Tão biológico...

"When it comes to serving customers, businesses can move in one of two fundamental directions. They can standardize operations so that every customer receives the same options and treatment as every other customer." (Moi ici: deriva 1da figura)

...
"On the other hand, a business can try to operate so that every customer is treated, to the greatest extent possible, as a unique individual – a market segment of one, if you will." (Moi ici: deriva 2 da figura)
...
"The degree of complexity required to deliver a company’s desired customer experience is directly linked to what we call the segment range and the degree of segment differentiation. Segment range is the number of different customer segments that the company actively targets while the degree of segment differentiation is the extent to which a company tailors its business activities to fit the exact requirements of a particular segment." (Moi ici: A via da diferenciação como aspira, no limite, a tratar cada cliente como único, leva as empresas a entrarem numa espiral de diferenciação. Quanto mais diferenciação são capazes de entregar, mais vontade, mais apetência pela diferenciação nasce na mente dos clientes, o que gera novamente mais diferenciação. E, como um espaço de Minkowski, as escolhas que levaram à diferenciação de ontem, não podem ser facilmente anuladas amanhã. Assim, o cadastro de diferenciação, barra algumas avenidas de diferenciação futuras e potencias outras.)
...
"The objective when using segmentation should be to strike an appropriate balance between maximizing a segment-specific customer experience while minimizing operational complexity. In short, managers should segment those activities that really matter to customers and otherwise simplify operations. So how should a manager figure out which activities to differentiate by segment, which to share across segments – and which to eliminate altogether?
.
The first question to ask is what really matters to the group of customers that constitute a segment."
...
"The logic is then to make sure that you differentiate on those competing factors that are most critical for a particular customer segment while you standardize, or even eliminate, those competing factors that are of less importance. This will ensure that “key hooks” are in place for particular customer segments while operational complexity is kept at a minimum."
.
Trechos retirados de "Segmenting When It Matters" de Andreas Birnik e Richard Moat.