É sempre aquela pergunta: Quem são os clientes-alvo?

Em muitos dos desafios  em que colaboro com PMEs, para subir margens, para subir na escala de valor, para dar a volta, a maioria das vezes o "truque" inicial passa por isto:

"Failure to understand segmentation is a form of failure to understand your customers. It can pass unnoticed, a missed opportunity, but it can be much more costly.
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If competitors recognize distinct customer segments that can be attacked with very different strategies - and your company doesn't you can be vulnerable to a pincer movement from competitors, which can pick off your customers with more focused offerings.
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Failure to recognize segmentation, even in the absence of competitive attack, can also be a form of inefficiency. It means that you are significantly overserving some segments and underserving others, wasting resources that could be put to better use. This is a mismatch that competitors can exploit.
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Incorrect segmentation means that you probably do not understand your market position.
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Finally, segment blindness means you probably do not understand your profit pool or where you really make money.
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What are some of the signs that hidden segments, with true strategic implications, might exist unrecognized in your business? My experience, and our research, reveals a few clear indicators. The first occurs when the key measure of customer loyalty in your business varies widely among customers, and you do not know why.
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This suggests that there are groups of customers you do not understand in basic ways.
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Another indicator is an unexplained loss in market share in part of your historic customer base, suggesting that there is a distinct segment of customers being suddenly underserved (or better served elsewhere). A third indicator occurs when you or your largest competitor has not changed customer segment strategies for a long time. If this is true in a dynamic industry, perhaps you understand neither your customers nor their profitability. That constitutes a big opportunity to refocus."

É sempre aquela pergunta: Quem são os clientes-alvo?  Qual é o ecossistema da procura? Qual é o perfil da curva de Stobachoff da sua empresa?

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Trechos retirados de "Unstoppable" de Chris Zook.