Market Segmentation - Goodfellow Publishers of Preface, contents... · Market Segmentation How to do it How to prot from it

http://www.goodfellowpublishers.com/academic-publishing.php?promoCode=&partnerID=&content=story&storyID=237

Market Segmentation

How to do itHow to profit from it

Malcolm McDonald

and

Ian Dunbar

(G) Goodfellow Publishers Ltd

Buy this file: http://www.goodfellowpublishers.com/academic-publishing.php?promoCode=&partnerID=&content=story&storyID=237



Published by Goodfellow Publishers Limited, Woodeaton, Oxford, OX3 9TJ

Cover design by Cylinder, www.cylindermedia.com

(G)




Contents

Foreword ixPreface and acknowledgements xiAn important note to the reader from the authors xiiiList of figures xviList of tables xx

1 Market segmentation – the bedrock of successful marketing 1Perception is everything 2The state of marketing 2

Resolving the confusion about marketing 3The central role of market segmentation 7

Definition of market segmentation 8Segmentation process summary 14

Developing segments 14Prioritizing and selecting segments 17

Marketing objectives and strategies 17Review 18

2 Preparing for segmentation – additional guidelines for success 20Objective of this book 21Segmentation archetypes in companies 22

Company archetypes 23Case study conclusion 26Classifying market segmentation in organizations 28Classification conclusion 31

Organizational structure 31The ‘postmodern’ customer 33International market segmentation 35Segmentation team 37Data for segmentation 38Rules for segmentation 40The advantages of segmentation 40Segmentation case histories 41

Case history conclusion 45Review 45




Market Segmentationiv

3 Fast tracking through the segmentation process 47Process structure 47Phase 1 – Developing segments 48

Determining the scope of a segmentation project 48Portraying how a market works and identifying decision-makers 50Developing a representative sample of different decision-makers 53Accounting for the behaviour of decision-makers 58Forming market segments out of like-minded decision-makers 61

Phase 2 – Prioritizing and selecting segments 64Determining the attractiveness of market segments 64Assessing company competitiveness and the portfolio matrix 66

Review 70

4 Determining the scope of a segmentation project 71Geographic scope 72Defining markets 73

Developing the market definition 74Whose needs are being defined? 83Ensuring the definition is meaningful to your company 87Markets and strategic business units 91Defining markets – conclusions 92

Sizing the specified market 94Process check 96Case study – Agrofertilizer Supplies 97Further examples 99Exercises 100

5 Portraying how a market works and identifying decision-makers 105Constructing your market map 107

Getting started 108Initial quantification of the market map 117Adding junction types 117Market maps in the tabular form 120

Market leverage points 121‘Shared’ decision-making 123‘Cumulative’ decision-making 124

Selecting the junction to be segmented 125To include or exclude non-leverage groups 127

Testing current views about segments: preliminary segments 129Sizing preliminary segments 131

Process check 131




Contents v

Case study 132Further examples 135Exercises 138

6 Developing a representative sample of different decision-makers 141The components of a ‘micro-segment’ 144

Price 146Developing micro-segments 147

Getting micro-segments up and running 148Managing micro-segments – keeping control 161

Key Discriminating Features 163Key discriminating feature guidelines 165What, where, when and how 172

Profiling and ensuring it is practical 175Profiling – standard categories 177Profiling – additional categories 180Profiling – keeping it practical 182

Process check 182Case study 184Further examples 190A selection of standard approaches to profiling businesses 192

Demographic characteristics 192Geographic 195Geodemographic 195Psychographic characteristics 195Multidimensional 196

A selection of standard approaches to profiling individuals 196Demographic characteristics 196Geographic 199Geodemographic 199Psychographic characteristics 200Multidimensional 201

Exercises 202

7 Accounting for the behaviour of decision-makers 205Explaining customer behaviour 207

From ‘features’ to ‘benefits’ 208Price 209

Micro-segments and their Decisive Buying Criteria 212Defining micro-segments by their needs 214Expressing the relative importance of decisive buying criteria numerically 220




Market Segmentationvi

Benefit analysis – essential input to successful marketing 224Standard, company and differential benefits 226Looking beyond the status quo 227

Techniques for uncovering unsatisfied needs 229Addendum for those intending to test the validity of a current structure of

strategic business units 235Process check 235Case study 237Further examples 239Exercises 242

8 Forming market segments out of like-minded decision-makers 245The components of a market segment 246

Size of market segments 248Number of market segments 250

Building micro-segments into market segments – clustering 251Visual clustering (pattern analysis) 254Mathematical clustering 258Isolating the most important decisive buying criteria 263Acceptable differences 264What if . . . 265Computer-assisted clustering 268

Segment checklist 270Profiling revisited 271Checklist questions 274

Process check 277Case study 278

Case study conclusion 282Further examples 283Exercises 285

9 Determining the attractiveness of market segments 291Portfolio analysis 292

The Boston Matrix 293General Electric/McKinsey Matrix 294

Segment attractiveness 296Time horizon 298Segmentation team 299Defining segment attractiveness factors 299Weighting segment attractiveness factors 302Defining the parameters for each segment attractiveness factor 303




Contents vii

Scoring the segments 304Plotting the position of segments on the portfolio matrix 304

When the final result is not what you expected 307Process check 308Examples 309Exercises 311

10 Assessing company competitiveness and the portfolio matrix 315Company competitiveness 316

Time horizon 318Competitiveness factors 318Weighting the factors 320Defining the parameters for competitiveness 321Scoring your company and your competitors 322

Producing the portfolio matrix 323The directional policy matrix 326Process check 327Examples 328Exercises 330

11 Realizing the full potential of market mapping 335Enhancing the information on your market map 336

Market mapping reviewed 336Looking to the future 338Further quantification of the market map 338Extending the detail to junction types 340Adding market leverage to junction types 343Detailed market maps in the tabular form 346

Review 349Examples 351

12 Predicting channel transformation 355Multichannel strategy formulation 356Future market mapping: analysing industry structure 358

New channels 360Reconfiguring the market map 364Towards a future market map in financial services 366

Multichannel integration: channel chains 369Channel choice: the channel value curve 374The prioritization matrix: defining channel strategy 378Determining channel tactics 382




Market Segmentationviii

Review 384Exercises 385

13 Setting marketing objectives and strategies for identified segments 393Marketing objectives: what they are and how they relate to corporate objectives 394

So what is a corporate objective and what is a marketing objective? 396How to set marketing objectives 397Competitive strategies 406Where to start – gap analysis 412New product development 419Marketing strategies 419

Developing effective marketing strategies for identified segments 422Marketing in a downturn 424Marketing objectives, strategies and profitability – valuing key market segments 426

Background/facts 426Suggested approach 426

Review 427Exercises 429

14 Organizational issues in market segmentation 437Segmentation as a company exercise 438

Support from the chief executive and top management 438Size and diversity 439Planning for the segmentation process 446Line management support 447Integrating the segmentation process into a marketing planning system

and into a total corporate planning system 449Cross-functional involvement 450

Successful implementation of segmented marketing 451Strategic integration through the mission statement 452Managerial integration 454Tactical integration 454

Bringing segments to life 455Review 456

15 Using segmentation to improve performance – a case study 458GlobalTech 458

Background 459The segmentation project 460Strategy development and implementation 467

Index 471




Foreword

Chairman, British Airways

ix







Preface and acknowledgements

xi




Market Segmentationxii




An important note to the reader from the authors

1

2

3

STOP

FAST TRACK

xiii




Market Segmentationxiv

Deciding on which track you need

Are you getting these essential deliverables from your market segmentation?

Score out of 10 0 = not at all

10 = totallyMarket structure and segmentationQ1 Is there a clear and unambiguous definition of the market you are interested in serving,

with the definition based on a specific purpose or intended use, not on a product or service?

[ ]

Q2 Is the market clearly mapped, showing product/service flows, volumes/values in total, where decisions are made and the quantities they account for? [ ]

Q3 Are the segments clearly described and sized? These must be groups of customers with the same, or comparable, set of needs, not demographics or sectors. [ ]

Q4 Are the real needs of these segments properly quantified, with the relative importance of these needs clearly identified? [ ]

Q5 Are the segments clearly linked to a set of characteristics that identify the customers found within them? [ ]

Target segmentsQ6 Are all the segments classified according to their relative attractiveness to the company

over the next three years based on clear, unambiguous criteria? [ ]

Q7 Is there a clear and quantified analysis of how well your company satisfies the needs of these segments compared to competitors, as perceived by the customers found within them?

[ ]

Segment-based marketingQ8 Are your marketing objectives set by segment and consistent with their position in the

portfolio? [ ]

Q9 Are the strategies for these segments (including products, price, promotion, place and services) consistent with these objectives? [ ]

Q10 Is there a structure, information and decision-making system which enables you to serve these segments effectively? [ ]

Total score [ ]




An important note to the reader from the authors xv

Interpretation




Market Segmentationxvi

List of figuresn

se

ss

ss

s

visually

h

ss

rs

sy

ss




ss

ds

s

t

3s

?y3

ss

e

mt

y

x

List of figures xvii




Market Segmentationxviii

s

hx

yx

o

xs

ts

s

ss

t

sn

st

nt

te

n




List of figures xix

kx

s

se

sx

ex

ss

ss

ss

sss

ss

th




Market Segmentationxx

List of tablese

ss

s

m

m

es

ss

ws

ey

y

study

ss

es

s e

ey

s

se




ss

es

s

y

et

t s

rd

ls

h s

s

s

ss

y

List of tables xxi




Market Segmentationxxii

sm

mm

ms

sn

nx

xn

t

t s



All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recorded or otherwise,without the written permission of Goodfellow Publishers Ltd

All requests should by sent in the first instance to

[email protected]

www.goodfellowpublishers.com

Chapter extract

To buy the full file, and for copyright

information, click here

http://www.goodfellowpublishers.com/academic-publishing.php?promoCode=&partnerID=&content=story&st

oryID=237





Documents

Market Segmentation - Goodfellow Publishers of Preface, contents... · Market Segmentation How to do it How to prot from it