These studies show that it makes sense to work with a system approach, and specifically across the CMAT model, rather than to work deeply in one area to the exclusion of others. Why is this the case? Because the compounded benefits of action (across the enterprise) will lead to a scale of benefit tactical approaches themselves cannot achieve. For instance, there is little sense in having excellently motivated people with clear objectives managing customers who make a loss for the company. There is no benefit in having a clear proposition aimed at the wrong customers. There is much more value to be gained from measuring activities than just running them without measurement. There is no point having an excellent IT system if it contains the wrong data and people are not competent to use it, or the customer experience of IT being used is poor. There is less value in managing enquiries well if the targeting programme is poor, as the boxed example shows.