Final Customer Buying from the Product Producer

Acquire Steps: Acquire steps include all activities the customer completes preceding the use or the consumption of the product. These steps include the customer's efforts needed for evaluation and acquisition of the product.

2. Emotional: Segment customers according to the personal emotional needs of the segment

B. Needs to avoid sources of anxiety

1. Risks in relationship: The customer segment needs reassurance it can trust

Company Capability: Company capability that crosses all products
Convenience Leader: The company can be counted on to be the industry leader in Convenience innovations – Segment interested in company with leading:

Location of product for segment

No.	SIC	Year	Note
1	2621	1997	Wausau Papers was a poorly performing manufacturer of uncoated paper. It had old machines and high production costs. The company had high market share in Chicago because it had a factory nearby and could service distributors daily. The company changed it's strategy to offer next day service to all large distributors in major mid-western cities and encouraged them to order small quantities, some with custom specifications. Distributors had been frustrated over long and unreliable lead times, poor service and limited choice from traditional large volume suppliers. So many switched, and even paid a premium price for some of Wausau's products. They also ordered some commodity products along with Wausau's customized ones because of it's speedy service.
2	3571	2001	Dell rose to the top of the personal-computer pack, achieving a worldwide market share of 13.1% and a domestic share of 23.6% in the second quarter of 2001. The company did this despite producing highly conventional PCs. They have perfected the manufacturing and distribution process, selling directly to customers and encouraging rapid turnover to prevent computers from depreciating on the shelves.
3	4212	2001	Grinding It Out Just a Little Bit More Efficiently Than the Other Guy. This is the motto of Heartland Express, the envy of the trucking industry. It's profits run 12% to 13% of revenue, while most truck companies make do with 3% to 7%. Its more than 2,000 trucks are nearly new, averaging 18 months old. What sets Heartland apart is how it uses the data from the weekly reports on the loads Heartland has carried, keeping the company narrowly focused on what it does best: the short-haul business.
4	4213	1997	Secular growth of 15-30% for the leading carriers is largely driven by the customers' need to reduce the number of carriers used on a regular basis to a "core" base of high-service, low-cost providers.

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