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The purpose of this paper is to extend the strategic fit discourse by proposing a customer‐based perspective.

The paper develops a conceptual framework based on a theory and literature review.

The paper proposes that, from a customer perspective, the firm and its activities are separate units of analysis that have a fit‐like relationship.

A fit‐like relationship, here coined “customer fit”, has the potential to explain determinants of performance differentials in marketing practice, guide the analysis and dissemination of customer knowledge in organisations and provide grounds for strategic marketing resource allocation.

The paper proposes that the concept of customer fit can be employed to analyze, formulate and coordinate the potential of a firm's value proposal.