1、某咨詢消費者細分 The customer segmentation conceptApplicationsCustomer segmentation steps segment customerschoose target segmentscreate value propositions for target segmentsdetermine profit potential of serving target segments with value propositionsExamplesneeds-basedbehavioralKey takeawaysAgenda2customer

2、segmentation.PPT The customer segmentation conceptApplicationsCustomer segmentation steps segment customerschoose target segmentscreate value propositions for target segmentsdetermine profit potential of serving target segments with value propositionsExamplesneeds-basedbehavioralKey takeawaysAgenda3

3、customersegmentation.PPTCompetitorsCustomer SegmentationPurchase Criteria Rating (Importance Analysis)Company Positioning (Effectiveness Analysis)Attractiveness Analysis Value Proposition DevelopmentCustomer Retention and LoyaltyCustomer AcquisitionCustomers To identify cost reduction opportunitiesC

4、ustomer segmentation is an important tool for customer analysis.CostCapabilitiesStrategic Purpose:Tools:To identify revenue and profit maximizing strategiesTo achieve differentiation and to preempt competitors movesTo determine the strategies that fit best with a companys core competenciesContext4cu

5、stomersegmentation.PPT *In some cases, there will be only one target segmentCustomer segmentation is a process of identifying homogeneous groups of customers. Once customers have been segmented, a company chooses target segments and approaches each segment with a value proposition that meets the seg

6、ments needs.Each customer segment describes a homogeneous group of customersSegment customers(existing and potential)Choose target segments*Create value propositionfor each target segmentDetermine profit potentialTarget segments are the most attractive customer segments for a given company to focus

7、onA value proposition is the combination of product, service, and delivery offered to the customerThe potential profit from serving the target segments with proposed value propositions must be determinedThe Process5customersegmentation.PPT Customer segmentation is valuable because all customers are

8、not created equal. Each customer segment has a unique set of needs and requires its own value propositionThe profit potential differs by customer segmentCustomer segmentation helps companies focus scarce resources where they can be most leveragedWhy Do Customer Segmentation?6customersegmentation.PPT

9、 The customer segmentation conceptApplicationsCustomer segmentation steps segment customerschoose target segmentscreate value propositions for target segmentsdetermine profit potential of serving target segments with value propositionsExamplesneeds-basedbehavioralKey takeawaysAgenda7customersegmenta

10、tion.PPT Customer segmentation is useful for both customer retention and customer acquisition.Segment customersChoose target segmentsCreate value proposition for each target segmentRetain target customersAcquire target customersRetention and Acquisition8customersegmentation.PPT Bain caseteams have u

11、sed customer segmentation to:Identify gaps or redundancies in the product portfolioScreen out unacceptable new productsChoose product featuresDetermine product pricingEstablish appropriate service optionsDetermine optimal distribution strategyAdvise on advertising strategyApplications (1 of 2)9custo

12、mersegmentation.PPT A large European beer manufacturer was faced with increasing competition and low market growth. Bain used segmentation to identify product portfolio gaps and determine optimal positioning for new and existing brands. This resulted in an 8% market share increase.An international c

13、osmetics company wanted to identify opportunities in the high growth skin care market. A Bain team identified unmet consumer needs for anti-aging creams and proposed an optimal strategy for targeting the appropriate customers. This resulted in approximately $145MM in value creation.Bains customer se

14、gmentation work has brought significant results for many clients. Examples of Bains work include:Applications (2 of 2)10customersegmentation.PPT The customer segmentation conceptApplicationsCustomer segmentation steps segment customerschoose target segmentscreate value propositions for target segmen

15、tsdetermine profit potential of serving target segments with value propositionsExamplesneeds-basedbehavioralKey takeawaysAgenda11customersegmentation.PPT Choose segmentation method (needs-based, behavioral, or demographic) based on underlying issuesProcess:Tips:Choose target segments based on attrac

16、tiveness and ability to serve in a differentiated way (in some cases, there will be only one target segment)Create value propositions based on customer needs (each target segment requires its own value proposition)Determine the revenue and cost impacts of offering the proposed value propositions to

17、the target segmentsSegments should bemeaningfulMECE (only one segment per customer)measurablesubstantialactionableAttractiveness is based on profit potential (revenue potential and cost to serve)Ability to serve in a differentiated way recognizes both the clients and the competitors core competencie

18、s as well as regulatory factorsEach value proposition should address:productservicedistributionProfit potential should include profit as well as “hidden costs” (e.g., increased training and marketing costs for new products)Segment customers (existing and potential)Choose target segments*Create value

19、 proposition for each target segmentDetermine profit potential*In some cases, there will be only one target segmentCustomer Segmentation Steps12customersegmentation.PPT The customer segmentation conceptApplicationsCustomer segmentation steps segment customerschoose target segmentscreate value propos

20、itions for target segmentsdetermine profit potential of serving target segments with value propositionsExamplesneeds-basedbehavioralKey takeawaysAgenda13customersegmentation.PPT Customer needs (e.g., preferences for low price vs. high service)psycho-graphicsattitudesNeeds-basedBehavioralDemographicT

21、ype of data used to segment:Examples:Value high service over low price Value low price over high convenienceValue brand name over low priceBuy on sale only vs. at full priceBehaviors (e.g., purchasing patterns, usage patterns)Use ATM vs. use branchShop weekly vs. monthly for groceriesDrink coffee vs

22、. do not drink coffeeDemographics (e.g., age, income, home ownership)Young vs. oldHigh income vs. low incomeHome owners vs. rentersThere are three main types of segmentation: Segmentation Methods14customersegmentation.PPT Primary research necessaryNeeds-basedBehavioralDemographicSegmentation process

23、:Usefulness in creating value propositions:High (shows causation)Descriptive and actionable (describes customers and drivers of purchase)Primary research necessary only if behavioral data not available from client databaseModerate (shows correlation, not causation)Descriptive, not actionable (descri

24、bes purchasing behavior, but does not address drivers or purchase)No primary research necessaryDemographic data sometimes readily available from clientLow (occasionally shows correlation, never causation)Descriptive, not actionable (describes customers but does not address drivers of purchase)Needs-

25、based segmentation is the most time consuming to execute, but also the most valuable. Most of Bains work involves needs-based segmentation.Comparison of Segmentation Methods15customersegmentation.PPTMake a complete list of potential customer and non-customer needsfocus groups or a small number of un

26、prompted customer interviewsbrainstormingprevious client work or Bain researchCreate a needs listCollect dataConduct Factor/Cluster analysis to determine statistical segmentsSteps:Ask a representative sample of customers and non-customers a battery of questions designed to gauge their needs concerni

27、ng a product/serviceCustomers and non-customers are placed into segments based on their responses to the key variables that drive purchase behaviorDefining customer groups in a needs-based segmentation begins with identifying the likely customer and non-customer needs.Needs-Based Segmentation16custo

28、mersegmentation.PPT The Bain Research and Data Analysis Group in Boston should be contacted when running a needs-based segmentation to ensure proper, statistically valid analysisThese tools could generate a number of statistically valid answers. In that case, the segmentation options must then be sc

29、reened using business judgement.Factor Analysis and Cluster Analysis are statistical tools used to determine appropriate needs-based customer segments.Factor/Cluster Analysis17customersegmentation.PPT There are two methodologies for segmenting a database of behavioral or demographic information.CHAI

30、D - an analytical tool that uses the Chi-Square statistic to find the drivers of a dependent variable80/20Process:Statistical validity:Drawbacks:Divide customers according to their profitabilityHypothesize as to the variables that drive profitability. Combine variables to create segments.LowIterativ

31、e, manual processRequires solid intuitionRisks leaving out important variablesDoes not address causationChoose dependent variable (e.g., profit), hypothesize as to the segmentation variables, collect data on variables, run CHAID, reality check results, and create segments based on the CHAIDHighProce

32、ss requires contacting the Bain Research and Data Analysis Group in Boston for software/ statistical expertise in conducting CHAID analysisBehavioral and Demographic Segmentation18customersegmentation.PPT CHAID analysis determines and ranks all of the statistically significant drivers of a chosen de

33、pendent variable (e.g., profit, retention, productivity)Specifically, it groups independent variables into subgroupsindependent variables are categorized according to their statistical significance (e.g., store location, age)CHAID identifies interactions/effects between variablesCHAID yields subgrou

34、ps which are statistically significant and MECECHAID is a statistically robust method used to segment a demographic or behavioral database.CHAID19customersegmentation.PPT Meaningful - there should be enough differentiation among segments such that each segments seems uniqueMECE - each customer shoul

35、d belong to one, and only one, segmentMeasurable - clearly defined with a market share that can be quantifiedSubstantial - there should be enough volume in a segment to merit analysisActionable - we should be able to design a value proposition for each segment Regardless of the type of segmentation

36、used, the customer groups determined by the segmentation process must have the following characteristics:Segmentation Requirements20customersegmentation.PPT The customer segmentation conceptApplicationsCustomer segmentation steps segment customerschoose target segmentscreate value propositions for t

37、arget segmentsdetermine profit potential of serving target segments with value propositionsExamplesneeds-basedbehavioralKey takeawaysAgenda21customersegmentation.PPT Note: In some cases, there will be only one target segmentThe target segments should be chosen based on their attractiveness to a give

38、n company and that companys ability to serve the target segments in a differentiated way.Attractiveness(profit potential)Ability to serve in a differentiated wayRevenue potentialCost to serveClients core capabilities vs. competitorsExternal factorsSizeGrowth potentialBuyer powerProduct requirementsP

39、rice sensitivityAdvertising requirementsChannel preferenceService requirementsStrategic objectivesAbility to leverage:technologycostsskillsexisting resourcesExisting market perceptionsExisting base in segmentLegal restrictionsRegulatory requirementsTarget Segment Selection22customersegmentation.PPT

40、Develop Capabilities to Serve this SegmentTarget this SegmentAvoid this SegmentAdjust Value Proposition to Improve Attractiveness of this SegmentLowLowHighHighAbility to Serve Segment in a Differentiated Way(Lever = Capabilities)Segment Attractiveness (Lever = Value Proposition)Target Segment Select

41、ion Matrix23customersegmentation.PPT The customer segmentation conceptApplicationsCustomer segmentation steps segment customerschoose target segmentscreate value propositions for target segmentsdetermine profit potential of serving target segments with value propositionsExamplesneeds-basedbehavioral

42、Key takeawaysAgenda24customersegmentation.PPT FeaturesPriceQualityBrandPositioningPromotion/advertisingProductServiceDistributionBefore saleDuring saleAfter saleDelivery channelsSpeedAfter customers have been segmented and the most attractive segments have been chosen, a customized value proposition

43、 should be created for each target segment by trading off among the following elements:Actions should leverage strengths and optimize resources with the goal of increasing market share of the target segmentsValue Proposition Development25customersegmentation.PPT The customer segmentation conceptAppl

44、icationsCustomer segmentation steps segment customerschoose target segmentscreate value propositions for target segmentsdetermine profit potential of serving target segments with value propositionsExamplesneeds-basedbehavioralKey takeawaysAgenda26customersegmentation.PPT Once the value propositions

45、have been established, the potential profit to be gained from providing them to the target segments should be quantified.Determine profit potentialCalculate revenue increaseCalculate cost to serveCurrent customersNew customersCurrent customersNew customersProfit Potential Quantification27customerseg

46、mentation.PPT The customer segmentation conceptApplicationsCustomer segmentation steps segment customerschoose target segmentscreate value propositions for target segmentsdetermine profit potential of serving target segments with value propositionsExamplesneeds-basedbehavioralKey takeawaysAgenda28cu

47、stomersegmentation.PPT *Disguised client caseSmiths Fashion Center is a large discount womens retailer in the Northeast that wants to understand its customer base to determine expansion options.A list of the drivers of retail purchasing behavior was madeCustomers were asked 20 questions to record th

48、eir needsFactor/Cluster analysis was used to determine the segmentsSegment size and revenue potential were calculatedAn expansion market was chosen and the merchandise strategy was adjusted based on the segmentation resultsSmiths Fashion Center* - Process29customersegmentation.PPT A five segment sol

49、ution was chosen from the Factor/Cluster analysis.Female apparel shoppersBargainsUtilityFashionPrimary motivation:BargainsEfficiency/serviceFun(love to shop)Secondary motivation:High quality bargainsServiceFashionBargainsNot motivated by:Fashion“Fashion Forward Shopping Lover”Segment name:“Fashion V

50、alue”“Fashion on a Shoestring”“Unfashionable Bargain Lover”“Rich but Unfashionable”$950$750$1,400Average spending per year:$850$1,350Smiths Fashion Center - Segments30customersegmentation.PPT Smith determined that its target segments were “Fashion Value” and “Fashion on a Shoestring”.*In this case,

51、spending was a good proxy for profitAbility to serve in a differentiated waySmiths Fashion Center - Current Customers31customersegmentation.PPTChosen Expansion City Smith chose an expansion city with a high mix of its target segments.Smiths Fashion Center - Expansion City Customers32customersegmenta

52、tion.PPTImportance of Accessories Merchandise QualityBased on the needs of the target segments, the merchandise strategy was adjusted to include accessories and more low quality brands.Smiths Fashion Center - Merchandising Strategy33customersegmentation.PPT The customer segmentation conceptApplicati

53、onsCustomer segmentation steps segment customerschoose target segmentscreate value propositions for target segmentsdetermine profit potential of serving target segments with value propositionsExamplesneeds-basedbehavioralKey takeawaysAgenda34customersegmentation.PPT*Disguised client caseSituation:Co

54、mplication:Question:Hypothesis:The client, Highland Hotels, has high margins and is one of the five largest hotel/conference center chains in EuropeThe market is coming to the end of a period of rapid growth and Highlands relative cost position is worse than its competitorsHow can Highland preserve

55、its high margins in a slowing market where it finds itself at a cost disadvantage?By offering a differentiated value proposition to the most profitable customer segment, Highland can preserve its high marginsBain used customer segmentation to determine the target segments for Highland Hotels and to

56、create value propositions for those target segments.Highland Hotels* - Background35customersegmentation.PPT Bain conducted an 80/20 behavioral/demographic segmentation for Highland Hotels.High profit customers were segmented based on their behavioral and demographic characteristicsA target segment w

57、as chosen based on its attractiveness and Highlands ability to serve itCustomers were divided into groups based on their profitabilityThe behavioral and demographic drivers of profitability were determinedA value proposition was created for the target segmentHighland Hotels - Process36customersegmen

58、tation.PPT One third of Highlands customers account for more than 60% of its total profits.Highland Hotels - Customer Profitability37customersegmentation.PPT OccasionVisit FrequencyLength of VisitThe primary drivers of profitability are visit frequency, length of visit, and occasion.Highland Hotels

59、- Profitability Drivers38customersegmentation.PPT Highland identified four types of high value customers based on the profitability drivers.High Profit SegmentsAnnual FrequencyLength of StayOccasion“Hotel-aholics”“Honeymooners”“Hello again”“One-timers”Very frequent(9.2x)Infrequent (1.5x)Frequent(6.2

60、x)Infrequent(1.3x)Medium(3.9 days)Long(10.0 days)Short(1.8 days)Long(5.4 days)Business/leisureLeisureBusinessBusinessHighland Hotels - High Profit Segments39customersegmentation.PPT Highland decided to target “hotel-aholics” because they were the most attractive segment and a good fit with the compa