Clientes-alvo ... a missing link?

Ainda ontem neste blogue recordei estas palavras de Terry Hill "the most important orders are the ones to which a company says 'no'." sobre a selecção dos clientes-alvo.

.

Hoje, reparo que Seth Godin também ontem reflectiu sobre o tema:

.

"It takes vision and guts to turn someone down and focus on a different segment, on people who might be more difficult to sell at first, but will lead you where you want to go over time"

.

Se uma empresa não equaciona este problema "quem é o nosso cliente-alvo?" Como é que nasce o pensamento estratégico? Como é que se origina então uma estratégia?

.

Mas para que existe uma organização? Não é para servir alguém no exterior? Quem? É indiferente?

.

No postal anterior ao que refiro acima, Seth Godin aborda outra questão que se relaciona com a identificação de clientes-alvo - "Porquê?":

.

"The why imperative":

.

"Successful organizations spend a lot of time saying, "that's not what we do."

It's a requirement, because if you do everything, in every way, you're sunk. You got to where you are by standing for something, by approaching markets and situations in a certain way.

...
"That's not what we do," is the backbone of strategy, it determines who you are and where you're going.
.
Except in times of change. Except when opportunities come along. Except when people in the organization forget to ask, "why?"
.
If the only reason you don't do something is because you never did, that's not a good reason. If the environment has changed dramatically and you are feeling pain because of it, this is a great reason to question yourself, to ask why."