aim segmentation
DESCRIPTION
Presentation to Australian Institute of Management 8/4/09TRANSCRIPT
Segmentation – What is it good for?
Leighton Jenkins
©the Jenkins Partnership
Booz Allen Hamilton
� As every market matures, choice increases. Then competition drives up quality and convenience to the point at which offerings become commoditized. The only businesses that then thrive are those that move beyond "me-too" or incremental offerings to marketing more-relevant and more-differentiated products and services. The only way to accomplish this is to focus on a narrower target.
©the Jenkins Partnership
Where to apply segmentation
Market granularity
Flexible
Offers
Mass Market
Market Segmentation
‘True’ 1-to -1
marketing
©the Jenkins Partnership
Marketing Process
Define Segments and Value
Deliver Value
Determine Value Proposition
Monitor Value
©the Jenkins Partnership
Fitting it together
Market framework
(segmentation)
Sales & Marketing
Programme
Marketing plan
©the Jenkins Partnership
Unstable Foundations
Market framework(segmentation)
Sales & Marketing
Programme
Marketing plan
©the Jenkins Partnership
Top 5 Marketing Capabilities
1. Profound understanding of the market-place
2. Creative segmentation and selection
3. Powerful differentiation positioning and branding
4. Effective marketing planning processes
5. Long-term integrated marketing strategies
* McDonald, M, Cranfield University School of Management
©the Jenkins Partnership
Agenda
�Questions
�Examples
�A model
�Blindspots
©the Jenkins Partnership
Audience Questions
�Role
� Industry
�Customers
©the Jenkins Partnership
If you had a dollar to spend on marketing, would
you know where to spend it for:
�Maximum revenue
�Maximum margin
�Best impact on loyalty
�Highest ROI
�Best value
� Immediate business
�Future business
©the Jenkins Partnership
Segmentation – What is it good for?
Structure
Needs-based
Sales Effectiveness
©the Jenkins Partnership
Segmentation – What is it good for?
Structure
Needs-based
Sales Effectiveness
Is this an industry/Market we should be in?
What are the current and potential wants that exist within aMarket?
What customers to target to achieve best results for sales, loyalty, marketing?
©the Jenkins Partnership
Questions ( that segmentation can answer)
�Who
�What
�Why
�When
�How
©the Jenkins Partnership
Questions ( that segmentation can answer)
�Who to talk to
�What to say
�Why say it
�When to say it
�How will they buy
©the Jenkins Partnership
Dimensions of Segmentation (Consumer)
� Segmentation by products and services
� Segmentation by demographics
� Segmentation by geography
� Segmentation by channel
� Segmentation by psychographics
� Segmentation by customer needs
©the Jenkins Partnership
Dimensions of Segmentation (Business)
� Segmentation by products and services
� Segmentation by geography
� Segmentation by channel
� Segmentation by industry
� Segmentation by size, strategy, complexity or structure of business
� Segmentation by psychographics (in sales process)
� Segmentation by customer needs
©the Jenkins Partnership
Dimensions of Segmentation (Business)
If in doubt –Price, Value
or Pigs
©the Jenkins Partnership
Business v Consumer
V
Data vs focus
©the Jenkins Partnership
CONVERTING INFORMATION INTO
TARGETED ACTIONS
Targeting
Communications
Customer data
Research data
Geographic data
•16 points of resolution
WHO to target?
WHERE to target?
HOW to communicate to them?
©the Jenkins Partnership
Some examples
�Sales
�Loyalty
�Sales productivity
©the Jenkins Partnership
COMMUNICATION DIAGNOSTIC - ROCHFORD CASE
STUDY
GREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
ColourGrid®
© 2003- 2007 XAX/IPH pfIn conjunction with Dr Colin Benjamin© - The Horizon Network
Rochford Customers
ALL
n=1012BPI=32
Two target lists selected based on two distinctive Mindsets
Email communication created for each Mindset
INCREASED RESPONSE RATE OF 580%!
5.8 times more Club members responded to the Mindset aligned and targeted email
©the Jenkins Partnership
Each Mindset responds differently, so we may need
different communications to relate, engage and drive
response.
COMMUNICATION DIAGNOSTIC – FINANCIAL SERVICES
ColourGrid®
© 2003- 2006 XAX/IPH pfGREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
ColourGrid®
© 2003- 2006 XAX/IPH pfGREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
ColourGrid®
© 2003- 2006 XAX/IPH pfGREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
ColourGrid®
© 2003- 2006 XAX/IPH pfGREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
©the Jenkins Partnership
CASE STUDY: RETAIL SITE SELECTION Product: Apparel Retail
GREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
ColourGrid®
© 2003- 2007 XAX/IPH pf
Somewhere
2 km radius
n=122
GREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
ColourGrid®
© 2003- 2006 XAX/IPH pf
Site A
n=143BPI=26
2 km radius
GREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
ColourGrid®
© 2003- 2006 XAX/IPH pf
Site D
n=193BPI=28
2 km radius
Optimal Demand Profile
Existing Site -Demand Profile
SITE RELOCATION INCREASED WEEKLY SALES BY 320%
Selected New Site
DECISION; Vacate current lease and
find a better aligned location
©the Jenkins Partnership
QUANTIFYING LOCAL DEMAND
CHARACTERISTICS
Define catchment area (s)
Measure each
household in the area
Based on frequent / loyal;
shopper addresses
Using the data from
household profiles for the
area
Determine logical markets
Select markets that are
distinctive in the area
Quantify market sizes
Measure the number of households that fit market
criteria
©the Jenkins Partnership
PROFILE OF BANK CUSTOMER BY SAVINGS &
INVESTMENTS
GREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
ColourGrid®
© 2003- 2007 XAX/IPH pfIn conjunction with Dr Colin Benjamin© - The Horizon Network
Amount In All Savings & Investments – 4thQtr
$100,000 or More
Layer: Westpac
wc=20 n=3,332
GREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
ColourGrid®
© 2003- 2007 XAX/IPH pfIn conjunction with Dr Colin Benjamin© - The Horizon Network
Amount In All Savings & Investments – 3rd Qtr
$20,000- $99,999
Layer: Westpac
wc=157 n=2,420
GREEN, BROWN,MAUVE
BLUE, TURQUOISE,NAVY
©the Jenkins Partnership
EXAMPLE - CUSTOMER SATISFACTION BY SAVINGS &
INVESTMENT AMOUNT
GREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
ColourGrid®
© 2003- 2007 XAX/IPH pfIn conjunction with Dr Colin Benjamin© - The Horizon Network
Satisfaction With Westpac Bank
TOTAL Satisfied
Layer: Westpac
wc=1,362 n=9,292
GREY BLACK
OCHRE GREEN PINKORANGE
LIMEBROWN YELLOW
BLUE TURQUOISENAVY
MAUVE
WHITE
RED CRIMSON
ColourGrid®
© 2003- 2007 XAX/IPH pfIn conjunction with Dr Colin Benjamin© - The Horizon Network
Satisfaction With Westpac Bank
TOTAL Dissatisfied
Layer: Westpac
wc=193 n=1,281
Bank customers with the
greatest amount of
savings and investments
are more likely to be
DISSATISFIED with Bank
Bank customers with a
relatively low amount of
savings and investments
are more likely to be
SATISFIED with Bank
Satisfaction with BankSatisfaction with Bank
©the Jenkins Partnership
Business Examples
©the Jenkins Partnership
ABS Data $0 $0 $0 $0 ---- $5 M Annual Turnover$5 M Annual Turnover$5 M Annual Turnover$5 M Annual Turnover
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Mining
Manufacturing
Electricity, Gas & Water
SupplyConstruction
Wholesale Trade
Retail Trade
Accommodation, Cafes &
RestaurantsTransport & Storage
Communication Services
Finance & Insurance
Property & Business Services
Education
Health & Community Services
Cultural & Recreational
ServicesPersonal & Other Services
Mining – 1,040 Accommodation, Cafes & Restaurants – 32,262 Health & Community Services – 46,235
Manufacturing – 43,380 Transport & Storage – 28,470 Cultural & Recreational Services – 16,405
Electricity, Gas & Water Supply – 123 Communication Services – 4,330 Personal & Other Services – 33,020
Construction – 80,352 Finance & Insurance – 20,398
Wholesale Trade – 39,565 Property & Business Services – 134,459
Retail Trade – 101,191 Education – 8,612
©the Jenkins Partnership
ABS Data$200+ M Annual Turnover $200+ M Annual Turnover $200+ M Annual Turnover $200+ M Annual Turnover
Mining – 52 Accommodation, Cafes & Restaurants – Not Published Health & Community Services – 7
Manufacturing – 213 Transport & Storage – 33 Cultural & Recreational Services – 23
Electricity, Gas & Water Supply – 52 Communication Services – 10 Personal & Other Services – 4
Construction – 26 Finance & Insurance – 107
Wholesale Trade – 118 Property & Business Services – 54
Retail Trade – 59 Education – Not Published
-
50
100
150
200
250
Mining
Manufacturing
Electricity, Gas & Water
SupplyConstruction
Wholesale Trade
Retail Trade
Accommodation, Cafes &
RestaurantsTransport & Storage
Communication Services
Finance & Insurance
Property & Business Services
Education
Health & Community Services
Cultural & Recreational
ServicesPersonal & Other Services
©the Jenkins Partnership
PROPENSITY TO SPEND ($) &
PERCENTAGE OF SPEND ON BUSINESS APPLICATIONS
BY INDUSTRY
Agriculture, Forestry & Fishing -
Propensity to Spend ($)
29%
53%
0%3%
3% 0%
12%
less than 20
20-50
50-100
100-250
250-500
500+
unknown
refused
Construction - Propensity to Spend ($)
16%
45%
5%
3%
20%
4%
3%
less than 20
20-50
50-100
100-250
250-500
500+
unknown
refused
Finance, Insurance & Real Estate -
Propensity to Spend ($)
0%
56%
2%
2%
16%
4%
9%
less than 20
20-50
50-100
100-250
250-500
500+
unknown
refused
Agriculture, Forestry & Fishing -
Business Applications
0% 18%
41%
6%35%
less than 20%
20-50%
50-75%
75-100%
unknown
refused
Construction -
Business Applications
0%
51%
1%
34%
11%
less than 20%
20-50%
50-75%
75-100%
unknown
refused
Finance, Insurance & Real Estate -
Business Applications
0% 16%
33%
2%
49%
less than 20%
20-50%
50-75%
75-100%
unknown
refused
©the Jenkins Partnership
Engineering & ConstructionHenry Walker
Group
McMahon
Holdings
McDonnell
Dowell
ABB
Engineering
United
Constructions
Kilpatrick
Green
Kvaerner John
Brown
Stork Wescon
Australia
Krupp
EngineeringFluor Daniel
Building ConstructionLeighton
Holdings
John Holland
Group
Concrete
Constructions
Multiplex
Constructions
Baulderstone
HornibrookABI Group AV Jennings
Barclay
Mowlem
Walker
Corporation
Watpac
Australia
AutomotiveToyota Motor
CorpGMH Ford Mitsubishi Nissan Mazda BMW Mercedes Benz Honda
Astre
Automotive
Banking NAB CBA Westpac ANZSt George
Bank
Macquarie
BankBank West
Bank of
QueenslandAdelaide Bank Bendigo Bank
Chemicals Orica Australia Wesfarmers Incitec Wattyl Pivot LtdRhone
Poulenc
Dow
Chemicals
Huntsman
ChemicalNufarm Dulux
Pharmaceutical FH FauldingAust Pharm
Industries
Merck Sharp &
Dohme
Glaxo
WellcomeCSL Limited Bayer Australia
Novartis
AustraliaAstra Pharm.
Smith Kline
BeechamParke Davis
Retail Coles-Myer Woolworths Franklins McDonaldsHarvey
NormanRetra Vision David Jones Mitre 10
Davids
(Include Jewel)BBC Hardware
Consumer ProductsCoca-Cola
Amatil
Goodman
Fielder
Nestle
Australia
Australia Meat
HoldingsUnilever
National Foods
Milk
Philip Morris
Ltd
George
Weston FoodsDairy Farmers
Fosters
Brewing Group
High Tech & Electronics IBM AustraliaHewlett
PackardFujitsu Compaq Tech Pacific CSC Australia
Edge
TechnologyRobert Bosch GEC Australia
Gerard
Industries
Life Insurance AMPNational
Mutual
Lend Lease
Group
Colonial
Mutual
Mercantile
Mutual
Industry - Top 10 Accounts
©the Jenkins Partnership
Summary of Segmentation and GTM
Direct
Hybrid –Direct/Indirect
Indirect
Channel to Market
Vertical Industry Solutions
Industry Solutions
Solutions
Go To Market
>$1Bn
>$200m<$1Bn
<$200m
©the Jenkins Partnership
C Level
VP Level
Director / Manager Level
Day to Day Operational Level
Who gains benefit?
Visibility, Risk
Knowledge
Coordination, Visibility,
Measurement
Coordination, Visibility, Risk
Shareholder Value
Managing Cost& Strategy
Managing Efficiency & Effectiveness
Efficient &Effective Work
©the Jenkins Partnership
Segmentation Process I
Stage 1- Your market and how it works
Stage 2- Decision makers and transactions
Stage 3- Segmenting the market
Step 1 – Defining the ‘market’
The scope of the project
Step 2 – Market mapping
Structure and decision makers
Step 3 – Who specifies what
Decision makers and their purchases
Step 4 – Why
The needs of decision makers
Step 5 – Forming segments
Combing like minded decision makers
©the Jenkins Partnership
Segmentation Process II
Step 6– Segment Attractiveness
Measuring market potential
Step 7– Company Competitiveness
Company strength by segment
Stage 4- Identifying your target segments
©the Jenkins Partnership
Outputs
�Product
�Price
�Place
�Promotion
©the Jenkins Partnership
Blindspots
�CRM = Segmentation
�Segmentation = Targeting
�Product markets = Segmentation
�Channels = Segments
�Big = Complex
� Small = Simple
�One Size = Fits All
� Sales
� Loyalty
� ROI
©the Jenkins Partnership
Contact
Leighton Jenkins
0412 799 899
www.thejenkinspartnership.com.au