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© The Chartered Institute of Marketing 2005
Issue No. 7, April 2005
IN/109
The Devil and the Deep Blue A, B or C:
Segmentation in the maturing marketplace
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Contents
“
What’s hot in marketing?
Segmentation is less vital when your
markets are still growing…what are you going
to do when the market is static?
Segmentation
in the maturing
marketplace
This agenda paper marks a departure for the Insights Team –
our first jointly-authored Agenda Paper. We’ve been fortunate
indeed to work with The Fifield Partnership, a consultancy with
significant strengths and provocative views on this whole area
of segmentation.
David Thorp
Marketing
Innovation
Manager
04 -17
Segmentation truly is the hard end of marketing, where key
decisions are required around issues such as how we segment
markets and target economically viable groups of consumers
who behave unpredictably or how we can develop strategies to
market mass-produced goods and services to a market that
may be fragmenting rapidly.
The paper suggests a solution may come in marketing to the
CONTEXT – not a new idea, but one that has never been
picked up in the way it perhaps should be. Context marketing
analyses economic and social data to see what people are
actually doing. A context is an area of interest which people
hold in common and by concentrating on an area such as this,
a segment can clearly be identified and then targeted.
easyJet are a classic example of marketing to the context. They
identified a segment of people who weren’t catered to. These
people want international travel that is quick and cheap. They
aren’t interested in the extras or the frills that add cost. Air travel
was a luxury item when BA and other national carriers started
flying, but this is no longer the case. Lifestyles and contexts
have changed. easyJet found the context and targeted it.
Get the offering right, segment to your market and the
customer will select you…and this is something that works just
as well for B2B companies.
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Segmentation
The Devil and the Deep Blue A, B or C:
Segmentation in the maturing marketplace
Executive Summary
Segmentation is an invaluable tool for companies seeking to increase
market share. But many companies are not implementing effective
segmentation strategies. Even household names can be guilty of
schemes that purport to be segmentation, but which in fact are merely
data-enabled selling schemes.
Companies know that they need to meet the customer’s wants – what
they don’t know is how to do this. Data offers some useful clues, but it
can’t give the whole picture.
Squeezed on one side by maturing markets, and on the other by
merciless price-cutting, many companies struggle to compete in
today’s post mass-market arena. The result can be undifferentiated
offerings that fail to please anyone.
So far this issue has mainly affected consumer companies. But
segmentation is now becoming a real concern for b2b markets, as
their markets mature as well.
The answer for these companies is to engage in real segmentation,
rather than data collecting and guesswork. The Devil and the Deep
Blue A, B or C calls on marketers to address this lapse in marketing
thinking by focusing on context, instead of outmoded concepts of ‘the
customer’.
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Segmentation
ONE
All for one – or one for all
Ask any marketer to name a company that is good at segmentation and
you’re likely to get answers like Unilever and Procter and Gamble.
FMCG companies tend to be seen as industry leaders in the complex
field of segmentation. They claim that they segment effectively – and it
must be working for them, because they do not give away their secrets
readily. As part of perhaps the most competitive industry in the world,
FMCG companies have had to segment or they would not have
survived.
Supermarkets too point to great success from their segmentation
techniques – popular loyalty schemes, till receipt vouchers generated
by data mining and targeted direct mail. But unlike most FMCG
categories, this success hasn’t been created by good segmentation.
Rather, it is because the supermarkets have been benefiting from the
fast-growing food sector.
Retailers’ success has only been maintained in recent years because as
the grocery market plateaus, they have moved into other areas that are
still growing. Sainsbury’s has followed Tesco and Asda into clothing
with its TU range. Most of the large supermarkets are placing significant
investment in non-food.
FMCG matured in the 1960s and the massive competition that followed
forced the companies to consolidate and find new ways of making
money. They did this by learning to segment markets into groups of
customers with common needs and buying motives, and then
developing solutions that appealed particularly strongly to those
segments.
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Segmentation
This was hard work but it paid off; smaller sub-markets (segments)
were penetrated more deeply and at premium prices. Marketers had
made a major discovery – how to grow revenues from saturated
markets. Today, the situation is somewhat different. If the supermarkets
were segmenting effectively, their urgent moves into new areas of sales
growth would not be necessary.
Other industries are not so well-equipped with clearly defined
segments. Until now, there hasn’t been the need to segment properly.
As we have seen with FMCG, segmentation is less vital when your
markets are still growing.
But time is running out for these industries. In the post mass-market
age, they will reach their true maturity stage sooner or later.
Competition is going to increase exponentially as a surfeit of
companies, used to annual sales growth without really trying, suddenly
find themselves fighting over a static market. Consolidation is likely to
occur.
When a market moves from growth to maturity, these companies are
faced with a problem. They can learn to work differently, diversify into a
different area that is still growing, or do what they have always done
and ultimately end up competing on price.
Segmentation
TWO
The price isn’t right
Which option should companies follow? Each creates significant
problems for future growth (normally measured in sales turnover) and
not all companies will be strong enough to withstand such major
change.
But there’s no need to fall into the price/diversification trap if you really
don’t want to. There is a third option – to segment your existing market
more effectively. Any company, no matter how small and no matter
which field it is in, can choose to focus customer needs in a chosen
market and segment it.
It’s hard to get this right. It takes a lot of work – and usually investment.
And critically, it requires companies to buy in to the ‘new’ way of doing
things. But as we get further into the twenty-first century, the survivors
will be those companies that understand this.
The maturing market dilemma
• Compete on price (e.g. Dell, Ryanair)
• Diversify into growth areas (e.g. grocers into non-food)
• Segment – differentiate the offer, its communication and delivery
(eg. Volkswagen Audi Group (VAG), Nokia)
Many successful companies compete on price because that’s the
easiest option – or at least, the one that takes the least thinking. There
is an increasing trend for companies to develop the big-box experience
that’s cheap in price, low on service and low on differentiation.
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Segmentation
But how many products can you name where the cheapest example is
the market leader? Rather than going down that path, it’s time companies
acknowledged that competing on price alone is no longer viable.
Diversification to a new growth area is an option. However, why keep
going through a number of learning curves? Ultimately, this is an
unworkable option – it leads to a hugely fragmented business. A far
better solution is to focus on your strengths. And to achieve that
usually, if not always, requires customer focus through effective
segmentation.
Let’s take business-to-business markets as an example. The need to
segment effectively hasn’t been too much of an issue for b2b so far. As
Dr. Paul Fifield of the Fifield Practice explains, ‘in b2b there tend to be
fewer, larger customers and consequently the sales force model is more
common.’ [Source: Fifield, P. (2005) Harder than baked beans. the
marketer, April, p.21.]
Segmentation
There is a danger that too much segmentation becomes fragmentation.
But that only happens when it becomes too confusing to know what to
buy. In Intel’s case, it knew its target audience and it knew that
audience wanted variety. Dean McCarron, principal at Mercury
Research, takes up the story. ‘In every one of these segments, there’s
an exact product that matches what PC designers wanted.’
Intel’s lesson for b2b companies is twofold. First, define your market
clearly. Second, segment the end user directly, not just the business
customer. If the end user demands it, the business customer will
purchase it from you – rather than from a competitor.
Ultimately, the differences between the b2b market and the b2c market
will blur and become indistinguishable – not least because the end-user
is beginning to dictate purchase decisions higher up the chain.
But b2b is now getting to the stage where companies need to segment
effectively too, because their markets are beginning to mature like
FMCG markets did forty years ago.
Ten years ago an electronic chip was an electronic chip. But now, end
users insist on their computer having ‘Intel inside’. So, the major
computer manufacturers source their microprocessors from Intel. How
did Intel achieve this? By segmenting its end-customers into categories
including ‘mainstream performance’, ‘basic PC’ and ‘enthusiast’. Intel
then went on to define several distinct classifications, each with its own
price. ‘At the high end of the market,’ Electronic Buyers’ News
commented at the time, ‘Intel has identified six server and four
workstation segments.’ [Source: Hachman, M (1998) Intel Covers all the
bases. Electronic Buyers’ News, 3 August Issue 1120, p1.]
No ordinary electronic chip: end users now insist on their computer having ‘Intel inside”
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Segmentation
Segmentation
THREE
Open a disloyalty card account today
FOUR
The hard end of marketing
But hold on. Are we really saying that consumer companies’
segmentation techniques are inadequate? Surely the evidence of their
success is all around us – loyalty cards to catch data, schemes that
divide our consumer data into millions of different combinations.
Campaigns that encourage us to make repeat purchases, or buy things
that other people have bought.
Demographics have their place, but having a good data-mining system
does not mean your segmentation is as competitive as it could be. Data
can give you clues about how people might behave, but it doesn’t give
you anything like the whole picture.
In fact, having loyalty cards and data mining programmes does not
automatically mean that you have good segmentation. Consumer
companies have a surfeit of data, but they don’t always know what to
do with it. As a consequence, some companies are reaching a state of
data paralysis. They know what people buy. The problem is that they
don’t know why people buy – so are still not ahead of the game.
This internally focused data can only lead to inadequate, inward-looking
segmentation techniques that fail to bring new customers to products
or fail to develop new products for existing (bored) customers. They
operate by saying things like ‘other people like you bought this, so
you’ll like it too.’
For the most ambitious companies, let’s do away with idea of trying to
calculate ‘what the customer wants’ altogether. Instead, let’s consider
the situation, or ‘context’, that customers might find themselves in. We
know that it’s the situation that drives the purchase rather than the
individual. So better segmentation should help the company to market
to the context, rather than the individual.
‘Context marketing’ is not a new idea – but apart from a few trials, it
has not been picked up in the way it could be. ‘Context marketing’
shifts the focus from the customer and onto the market. It dismisses
the idea of a mass market and brings difficult questions into play, as
explored by Dr J Marti in QRM:
• How do we develop strategies to market mass-produced goods and
services to a market which is rapidly fragmenting?
Trying to predict customer behaviour like this is a fools’ errand. None of
us behaves ‘like other consumers’ in the way that companies want.
Loyalty cards seem to increase purchases in the short term, certainly.
They lead to people spending more money when they think they’re
making savings. But that’s not the same as segmenting the market and
discovering innovative ways of increasing customer satisfaction by
helping them to buy more and buy frequently.
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• How do we segment our markets and target economically viable groups
of consumers who are apparently behaving unpredictably?
• Even if we can understand the market behaviour of these consumers,
how do we locate them?
[Source: Marti, J. (1987) Context marketing: the ‘honey-pot’ approach to
segmentation strategy. QRM, Autumn, pp.7-12.]
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Segmentation
‘Context marketing’ doesn’t try to predict what individual people might
do. Instead, it analyses what people are actually doing. For example,
the same person will respond differently to a marketing offer depending
on which ‘role’ in life they are playing – professional worker, parent,
friend, host, manager, spouse etc. By concentrating on these areas or
contexts, a segment can be identified and targeted. It doesn’t deny the
value of demographics and other descriptors, but sees them as useful
components, not the whole.
If it’s not a new idea, why is ‘context marketing’ not used more broadly,
by both b2b and consumer companies? Because it’s very difficult to do
well. This is where it becomes the hard end of marketing. But it is
perfectly possible to research, as Paul Fifield can testify. ‘Identifying the
contexts is quite straightforward. The big challenge is in helping the
organisation to market to a context rather than a defined person – it
doesn’t matter which people you contact when you ‘hit’ the context
because they will all be in the segment so will behave appropriately’.
[Source: Correspondence with Insights, February 2005.]
Done well, it can lead to a subtle but effective change of offering.
British Airways knew that its business passengers sometimes used its
service when on holiday. These customers wanted a different type of
service on these occasions but BA didn’t know how to deliver it.
easyJet stepped in and considered the context of passenger flights to
understand what some people didn’t value about BA. easyJet was not,
contrary to appearances, competing with BA on price. If it had done so,
it would have gone under immediately. Run a budget airline against
BA? Impossible! Do these people not remember Freddie Laker?
Segmentation
(and the other national carriers) started flying – and nobody had
succeeded in changing the pattern. By the time easyJet came along,
the contexts and lifestyles had changed. And by segmenting from
context, easyJet succeeded.
The right way for BA to have responded would have been to focus on
their strength – good service at a higher price – and market effectively
to the market segment that particularly valued that offer. Ignoring
easyJet altogether would have been the sensible thing to do. But
instead, they tried to compete with easyJet by setting up GO. After
spending much time pouring more and more money into a loss-making
venture, GO was eventually sold off – to easyJet. [Source: Boyfield, K.
(2001) Impact of no frills carriers on the European scheduled airline
market: sources of competitiveness. Cookham, The Chartered Institute
of Marketing.]
Today, BA plays to its strengths – comfort, luxury and high brand values
to an audience in a context that needs to be sure that it will fly to city
centre airports on a recognised schedule – and is willing to pay for these
benefits. The success of both companies is now driven by appropriate
segmentation. Both offerings work, when the context is put first.
The lesson is – get the offering right, segment to your market, target
your segments and the customer will select you. This works for b2b just
as well as it does for consumer companies. Most of the examples of
poor segmentation so far are from consumer companies; but this is
only because these firms have been experimenting with segmentation
for longer.
easyJet focused on the context. They found a segment of customers
who were not catered to – people who wanted to travel internationally,
quickly and simply, and were not interested in the extras that cost
money. It then targeted those people. Airline travel was previously sold
as a luxury because that’s what it was in the days when British Airways
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Segmentation
FIVE
The big box experience
On the other side of the fence, some companies suffer because instead
of segmenting effectively, they adopt a one-size-fits-all approach. They
look at the largest segment and try to please everyone. The result is
undifferentiated, unremarkable offerings that don’t offend but don’t
please anyone.
It’s easy to see how this situation has come about and why it’s hard to
emerge from. Companies don’t like the idea that if they target to
specific segments, then sizeable swathes of the marketplace won’t
come to them. So they try to appeal to the majority of the available
audience. Paradoxically this leaves you with fewer customers in the end
– because your products aren’t sufficiently distinguishable from anyone
else’s.
The same thing happens when trying to compete on price. If you’re the
cheapest, you will only attract the segment that wants the cheapest
products. Segmentation is inevitable because customers segment
themselves, and trying to avoid it only compounds the problem. There’s
room for consumer companies to do better here as well. There is a
huge latent market that has not been effectively segmented, and this
latent area is ‘catered for’ by companies that compete on price.
Paul Fifield offers an example. In any developed market, only about
10% cares so little about the category that they will buy on price. The
other 90% would prefer to pay some sort of premium for the right
added value. Say you’re not a wine drinker and don’t care about wine,
but you’re having a dinner party. When you go to the off-licence, the
chances are you will either buy the cheapest – because you’re not
fussed about wine yourself – or you’ll buy an expensive wine, blind,
because you’re trying to impress your guests.
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Segmentation
But what if you see a wine that is marketed as ‘good with cheese’ or
‘perfect with chicken’? Instantly, the offer has been differentiated and
your dinner party host will choose your product, rather than a
competitor’s. The price is much, much less important than companies
think. [Source: Correspondence with Insights, February 2005].
This theoretical example illustrates the point. Very few companies
operate with this kind of mind-set. Instead, they relentlessly pursue
ever-increasing amounts of data about customers’ buying habits, which
merely cloud the issue. Torn between data paralysis on the one hand
and trying to please everyone on the other, the result is woefully
inadequate marketing – ‘classification’ masquerading as customer
driven segmentation.
Again – the answer is simple – get the offering right by differentiating
the product to appeal to a specific segment. Then, customers will
segment themselves and buy from you.
SIX
Stages of discovery
The Royal Shakespeare Company readily acknowledges it has suffered
from weak segmentation in the past. As a subsidised company, it has
little in the way of resources to invest in technology. ‘The biggest
marketing issue for the RSC is its lack of understanding of its
audiences,’ says Kate Horton, the RSC’s Commercial Director. ‘All we
had was a ticketing database that could tell us virtually nothing. It was
a big, black hole.’ [Source: Cane, Alan (2005) To know your audience is
key. Financial Times, 8 March, p14.]
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Segmentation
But then Accenture became the theatre company’s corporate business
partner. Accenture provided the RSC with sophisticated customer
analysis software. The RSC fed four years’ worth of ticketing data into
this software – 2 million records of names, addresses, shows attended
and price paid, from 210,000 separate bookings. This enabled the
identification of eight groups of customers that the RSC previously
couldn’t identify. Amongst these were ‘Swans’, people who only
seemed to go to plays at the RSC’s smaller, more intimate theatre;
Internet bookers; families tempted by special shows; and regulars –
those who attend at least four times a year, generating some 56 per
cent of box office takings.
This information enabled the RSC to pursue a string of marketing
strategies which included successfully persuading families who
regularly attended non-Shakespearian productions to try Shakespeare.
Why did the new approach the RSC devised with Accenture work so
well? Because it was context based. It didn’t just generate masses of
data to ‘target’ people. It didn’t say, ‘you’ll like this because other
people of your age/sex/geographical location like it too.’ It examined
the data strategically, identified specific markets and targeted those
markets carefully and sympathetically. The offering was right and the
customers self-selected accordingly.
SEVEN
The way forward
Will b2b companies make the same mistakes as FMCG companies,
competing on price or branching out into new growth areas as their
markets mature? Or will they learn from Intel, BA and the RSC?
Segmentation
Most customers really don’t want the cheapest product. They want
what they perceive as value – a subtle but enormously important
difference – and they will pay for it. The art lies in finding out how
much of a premium they will pay.
It’s time to turn the tide against price-oriented competition and dataobsessed marketing techniques. Squeezed on one side by price and
on the other by maturing markets, market segmentation is the way
forward.
Six steps to segmentation success
Identify your strengths, from talking to your customers. Focus
on these strengths – instead of diversifying into new markets
when the existing one matures.
• Identify what your customers’ different needs, wants and
motivations are and how the market segments itself.
• Don’t try to please everyone – decide which segments to
make your own (and which to ignore), then differentiate to
target that market.
• Don’t over-value data. Descriptive data is useful to target
needs-based segments, but it does not equal good
segmentation on its own.
• Try to identify needs and wants your customers may not
know they have. This will help you innovate in the future.
• Customers want value not cheapness. ‘Latent need’ often
masquerades as demand for the cheapest price. Resist this.
If the price is all that differentiates, the company will fail.
•
© The Chartered Institute of Marketing 2005
The Insights Team and The Fifield Practice
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Hot courses
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Benefits for you as an individual
You will be able to differentiate between strategic and technical
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Understand segmentation bases
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Hot reads
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Market Segmentation – how to do it, how to profit from it
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the Knowledge Hub and also sign up for an alert to receive headlines
each week:
www.cim.co.uk/cuttingedge
For more information visit www.cim.co.uk/library,
www.cim.co.uk/knowledgehub or call +44 (0)1628 427333
More senior, sophisticated, innovative and impactful than before,
it will deliver greater value to the entire membership and will become the
thought-provoking voice of the industry.
the marketer is published 11 times a year.
If you are a studying or professional member of The Chartered Institute
of Marketing, it is sent to you as part of your membership benefits
package. If you are a member of Company Connect, you will receive five
complimentary copies per issue. The magazine is also available to nonmembers at the following annual rates:
UK:
Other Europe:
Retired Members:
£59.00
£73.00
£30.00
EU:
Rest of World:
£67.00
£75.00
If you wish to subscribe, please contact the marketer subscriptions for
an application form at:
the marketer Subscriptions, Just Customer Communication,
3rd Floor, 76 - 80 Southwark Street, London SE1 0PN.
+44 (0)20 7837 8337
*formerly known as Marketing Business
For more information or to order your copy
call + 44 (0)20 7837 8337
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