Catálogo de publicaciones - libros

This chapter explains the purpose of marketing and marketing planning, clarifies the difference between strategic marketing and tactical marketing, highlights the asymmetry between the two areas, and outlines the role of market segmentation within strategic marketing. Market segmentation is defined, and the benefits and costs of committing to a market segmentation strategy are discussed.

This chapter defines market segmentation analysis, offers a few alternative segmentation approaches, and introduces the ten step process of market segmentation analysis. This chapter also introduces natural, reproducible and constructive segmentation, reflecting that market segments may naturally exist, but typically do not and, therefore, have to be artificially created.

Market segmentation is a long-term strategic commitment. It is critical, therefore, for any organisation that intends to adopt a segmentation strategy, to be aware of the consequences, and to make an informed decision. This chapter discusses key barriers to the successful adoption of market segmentation. The chapter also offers a checklist of questions an organisation may want to ask at this stage of the process.

Market segmentation analysis is driven primarily by the desire of an organisation to better cater to a part of the market and, in so doing, secure a competitive advantage. At the end of the segmentation analysis, the organisation needs to select one or more target segments. To make this selection process as easy as possible, it is useful to think about what an ideal target segment might look like from the perspective of the organisation at the early stages of the market segmentation analysis. This chapter discusses how such a conversation can be facilitated. The outcome of this process directly informs the subsequent, more technical steps of the process. A checklist is offered to guide organisations through some of the key questions they may wish to ask at this stage.

The outcome of a market segmentation analysis is only as good as the data upon which it is based. This chapter discusses a range of alternative sources of data that can serve as input for extracting market segments. Key potential dangers associated with each of those sources are discussed. A checklist summarises a number of questions that may assist in ensuring that data of the highest quality is being collected.

Market segmentation analysis, irrespective of the algorithm used to extract segment, is exploratory in nature. Before performing the actual extraction, it is useful to gain preliminary insight into the data. This chapter discusses different ways of gaining an understanding of the data structure, and introduces pre-processing methods that may be required given the nature of the data available. Key questions that need to be asked at this stage are included in a checklist at the end of the chapter.

This chapter focuses on the task of grouping consumers and, in so doing, revealing naturally existing or creating artificial market segments. The chapter covers algorithms falling into three categories: distance-based methods, model-based methods, and algorithms integrating variable selection with the task of extracting market segments. In addition, data structure analysis is introduced. Data structure analysis provides insight into whether the resulting market segments are naturally occurring in the market; created but stable; or created and unstable across repeated calculations. A series of questions are included in a checklist to assist with the implementation of this step.

Segment extraction leads to one or more segmentation solutions. They may have been pre-selected on the basis of statistical criteria. But statistical criteria are no substitute for user assessment. The profiling stage is the opportunity for all members of the segmentation team to inspect what characterises each of the resulting market segments, and to select which segment(s) to retain for the next step. Profiling is based on segmentation variables. This chapter discusses traditional and graphical statistics approaches offering insights into the essence of each segment. A checklist of tasks performed at this step is offered at the end of the chapter.

Once a small number of market segments has been selected on the basis of their segment profiles, these segments need to be described in detail using additional information. The detailed description of market segments is critical; it informs target segment selection. This chapter introduces a number of methods, including techniques from graphical statistics, for describing market segments in an accessible way. Key questions that need to be asked in this step are provided in a checklist.

In Step the big decisions are made. Informed by all the insights gained during the entire market segmentation analysis, the time has come to commit. Of the many available market segments, one or a small number have to be chosen and declared target segments. This critical step builds on the segments extracted in Step , profiled in Step , and described in Step , as well as on the segment attractiveness criteria selected and weighted in Step . The process requires the involvement of the segmentation team and the advisory committee because decisions made at this point will result in a long-term organisational commitment affecting all organisational units. The two key questions that need to be answered in this step are: (1) which segment would the organisation most like to cater to; and (2) which organisation would members of the market segment most like to buy their products or services from?