CHAPTER 2
Identify What You Want to Achieve: The Menu on a Strategic Level
What if I told you which overall customer activities you should pursue as a direct result of your current competitive situation—would that be of interest?
The purpose of this chapter is to enable you to make a link from your competitive situation to a selection of some specific customer activities. Using the menu metaphor, this means understanding the overall needs of the individuals at the table, which could range from breakfast or a nine-course dinner to a need for quick dish for a person allergic to peanuts. This chapter does not provide guidance about which specific course to serve but greatly narrows down the alternatives (e.g., something light with fish). Armed with this knowledge, you will know where on the menu to find the desired dish including its recipe. This chapter also provides guidance about which of the chapters in this book you should focus on.
Exhibit 2.1 suggests in more detail how you can identify which customer-analytic activities to pursue, based on how this book has been structured. First, you should identify your objectives or whether some specific activities already are an expected delivery from your department. If not, from reading this chapter, you will get a clear idea about which activities you can promote to your stakeholders. Chapters 3 through 6 will help you identify how to develop and implement these activities, based on the maturity of your organization. Once stakeholders ...
