Analysis and starting point
We clarify the business model, growth ambition and the current state of customer relationships: metrics, executive expectations and existing goals.
Services / Customer Strategy / Target picture and goals
Target picture and goals: Give direction, make impact measurable
Every customer strategy starts with the question of where the company wants to go with its customers. The target picture sets the direction, the goals make it measurable.
ProNexum works with the executive team to develop a target picture that guides decisions and translates it into a few goals with a measurable target value, time frame and ownership.
On this page
What it is about
The target picture, often called vision or north star, describes in one sentence what customer relationships should look like in three to five years and what the company wants to stand for with its customers.
From the target picture follow three to five strategic goals, for example on customer growth, customer value, repurchase rate, churn or profitability per segment. Each goal has a measurable target value, a time horizon and a person responsible.
The logic is simple: from the target picture to strategic goals, and from there to metrics that are managed day to day.
Target picture before goalsWithout a target picture, goals become a collection of metrics. Without goals, the target picture remains a motto.
Typical mistakes
These are the six patterns we see most often in practice.
“Customer at the centre”
A sentence everyone agrees with and that guides no decision. A good target picture rules something out.
Too many goals
Pursuing ten goals means setting no priorities. Three to five goals are enough if they are clear.
Revenue goals only
Revenue does not show whether customer value, retention and profitability are growing. The goal system needs customer metrics.
Goals in silos
Marketing, sales and service pursue their own goals, which can conflict. The goal system must apply across functions.
Goals that are not measurable
Goals such as “strengthen customer loyalty” without a metric and target value can neither be steered nor reviewed. Every goal needs a measure, a target value and a time frame.
No clear ownership
Without named owners, goals remain intentions. This applies not only at the operational level: at management level, too, it must be clearly defined who stands behind a goal and decides on it. Fixed measurement points belong to this.
Our approach
Four steps from the starting point to an anchored goal system.
Target picture workshop
With the executive team we formulate the target picture: in one sentence and on one page, with clear guardrails for decisions.
Derive and quantify goals
We derive three to five strategic goals and define target values, time horizon, measurement logic and owners.
Anchor the goal system
We link goals to planning, steering and responsibilities so that marketing, sales, service and product pursue the same goal.
Results
At the end you have materials the executive team can use to decide and steer.
- Target picture in one sentence and on one page
- Guardrails for decisions: what we do and what we do not
- Goal system with three to five goals, target values and time horizon
- Metrics and responsibilities per goal
- Shared understanding in the executive team
A typical example
Illustrative example
A company formulates as its target picture to be the preferred partner for its most valuable customers. A few goals follow: increase the share of returning customers, raise customer value in the most important segments and limit churn, each with a target value, time horizon and an owner. Decisions on investments, offers and service can then be measured against this goal system.
How this building block connects to others
Target picture and goals are the first building block of the framework. They set the direction for segmentation: Which target groups do we need to reach the target picture?
The strategy is implemented along the Customer Lifecycle. If customer retention is to be a central goal, our Loyalty Consulting complements the strategy with a loyalty ecosystem.
FAQ
Frequently asked questions
What is the difference between target picture, vision and north star?
At their core, all three mean the same: the medium to long-term direction. We speak of the target picture and explain it as a north star, because it is not a mission statement for the wall but a direction to align decisions with.
How many goals should a customer strategy have?
Usually three to five strategic goals. More goals dilute priorities; fewer often do not cover what growth, customer value and retention require.
What time horizon makes sense?
The target picture typically holds for three to five years. Goals are made concrete for one to three years and reviewed annually.
Which metrics are suitable?
That depends on the business model. Typical are customer numbers, customer value, repurchase rate or churn rate, and profitability per segment. What matters is that each metric has a clear definition and an owner.
Do you want to set up or sharpen your customer strategy?
We would be glad to discuss your starting point, goals and a sensible first step.