships do. We don’t use traditional salespeople—we use hosts. That changes the entire tone of the experience. Customers come in, they’re greeted like guests, and they’re shown around in a low-pressure environment. There’s no “go see my manager” moment, no hard sell, no shell game.
We built the dealership around the kind of experience I would want as a buyer. That nontraditional model has helped us create our own lane and build strong loyalty with customers who appreciate a more elevated, relationship-driven approach.
Lesonsky: You’ve said luxury motorcoach ownership is growing. What’s driving that trend, and what does it say about how affluent consumers are thinking today?
Twait: A lot of that shift started during COVID, but it has continued well beyond it. Affluent consumers have rediscovered domestic travel and the appeal of seeing the country on their own terms. Luxury motorcoaches offer privacy, flexibility, comfort, and a level of control that traditional travel often can’t.
There’s also a community aspect people don’t always realize—luxury RV resorts offer high-end amenities and a like-minded environment where people build real friendships and business relationships. I think it says today’s affluent consumer is placing a premium on freedom, experience, and convenience.
Lesonsky: What are some of the misconceptions about building a business in a niche, luxury category?
Twait: One misconception is that a niche means limited opportunity. In reality, a well-defined niche can be incredibly powerful if you understand your customer and execute at a high level.
Another misconception in our space is who the luxury buyer actually is. A lot of people still picture an older retiree, but we’re seeing younger buyers and more families entering the market. Some are choosing a luxury coach over a second home because it offers greater flexibility and more experiences. The niche is evolving, and businesses have to evolve with it.
Lesonsky: What can other small business owners learn from your experience about building a strong niche brand?
Twait: You need vision, and you need the discipline to stay focused on it. For me, building a strong niche brand meant being clear about who we serve, what makes us different, and what kind of experience we wanted to be known for.
You also have to keep a pulse on market conditions and be willing to adjust without losing your core identity. A niche brand becomes strong when it’s intentional—when you’re not chasing everybody, but instead serving a specific customer better than anyone else.
Lesonsky: Looking back, what’s the one decision you made early on that had the biggest impact on your success?
Twait: Choosing the luxury segment was probably the single most important decision I made early on. It shaped everything—the business model, the customer experience, the brand, and the long-term opportunity. I believed that in that segment, there would continue to be access to capital and a customer base seeking quality and value, even as markets shifted. That decision gave us a foundation we could build on, and it’s been a major reason for our success.
My Take
One of the biggest mistakes small business owners make is believing they need to appeal to everyone. Bradley Twait’s story is a reminder that sometimes the fastest path to growth is narrowing your focus.
Whether you’re selling luxury motorcoaches, accounting services, handmade jewelry, or business consulting, understanding exactly who your customer is—and creating an experience designed specifically for them—can be a powerful competitive advantage. As Twait points out, strong niche brands aren’t built by chasing every opportunity. They’re built by serving a specific audience exceptionally well.
Rieva Lesonsky is the founder of Small Business Currents, a content company focusing on small businesses and entrepreneurship. You can find her on Twitter @Rieva, Bluesky @Rieva.bsky.social, and LinkedIn. Or email her at Rieva@SmallBusinessCurrents.com.
