Need-based segmentation and customized communication strategies in a complex-commodity industry

Albert, Terri C.

doi:10.1016/s0019-8501(02)00204-3

Cited by 56 publications

(40 citation statements)

References 11 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…some main segmentation variables used in these articles are customer characteristics such as size, volume or location, the customer decision-making unit, as well as buying decision process characteristics or the buying situation (Cardozo 1980, Crittenden, Crittenden, Muzyka 2002, Griffith and Pol 1994, Kalafatis and Cheston 1997. Needs-or benefit-based models have been widely applied, also in the supply chain literature (albert 2003, Bennion 1987, Brown, shivashankar, and Brucker 1989, Kluyver and Whitlark 1986, Moriarty and Reibstein 1986. Often nested (multi-step) models for segmentation are proposed , cheron and Kleinschmidt 1985, Dibb and simkin 1997, Plank 1985, and segmentation models have been related to the complexity of business market situations (Freytag and clarke 2001).…”

Section: Network Pictures and Business Marketsmentioning

confidence: 99%

Going Beyond Customers – A Business Segmentation Approach Using Network Pictures to Identify Network Segments

Henneberg

Mouzas

Naudé

2009

J Bus Market Manage

View full text Add to dashboard Cite

existing approaches to segmentation, in particular business segmentation, are often conceptualized and applied in a limiting way, providing a narrow interpretation of the surrounding business network. this could be attributed to a rather myopic view of the multiple complexities and indirect links inherent in networks of business exchange relationships. the task for companies developing innovative segmentation approaches is to simultaneously enhance the company's understanding of downstream as well as upstream preferences and resources, while going beyond immediate interaction partners to include relevant indirect business partners. the challenge is therefore not to identify attractive customer segments, but attractive network segments. as such, the managerial challenge becomes one of creating a business network segmentation from the perspective of a focal company within this network, taking a far wider interpretation of the concept of segmentation. Using the concept of network pictures, we outline the different dimensions that are important within a business network segmentation, and exemplify their use through a case study of an entrepreneurial company. Our study contributes to the literature by providing a detailed example of a practical application of abstract concepts, in this case the translation of the network picture concept into a way to apply a business network segmentation to an entrepreneurial context. s. Mouzas lancaster University Management school, lancaster, UK 92 s. c. henneberg et al.

show abstract

Section: Network Pictures and Business Marketsmentioning

confidence: 99%

Going Beyond Customers – A Business Segmentation Approach Using Network Pictures to Identify Network Segments

Henneberg

Mouzas

Naudé

2009

J Bus Market Manage

View full text Add to dashboard Cite

show abstract

“…At a strategic level, the consideration is on the top management level and concerns the creation of missions and strategic intent, and can become closely linked to the capabilities and nature of the organization (Jenkins and McDonald 1997). At the operational level, there is a concern for planning and operational schemes for reaching target segments with an effectively adjusted offering as well as monitoring the performance (Albert 2003). In a competitive market, strategies are critical points of business, which lead the companies towards their vision as their final destination.…”

Section: Introductionmentioning

confidence: 99%

Strategy-aligned fuzzy approach for market segment evaluation and selection: a modular decision support system by dynamic network process (DNP)

2013

View full text Add to dashboard Cite

In competitive markets, market segmentation is a critical point of business, and it can be used as a generic strategy. In each segment, strategies lead companies to their targets; thus, segment selection and the application of the appropriate strategies over time are very important to achieve successful business. This paper aims to model a strategy-aligned fuzzy approach to market segment evaluation and selection. A modular decision support system (DSS) is developed to select an optimum segment with its appropriate strategies. The suggested DSS has two main modules. The first one is SPACE matrix which indicates the risk of each segment. Also, it determines the long-term strategies. The second module finds the most preferred segment-strategies over time. Dynamic network process is applied to prioritize segment-strategies according to five competitive force factors. There is vagueness in pairwise comparisons, and this vagueness has been modeled using fuzzy concepts. To clarify, an example is illustrated by a case study in Iran's coffee market. The results show that success possibility of segments could be different, and choosing the best ones could help companies to be sure in developing their business. Moreover, changing the priority of strategies over time indicates the importance of long-term planning. This fact has been supported by a case study on strategic priority difference in short-and long-term consideration.

show abstract

“…Market segmentation principles are well-established in marketing theory and a recognised component of marketing strategy (Albert, 2003;Dibb and Simkin, 2008;LaPlaca, 1997;Weinstein, 2004). Segmentation helps organizations to manage diverse customer needs by identifying homogenous market segments (Simkin, 2008;McDonald and Dunbar, 2004).…”

Section: Introductionmentioning

confidence: 99%

“…Recognised outcomes include an improved understanding of customers, more efficient resource allocation, better-tailored marketing programmes, and enhanced competitiveness (Albert, 2003;Beane and Ennis, 1987;Freytag and Clarke, 2001). Despite these advantages (cf: Clarke and Freytag, 2008), developing and implementing workable segmentation schemes is rarely problem free (Dibb and Simkin, 2008;Dibb and Wensley, 2002;Goller et al, 2003;Millier, 2000;Palmer and Millier, 2004;Quinn et al, 2007;Verhallen et al, 1998).…”

Section: Introductionmentioning

confidence: 99%

Judging the quality of customer segments: segmentation effectiveness

Dibb

Simkin

2010

Journal of Strategic Marketing

View full text Add to dashboard Cite

Market segmentation is well established in marketing theory and applied by organizations from all industry sectors. Despite wide-spread use, developing and implementing segmentation schemes is rarely problem free. Testing the quality and robustness of segments is one of the difficulties which marketers face. The literature describes segment quality criteria which are intended to help with this task, yet there is little evidence of their deployment and efficacy in practice. Using a longitudinal case study from the Eastern European mobile phone market, the practical application, impact and efficacy of these segment quality criteria are examined. The findings reveal the value of combining 'hard' statistical and 'soft' segment quality criteria to test the validity and robustness of segmentation outputs prior to implementing the segmentation. Implications from this case for managers seeking to select and deploy suitable quality criteria are considered.

show abstract

Need-based segmentation and customized communication strategies in a complex-commodity industry

Cited by 56 publications

References 11 publications

Going Beyond Customers – A Business Segmentation Approach Using Network Pictures to Identify Network Segments

Going Beyond Customers – A Business Segmentation Approach Using Network Pictures to Identify Network Segments

Strategy-aligned fuzzy approach for market segment evaluation and selection: a modular decision support system by dynamic network process (DNP)

Judging the quality of customer segments: segmentation effectiveness

Contact Info

Product

Resources

About