What's wrong with segmentation?

What's wrong with segmentation?

1. According to studies

   • Segmentation can be used as.
     • Growth platform.
       • Bypassing commercial value and customer.
     • Customercentric.
       • Alignment conceptualization and development and product marketing.
         • The segmentation of the market is
           • Process leads and divided into groups with similar characteristics.
             • Wendell R. Smith concept of segmentation 1956.
               • He observed that sellers did not focus on the entire piece of cake if not just a slice.
                 • Why they focused on the difference of product.
                   • In the good or service.
                   • Competition.
               • Argument could get all the slice of the pie.
                 • Having good market positioning.
                   • specific customer segments.
               • Thanks to their analysis it was concluded that.
                 • Segmentation is a tool.
                   • It is essential to develop all kinds of strategies.
                     • It is implemented for.
                       • -Decision-making in areas such as. -Corporate and innovation.-Brand positioning.- Media planning.
           • Creation.
             • 1950 Effective marketing base.
               • Need for knowledge of the customer in real time.
               • Important issue for marketers.
                 • Marketing customized.
               • Emergence of large volumes of data.
           • But Philosophically.
             • Segmentation has moved away from the needs of customers.
               • Delves into.
                 • Variety of lifestyles - ustomer values - needs work - states need.
               • It has been shown that organizations are focused on the needs of the client
                 • Identify and promote better growth.

2. key guidelines

   • Than?
     • It may seem old-fashioned in a world of customization and segments of one.
     • And that?
       • functional platform for management strategies.
       • Now what?
         • Cross functional alignment process.
         • Given the vision for success.
           • In order to create.
             • Segmentation models for the organization.

3. Segmentation should have a balance.

   • Understanding what the customer wants.
   • Alignment to business fundamentals.
   • And thus achieve good segmentation.
   • Segmenting short term.
     • Guide customer acquisition teams.
     • Ensure that brands reach the right customers with the right messages.
     • Strengthen existing relationships with significant rewards and programs fidelity
   • Long term.
     • Guide decision-making on the expansion of the business.
     • Product decisions to set them up.

4. WHAT IS NEEDED FOR WORLD CALSE SEGMENTIATION

   • Bridge between customer and business value
   • Union clear value between the customer and the business. (Two-way)
   • Deep understanding of the customer.
   • Business relationships.
   • Orientation towards the future
   • In practice.
     • Between narrow focus.
       • Needs - client - company.
       • Design - Implementation - application = world-class segments.
       • Customer focus for a clear path to follow deep marketing.

5. CONNECTING THE ORGANIZATION.

   • They are often owned by the department of ideas
     • the backing of high-level stakeholders is required.
     • They do not reach all relevant business functions.
       • neither decisions every day.
     • Nor they are incorporated into the annual strategic planning.
     • If not applied before and during this it can be treated as irrelevant.
   • Completion of a program segmentation.
     • All end users are provided with an adequate level of training.
     • Equipped to apply customer information in everyday decisions.

6. LINK TO MARKETING TOOLS

   • It serves as a platform for growth.
   • also focused marketing processes.
   • Tools that are transformed into independent research reports.
     • Such as.
       • Data sources + processes from the beginning = understanding of customers and potential.

7. HOW TO START.

   • Segmenting effective change.
     • THROUGH
       • Cross-functional alignment.
         • Model development results.
         • Establishing vision for success.
   • Assignment of responsibilities.
     • All relevant functions must be involved for growth
       • Program design.
         • .
   • Maintain internal communication.
     • Alignments of key decisions.
       • Support for high-level decisions.
         • Socialize all employees at all levels.
       • SEGMENTATION EFFECTIVELY.
         • PETER DRUCKER
           • all around the customer = SEGMENTATION

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