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Companies need to define their markets by looking at customer activity and outcomes instead of products and services. Relating a map of customer-activity to a service-opportunity matrix, managers can explore opportunities for new services in 4 directions. Managers also need to assess pitfalls and risks that these opportunities represent.
Peter Drucker has pointed out, "What the customer buys and considers value is never a product. It is always a utility-that is, what a product does for him." There are particular outcomes that customers seek, and they participate in certain activities to achieve them...
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