Começar no cliente, para acabar no cliente

Tudo converge para o serviço aos clientes-alvo:
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"managers and executives can do a much better job creating and executing strategies when they have a clear and compelling definition of competitive advantage.
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Competitive advantage is whatever value a business provides that motivates its customers (or end users) to purchase its products or services rather than those of its competitors and that poses impediments to imitation by actual or potential direct competitors.
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This definition has several important implications for strategists:
1. It reinforces that competitive advantage is an external measure. It focuses generous attention on how your customers or end users regard your products or services. It is not an employee perception, even though employees are the direct participants in the business’ strategy discussion. That discussion will be constructive only to the degree that employees know and accurately represent the views of customers and end-users.
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2. Competitive advantage is a perception.
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3. It focuses attention on the customer’s decision to purchase.
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4. Focusing attention on the decision to purchase facilitates consideration of the entire array of potential competitive advantages.
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5. By juxtaposing customer perceptions with competitor positions and actions, it helps strategists overcome the common weakness of devoting sufficient attention to one, but not to the other. This definition draws significant attention to both. Viable competitive advantages offer significant customer benefits that endure only as long as competitors ignore them or are unsuccessful at matching them."
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Leio estas linhas e recordo a frase tantas vezes repetida no blogue e no livro "dedicado, alinhado, obcecado, paranóico" para servir os clientes-alvo.
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Trechos retirados de "Defining customer value as the driver of competitive advantage" de H. Kurt Christensen, publicado na revista Strategy & Leadership (Vol 38, No 5, 2010)