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2.4.3 Identifying the strategic customer
Bringing goods and services to market usually involves a range of ‘players’ performing
different roles. In Chapter 3 this will be discussed in more detail through
the concept of the value network. For example, most consumers purchase goods
through retail outlets. So the manufacturers have two ‘customers’ – the shops and
the shops’ customers. Although both customers influence demand usually one
of these will be more influential than the others – this is the strategic customer.
The strategic customer is the person(s) at whom the strategy is primarily addressed
because they have the most influence over which goods or services are purchased.
Unless you are clear on who the strategic customer is, you end up analysing
and targeting the wrong people because in many markets the strategic customer
acts as a ‘gatekeeper’ to the end user. So there has to be an understanding of
what is valued by that strategic customer as a starting point for strategy. This
does not mean that the requirements of the other customers are unimportant
– they have to be met. But the requirements of the strategic customer are of
paramount importance. Returning to the example, it should be clear that for
many consumer goods the retail outlet is the strategic customer as the way it displays,
promotes and supports products in store is hugely influential on the final
consumer preferences. But internet shopping may change this pattern putting
the final consumer back as the strategic customer. There are many instances
where the strategic customer does not use the product themselves. Purchasing
of gifts is an obvious example. Also within organisati ...