CHAPTER FOUR WHO ARE THE BEST CUSTOMERS FOR OUR PRODUCTS?

Which customers should we target? Which customer base will be the most valuable foundation for future growth? Is our growth potential greatest if we pursue the largest markets? How can we predict which competitors will target which sets of customers? What sales and distribution channels will most capably embrace our product and devote the resources required to grow the market as fast as possible?

The message of chapter 2 was that although sustaining innovations are critical to the growth of existing businesses, a disruptive strategy offers a much higher probability of success in building new-growth businesses. Chapter 3’s message was that managers often segment markets along the lines ...

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