Que nos esquecemos que o que importa para o cliente não é o produto

"Businesses cannot exist without customers, so it's sadly ironic that many, if not most, businesses, actually understand so little about them. As a company grows, a smaller and smaller percentage of the staff interacts with the customers. In fact, those folks on the "front line" (think call centers, service counters, retail stores) are typically among the lowest-paid and have the least authority.
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Meanwhile, back at headquarters fundamental decisions are made with extremely limited information about customers. There, understanding the customer is often considered someone else's responsibility, because, "we have a department for that." No department has a complete view of the customer, however, and so in place of true understanding are models and frameworks that attempt to describe the customer. Many companies don't go beyond demographics and market segmentation. While it's helpful to know how they break down by age, sex, income, region, and other easily measurable characteristics, there's actually very little you can actually do with that information. In order to become customer experience-driven, you need to go beyond who your customers are, and understand what they do."

Quem sãos clientes-alvo?
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O que procuram e valorizam?
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Qual é a experiência que perseguem?
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Os sonhadores por trás da Herdade da Cortesia podiam não saber nada de hotelaria, mas sabiam quem eram os clientes-alvo e o que procuravam e valorizavam. Ontem, nesta curiosidade do dia

“Nós somos muito ricos em produtos e..."

Queria chamar a atenção para este perigo, concentrarmos-nos tanto na oferta, no produto, que nos esquecemos que o que importa para o cliente não é o produto, o que importa é o resultado na vida do cliente daquilo que ele faz com o produto.
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Trecho inicial retitrado de "It's Not Who Your Customers Are, It's How They Behave"