É um momento doloroso

"A customer vision statement explicitly identifies the qualities and attributes the organization aspires to create in its customers. The overwhelming majority of companies, however, don’t possess or publish customer vision statements.
...
Successful innovations rebrand your customers, not just your products, services, or your enterprise.
...
[Steve] Jobs wanted customers to become as design-obsessed and detail-oriented around digital technology as he was. The ability of customers to embrace the values, craft, and quality of Apple design was essential to its success. Apple trained its customers to become design connoisseurs.
...
Customers must “do” something to “become” something. Even marginal innovation improvements may profoundly alter user experience. What tasks and requirements does the innovation ask or impose upon users?
...
“What kind of customers are our user experiences trying to create? Why?” “How will making user experiences more innovative make customers more valuable to us?”"

Por vezes uma PME pode concluir que só pode ter um futuro, e um futuro melhor, se tiver outro tipo de clientes. Por vezes pode concluir que os clientes actuais que tem nunca farão a transição para o futuro que a própria PME precisa de fazer para ter futuro. É um momento doloroso.
.
Não ser consequente com essa decisão é, muitas vezes, optar por condenar a PME à morte, ou a uma espécie de purgatório em vida.
.
Trechos retirados de "Who do you want your customers to become?" de Michael Schrage.