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Ensuring Actionable Segments
How do you ensure your market segmentation is actionable?
Market Segmentation is a powerful strategic concept. However, market segmentation studies have a bad reputation for getting put on a shelf and ignored due to the lack of actionability. If the segments aren’t actionable, then the segmentation is irrelevant.
To ensure your next segmentation project drives revenue, the work must begin long before the questionnaire is drafted. Actionability is engineered in the pre-survey phase and planning.
The Alignment Workshop/Interviews
Market Segmentation studies are highly visible and require buy-in from a variety of high-level executives and stakeholders. Stakeholder Alignment Workshops or Stakeholder interviews help to build consensus about study objectives, desired outcomes, what will be segmented, and how the segmentation will be used. Typically these interviews should include representatives from Product Development, Marketing, Sales, Creative, Operations, and Finance, including C-level executives whose support will be needed to implement the strategic directives emerging from the segmentation itself.
By including all major departments and high-level executives, you ensure the final segmentation analyses will have "built-in" buy-in from the people who will ultimately deploy the segmentation results.
Focus on Business Outcomes
The "Strategic Purpose" of the study must be defined at the outset. During stakeholder interviews, the researchers should ask: "What specific decisions will be made once we have the segmentation results?" Here are some ways segmentation analyses might be applied:
- Messaging Strategy Planning. Attitudinal segments are ideal for guiding message and communication planning.
- Branding/Marketing Strategy. Psychographic and/or lifestyle segments can guide branding and marketing for a product and/or the organization.
- Target Market Identification. Behavioral and attitudinal segments are especially useful for defining a target market.
- Product Development. Attitudinal segments help determine the white spaces for new product development and provide a template for product line planning.
When you focus on business outcomes and the primary purposes of the segmentation, the design of the questionnaire becomes a targeted search for the data to support those specific decisions or outcomes.
Qualitative Research
Exploratory Qualitative Research—in the form of focus groups, one-on-one "depth" interviews, or ethnographic studies—is essential. The goal is to…
- Develop a complete picture of the consumer, to understand the perceptions, the motivations, the decision-making processes they go through.
- Discover any "hidden" needs and pain points that drive consumers’ decisions.
- Learn the consumer’s language. The questionnaire needs to be written in the consumer’s language, not industry terminology.
This qualitative work informs and creates the design framework for the quantitative questionnaire. Qualitative research might also allow you to form "hypothetical segments" that the quantitative phase can then prove or disprove.
Planning for Actionability
Project planning should answer the following questions:
- Are segments substantial enough to target? Product usage and spending data must be collected to ensure the segments' profitability can be estimated.
- Is there a way to reach the segments? If media advertising is important in the marketing plan, the survey should include a media-consumption module to help guide media planning and buying.
- How can we make the segments distinctive? There should be differentiation between the segments. Without clear differentiation, there is no way to distinguish one segment from the next. We recommend including a variety of question types in the survey and the analyses so that segments differ on many variables.
- How can we create stable segments? Segmentations are typically used for several years; therefore, the segments need to be relevant today as well as 3 to 5 years in the future.
The Projection Model
The segmentation results (the segments) can be modeled and projected down to small geographic areas. For example, the segments could be predicted as a function of various geographic and demographic variables. These variables would allow the segments to be projected onto the U.S. population at the Census Block Group level and geo-mapped, so the clusters of segments are easy to see and understand. This could dramatically improve the targeting of advertising and messaging to target segments. If a projection model is desired for geographic analyses and mapping, the survey questionnaire must collect geographic data (ZIP Codes, for example) and demographic data using exactly the same questions and answers as the U.S. Census data or some other target database.
Developing a Sampling Frame
The integrity of a market segmentation study starts with the quality and composition of its sample. It’s not merely about reaching a statistically significant number of respondents; it is about ensuring the sample is representative of the total market, to the extent possible.
If the sample is too narrow (e.g., only surveying current brand loyalists), the segmentation will be meaningless in most instances since you segmented the data before the survey. Rarely is the target market defined too broadly, but it does happen (for example, you would not want to include teenagers in a liquor study, or include low-income consumers if the product category is super premium. To ensure actionability, the sampling plan must be designed to accurately represent the target market universe.
The Final Verdict
Actionability is not something you "find" in the data after the survey is over; it is something you build into the project from the beginning. By getting “buy-in” from senior executives and other stakeholders, conducting deep qualitative discovery, and insisting on a methodology that prioritizes actionability, you transform the segmentation process from a data-gathering exercise into a powerful strategic weapon.Download our Market Segmentation Preplanning Checklist pdf.
Advanced Analytics Team
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