Primeiro - satisfazer os clientes-alvo

Voltei a folhear o número de Janeiro de 2010 da Harvard Business Review para voltar a reler o artigo "The age of Customer Capitalism" de Roger Martin, de onde destaco:
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"f the shareholders were all you cared about, would focusing on increasing shareholder value be the best way to make sure they benefited?
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I believe that the answer to this question is also no. To create share holder value, as I will show, you should instead aim to maximize customer satisfaction. In other words - and nobody should be surprised by this - Peter Drucker had it right when he said that the primary purpose of a business is to acquire and keep customers.
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Wait a minute, you might say, why not have a dual objective of maximizing both customer satisfaction and shareholder value? Unfortunately, as optimization theory maintains, there is no way to simultaneously optimize two different things - that is, to maximize two desirable variables or minimize two undesirable variables. It is possible to maximize shareholder value given a minimum hurdle for customer satisfaction, or to maximize customer satisfaction given a minimum hurdle for shareholder value appreciation, but you can´t maximize both."
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Sintonia perfeita com a nossa abordagem. Escolher os clientes-alvo, para fazer da empresa uma máquina dedicada, devotada, concentrada, focada na sua satisfação. Os resultados financeiros serão uma consequência de clientes-alvo satisfeitos.