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LHM_ch07_96-111.qxp 4/13/09 11:54 AM Page 96 C H A P T E R 7 Segmenting and Targeting Markets Learning Outcomes LO 1 LO 2 LO 3 LO 4 Describe the characteristics of markets and market segments Explain the importance of market segmentation Discuss criteria for successful market segmentation Describe the bases commonly used to segment consumer markets LO 5 Describe the bases for segmenting business markets LO 6 List the steps involved in segmenting markets LO 7 Discuss alternative strategies for selecting target markets LO 8 Explain one-to-one marketing LO 9 Explain how and why firms implement positioning strategies and how product differentiation plays a role NEL LHM_ch07_96-111.qxp 4/13/09 11:54 AM Page 97 “ Market segmentation plays a key role in the marketing strategy of almost all successful organizations. ” LO1 Market Segmentation The term market means different things to different people. We are all familiar with the supermarket, stock market, labour market, fish I have a hard time living on my budget. market, and flea market. All Strongly Disagree Strongly Agree 1 2 3 4 5 6 7 these types of markets share several characteristics. First, they are composed of people (consumer markets) or organizations (business markets). Second, these people or organizations have wants and needs that can be satisfied by particular product categories. Third, they have the ability to buy the products they seek. Fourth, they are willing to exchange their resources, usually money or credit, for desired products. In sum, a market is (1) people or organizations with (2) needs or wants and with (3) the ability and (4) the willingness to buy. A group of people or an organization that lacks any one of these characteristics is not a market. What do youthink? NEL © 2008 JUPITERIMAGES CORPORATION Within a market, a market segment is a subgroup of people or organizations sharing one or more characteristics that cause them to have similar product needs. At one extreme, we can define every person and every organization in the world as a market segment because each is unique. At the other extreme, we can define the entire consumer market as one large market segment and the business market as another large segment. All people have some similar characteristics and needs, as do all organizations. From a marketing perspective, market segments can be market described as somewhere between the two extremes. The process people or organizations of dividing a market into meaningful, relatively similar, and idenwith needs or wants tifiable segments or groups is called market segmentation. The and the ability and willingness to buy purpose of market segmentation is to enable the marketer to tailor marketing mixes to meet the needs of one or more specific market segment a subgroup of people or segments. LO2 The Importance organizations sharing one or more characteristics that cause them to have similar product needs of Market Segmentation market segmentation Until the 1960s, few firms practised market segmentation. When they did, it was more likely a haphazard effort than a formal marketing strategy. Before 1960, for example, the Coca-Cola Company produced only one beverage and aimed the process of dividing a market into meaningful, relatively similar, and identifiable segments or groups CHAPTER 7 Segmenting and Targeting Markets 97 LHM_ch07_96-111.qxp 4/13/09 11:54 AM Page 98 it at the entire soft drink market. Today, Coca-Cola characteristics of indioffers over a dozen different viduals, groups, or organizations products to market segments based on diverse consumer preferences for flavours and calorie and caffeine content. Coca-Cola offers traditional soft drinks, energy drinks (such as POWERade), flavoured teas, fruit drinks (Fruitopia), and water (Dasani). segmentation bases (variables) cally develop marketing programs tailored to each potential customer’s needs. In most cases, however, a market segment needs many potential customers to make commercial sense. 2 Identifiability and measurability: Segments must be identifiable and their size measurable. Data about the population within geographic boundaries, the number of people in various age categories, and other social and demographic characteristics are often easy to get, and they provide fairly concrete measures of segment size. 3 Accessibility: The firm must be able to reach members of targeted segments with customized marketing mixes. Some market segments are hard to reach, for example, senior citizens (especially those with reading or hearing disabilities), individuals who don’t speak English, and the illiterate. Market segmentation plays a key role in the marketing strategy of almost all successful organizations and is A successful segment is a powerful marketing tool for 4 Responsiveness: Markets can several reasons. Most imporsubstantial, identifiable be segmented using any criteria that tantly, nearly all markets seem logical. Unless one market segand measurable, accessible, and include groups of people or ment responds to a marketing mix difresponsive. organizations with different prodferently from other segments, however, that uct needs and preferences. Market segment need not be treated separately. For segmentation helps marketers define cusinstance, if all customers are equally price-conscious about a tomer needs and wants more precisely. Because product, there is no need to offer high-, medium-, and low-priced market segments differ in size and potential, segversions to different segments. mentation helps decision makers more accurately define marketing objectives and better allocate 4 resources. In turn, performance can be better evaluated when objectives are more precise. LO Bases for Segmenting Consumer Markets LO3 Criteria for Successful Segmentation Marketers segment markets for three important reasons. First, segmentation enables marketers to identify groups of customers with similar needs and to analyze the characteristics and buying behaviour of these groups. Second, segmentation provides marketers with information to help them design marketing mixes specifically matched with the characteristics and desires of one or more segments. Third, segmentation is consistent with the marketing concept of satisfying customer wants and needs while meeting the organization’s objectives. Marketers use segmentation bases, or variables, which are characteristics of individuals, groups, or organizations, to divide a total market into segments. The choice of segmentation bases is crucial because an inappropriate segmentation strategy may lead to lost sales and missed profit opportunities. The key is to identify bases that will produce substantial, measurable, and accessible segments that exhibit different response patterns to marketing mixes. Markets can be segmented using a single variable, such as age group, or using several variables, such as age group, gender, and education. Although it is less precise, single-variable segmentation has the advantage of being simpler and easier to use than multiplevariable segmentation. The disadvantages of multiple-variable segmentation are that it is often To be useful, a segmentaharder to use than singletion scheme must produce variable segmentation; usable segments that meet four basic The current trend is secondary data are less likely criteria: to be available; and as the toward using more rather number of segmentation bases 1 Substantiality: A segment increases, the size of individual than fewer variables to must be large enough to warrant segments decreases. Neverdeveloping and maintaining a spesegment most markets. theless, the current trend is cial marketing mix. This criterion toward using more rather than does not necessarily mean that a fewer variables to segment segment must have many potential most markets. Multiple-variable segmentation is clearly customers. Marketers of custom-designed homes and business more precise than single-variable segmentation. buildings, commercial airplanes, and large computer systems typi98 PART 2 Analyzing Marketing Opportunities NEL LHM_ch07_96-111.qxp 4/13/09 11:55 AM Page 99 Consumer goods marketers commonly use one or more of the following characteristics to segment markets: geography, demographics, psychographics, benefits sought, and usage rate. Geographic Segmentation © 2008 JUPITERIMAGES CORPORATION Geographic segmentation refers to segmenting markets by region of a country or the world, market size, market density, or climate. Market density means the number of people within a unit of land, such as a census tract. Climate is commonly used for geographic segmentation because of its dramatic impact on residents’ needs and purchasing behaviour. Snowblowers, water and snow skis, clothing, and air-conditioning and heating systems are products with varying appeal, depending on climate. Not all Pizza Hut restaurants around the world serve the same pizza toppings that are commonly available in Canada. For example, Pizza Hut in Japan offers squid and other seafood toppings in order to meet the regional food preferences of its customers there. behaviour. Some common bases of demographic segmentation are age, gender, income, ethnic background, and family life cycle. geographic segmentation Age Segmentation demographic segmentation segmenting markets by region of a country or the world, market size, market density, or climate segmenting markets by Marketers use a variety of age, gender, income, terms to refer to different age ethnic background, and groups: newborns, infants, family life cycle preschoolers, young children, tweens, teens, young adults, baby boomers, Generation X, Generation Y, and seniors. Age segmentation can be an important tool, as a brief exploration of the market potential of several age segments illustrates. Through allowances, earnings, and gifts, children account for, and influence, a great deal of consumption. Tweens (ages 9–14), of which there are estimated to be around 2 million in Canada, have direct spending power of $1.7 billion and an influence over how their families spend another $20 billion.1 Tweens desire to Demographic Segmentation be kids, but also want some of the fun of being a Marketers often segment markets on the basis of teenager. Many retailers such as Old Navy and demographic information because it is widely available Abercrombie serve this market with clothing that is and often related to consumers’ buying and consuming similar in style to that worn by teenagers and young adults. The teenage market (ages 15–19) includes more than 2 million individuals2 and, like the tweens, accounts for substantial purchasing power, most of which it spends on clothing, entertainment, and food. Teens spend an average of 17 hours per week online and 14 hours watching television.3 Magazines specifically designed to appeal to teenage girls include Teen Vogue, Teen People, CosmoGIRL!, Elle Girl, and Seventeen.4 Clothing marketers such as Ralph Lauren, Guess, DKNY, Dior, Giorgio Armani, and Juicy Couture advertise heavily in these magazines.5 The baby boom generation, born between 1947 and 1965, makes up the largest age segment with 9.2 million people in the group, approximately 30 percent of the entire Canadian population.6 4 Reas Together, baby boomers and the to Go Rons older generation, seniors, form a egiona large and very lucrative market. l 1. To find Individuals 50 years old and older new wa ys to gen sales in are continuing to lead active, fully erate sluggish and inte competi involved lifestyles. Baby boomers nsely ti 2. Scann ve markets. represent tremendous current and er-based chec give reta future market potential for a wide ilers an a kout stations cc ment of range of products, including retirewhich bra urate assessnds sell their reg ment properties, health and wellness best in ion. 3. To ap products, automobiles with features peal to lo cal 4. To be designed for them, and other goods able to re preferences. act more to comp quickly and services you might not expect. Not etition. only are baby boomers often nostalgic and eager to continue their active lives, but they now can afford to buy top-of the-line models of products from their NEL CHAPTER 7 Segmenting and Targeting Markets 99 4/13/09 11:55 AM Page 100 © MIKE MERGEN/ ASSOCIATED PRESS LHM_ch07_96-111.qxp Avon, a brand associated with older generations, is >> attempting to break into a more youthful market with its Mark brand of beauty products. College and university students sell the brightly coloured makeup in funky packaging from the dorms. Gender Segmentation Marketers of products such as clothing, cosmetics, personal-care items, magazines, jewellery, and footwear commonly still segment markets by gender. Many marketers that traditionally focused almost exclusively on women have now recognized the importance and potential of the male segment. For example, males are increasingly involved in wedding planning, deciding on everything from the site, seating plans, and table decorations to the wedding cake and keepsakes 100 PART 2 Analyzing Marketing Opportunities © 2008 JUPITERIMAGES CORPORATION youth, North Vancouver– Tweens, those based A&W is bringing back between the ages Chubby Chicken to appeal to of 9 and 14, have a the baby boom generation.7 spending power of Seniors (ages 65 and over) $1.7 billion and are especially attracted to they influence how companies that build relationships through taking the time their families to get to know them and their spend another $20 preferences. Canadian senbillion.8 iors, who number 4.3 million, do not, however, think of themselves as old or as seniors despite their demands for traditional “senior” products. Mississauga-based Block Drug Company realized that today’s seniors are “healthier and perceive themselves to be younger” than any seniors before and launched a very different promotional campaign for its Polident brand of denture cleanser. Senior shoppers also prefer catalogue shopping over retail outlets because of their dissatisfaction with service at retail stores. Seniors are more likely than most to have the combination of free time, money, and good health that allows them to pursue leisure-time activities, especially education and travel.9 for guests. As men get more involved with their weddings, businesses such as engagement consultants, resorts, and spas are beginning to create special packages designed to attract men.10 Other brands that have traditionally been targeted to men, such as Gillette razors and Rogaine baldness remedy, are increasing their efforts to attract women and vice versa. Interactive Digital Software Association, a trade group, found that women are buying just as much game software as men. As a result, more game companies and websites are focusing their marketing efforts on girls and women.11 Conversely, several Internet sites provide guidance for grooms: the WeddingChannel.com’s groom-centric content includes proposal dos and don’ts.12 Income Segmentation Income is a popular demographic variable for segmenting markets because income level influences consumers’ wants and determines their buying power. Many markets are segmented by income, The average Canadian family income is $78,400 per year while average family spending is $66,857; of this, 20.4 percent is spent on shelter while 18.9 percent goes to transportation costs.13 Hot Pursuit In Search of Spending Treasure Hunt, a book by Michael Silverman, examines how income affects consumer behaviour. His conclusion is that income segmentation is increasingly difficult because of the trading-up and trading-down habits of American consumers. That is, Americans are willing to splurge on luxury items in some areas but look for rock-bottom prices in other categories. Trading up accounts for $535 million in annual consumer spending; trading down, for over $1 trillion per year.14 NEL 4/13/09 11:55 AM Page 101 including the markets for housing, clothing, automobiles, and food. For example, wholesale clubs Costco and Sam’s Club (now defunct) appeal to different income segments. Costco attracts more upscale customers with warehouse prices for gourmet foods and upscale brands like Waterford crystal, Raymond Weil watches, and Ralph Lauren clothing. Sam’s Club was originally focused more on members’ business needs, offering bulk packages of the kinds of items sold in Wal-Mart’s discount stores and supercentres. Ethnic Segmentation Canada is, culturally, a very diverse country and Canadian marketers are strongly aware of the multicultural makeup of the market. When considering the ethnic communities, marketers might first focus on French-Canadian and English-Canadian markets, which are the largest, but they will then consider the other ethnic populations. Many companies are segmenting their markets according to ethnicity, and a number of marketers are developing unique approaches to sizable segments such as the Asian community. For example, the Toronto Symphony Orchestra (TSO) discovered that Chinese families had higher levels of musical literacy than is average for North Americans. The TSO decided to develop a Chinese-language promotional campaign that included, among other things, season brochures in Chinese.15 Regardless of the segment being targeted, marketers need to stay educated about the consumer they are pursuing; convey a message that is relevant to each particular market; use the Internet as a vehicle to educate ethnic markets about brands and products; and use integrated marketing techniques to reinforce the message in various ways. Tracking ethnic communities is one of the most challenging, and most important, tasks of a multicultural marketer. Some companies have found that segmenting according to the main ethnicities is not precise enough because, for example, the Asian-Canadian family life segments comprise numerous cycle (FLC) other segments. The Asiana series of stages deterCanadian market is further mined by a combination divided into those of Chinese, of age, marital status, and the presence or South Asian, Southeast Asian, absence of children Korean, and Japanese origin. Alternatively, some companies have abandoned the notion that ethnic group youths require separate marketing mixes. Instead, they are focusing on “urban youth,” regardless of race or ethnicity, because larger cities are the places where trends typically start.17 Family Life-Cycle Segmentation The demographic factors of gender, age, and income often do not sufficiently explain why consumer buying behaviour varies. Frequently, consumption patterns among people of the same age and gender differ because they are in different stages of the family life cycle. The family life cycle (FLC) is a series of stages determined by a combination of age, marital status, and the presence or absence of children. Traditional families, that is, married couples with children under 24 years, constituted 34.6 percent of families according to 2006 census data. The average number of persons in a family has been falling over the years. In 1961, the average family included 3.9 people, a number that has fallen to 2.5 persons per household.18 Currently, household size seems to be stabilizing. Exhibit 7.1 illustrates numerous FLC patterns and shows how families’ needs, incomes, resources, and expenditures differ at each stage. The horizontal flow shows the traditional family life cycle. The lower part of the exhibit gives some of the characteristics and purchase patterns of families in each stage of the traditional life cycle. The exhibit also acknowledges that Questions to Ask . . . . . . When Segmenting by Heritage What are the general characteristics of your total target population (size, growth rate, and spending power)? Who exactly are they (demographics, psychographics, attitudes, values, beliefs, and motivations)? What are their behaviours, in terms of products, services, media, language, and so on? How are they different from the general market and each other, based on country of origin?16 These recommendations apply to all ethnic groups that are generally segmented on the basis of ancestry. NEL CHAPTER 7 Segmenting and Targeting Markets 101 © 2008 JUPITERIMAGES CORPORATION LHM_ch07_96-111.qxp LHM_ch07_96-111.qxp 4/13/09 11:55 AM Page 102 about half of all first marriages end in divorce. When young market segmentation marrieds move into the youngon the basis of persondivorced stage, their consumpality, motives, lifestyles, tion patterns often revert to and geodemographics categories those of the young-single stage of the cycle. About four out of five divorced persons remarry by middle age and reenter the traditional life cycle, as indicated by the “recycled flow” in the exhibit. Consumers are especially receptive to marketing efforts at certain points in the life cycle. Soon-to-bemarried couples are typically considered to be most receptive because they are making brand decisions about products that could last longer than their marpsychographic segmentation riages. Similarly, young parents are the target of companies promoting baby products, as these parents expect to have higher expenses. A thorough understanding of the FLC can help marketers design, develop, and successfully sell their products in the most competitive manner. Psychographic Segmentation Age, gender, income, ethnicity, family life-cycle stage, and other demographic variables are usually helpful in developing segmentation strategies, but often they don’t paint the entire picture. Demographics provides the skeleton, but psychographics adds meat to the Exhibit 7.1 Family Life Cycle Usual flow Middle-aged divorced without children Recycled flow Traditional flow Young divorced without children Young single Young single Few financial burdens Fashion opinion leaders Recreation oriented Buy: basic kitchen equipment, basic furniture, cars, equipment for mating game, vacations 102 Middle-aged married without children Young married with children Middle-aged married with children Middle-aged married without dependent children Young divorced with children Middle-aged divorced with children Middle-aged divorced without dependent children Young married without children Young married or divorced without children Better off financially than they will be in near future Highest purchase rate and highest average purchase of durables Buy: cars, refrigerators, stoves, sensible and durable furniture, vacations Young married or divorced with children Home purchasing at peak Liquid assets low Dissatisfied with financial position and amount of money saved Interested in new products Like advertised products Buy: washers, dryers, televisions, baby food, chest rubs, cough medicine, vitamins, dolls, wagons, sleds, skates PART 2 Analyzing Marketing Opportunities Middle-aged married or divorced with or without children Financial position still better More wives work Some children get jobs Hard to influence with advertising High average purchase of durables Buy: new and more tasteful furniture, auto travel, unnecessary appliances, boats Middle-aged married or divorced without children Home ownership at peak Most satisfied with financial position and money saved Interested in travel, recreation, self-education Give gifts and make contributions Not interested in new products Buy: vacations, luxuries, home improvements Older married Older married Drastic cut in income Keep home Buy: medical appliances, medical care, products that aid health, sleep, and digestion Older unmarried Older unmarried Drastic cut in income Special need for attention, affection, and security Buy: same medical and product needs as other retired group NEL 4/13/09 11:55 AM Page 103 bones. Psychographic segmentation is market segmentation on the basis of the following variables: • Personality: Personality reflects a person’s traits, attitudes, and habits. Porsche Cars North America Inc. understood well the demographics of the Porsche owner: a 40-something, male, university graduate earning over $100,000 per year. However, research discovered that this general demographic category actually included five personality types that more effectively segmented Porsche buyers. As a result, Porsche refined its marketing and the company’s sales rose by 48 percent.19 • Motives: Marketers of baby products and life insurance appeal to consumers’ emotional motives—namely, to care for their loved ones. Using appeals to economy, reliability, and dependability, carmakers like Subaru and Suzuki target customers with rational motives. • Lifestyles: Lifestyle segmentation divides people into groups according to the way they spend their time, the importance of the things around them, their beliefs, and socioeconomic characteristics such as income and education. • Geodemographics: Geodemographic segmentation clusters potential customers into neighbourhood lifestyle categories. It combines geographic, demographic, and lifestyle segmentations. Geodemographic segmentation helps marketers develop marketing programs tailored to prospective buyers who live in small geographic regions, such as neighbourhoods, or who have very specific lifestyle and demographic characteristics. geodemographic Psychographic variables segmentation can be used individually to segmenting potential segment markets or be comcustomers into neighbined with other variables to bourhood lifestyle provide more detailed benefit descriptions of market segsegmentation the process of grouping ments. One combination customers into market approach is the Claritas PRIZM segments according to Lifestyle software program the benefits they seek that divides North Americans from the product into 62 “clusters,” or consumer types, all with catchy names. The clusters combine basic demographic data such as age, ethnicity, and income with lifestyle information, such as magazine and sports preferences, taken from consumer surveys. For example, the “Kids and Cul-de-Sacs” group are upscale, suburban families with a median household income of $68,900 who tend to shop online and visit Disney theme parks. The “Bohemian Mix” cluster is professionals aged 22 to 44 with a median income of $38,500 who are likely to shop at the Gap and read Elle magazine. The program also predicts to which neighbourhoods across the country the clusters are likely to gravitate. Benefit Segmentation Benefit segmentation is the process of grouping customers into market segments according to the benefits they seek from the product. Most types of market 1Intuitive USED WITH PERMISSION FROM NISSAN CANADA INC. NISSAN.CA. PHOTOGRAPHER: MATT BARNES, WESTSIDE STUDIO This ad for Nissan’s Rogue targets consumers who live in the city and maintain urban lifestyles—a very specific geodemographic segment. All-Wheel Drive available on AWD models. 2Available on the S L AWD with Technology Pack age. The Niss an names, logos, product names, feature names, and slogans are trademarks owned by or licensed to Niss an Motor Co. Ltd. and/or its North American subsidiaries. LHM_ch07_96-111.qxp THE NISSAN ROGUE. TESTED FOR CITY LIVING. The award winning Small Urban Crossover with available intuitive All-Wheel Drive,1 exceptional fuel efficiency and XM™ Satellite Radio2 is ready for city living. To learn more about the Nissan Rogue visit nissan.ca NEL CHAPTER 7 Segmenting and Targeting Markets 103 LHM_ch07_96-111.qxp 4/13/09 11:55 AM Page 104 segmentation are based on the assumption that this varidividing a market by the able and customers’ needs are amount of product related. Benefit segmentation bought or consumed is different because it groups 80/20 principle potential customers on the a principle holding that basis of their needs or wants 20 percent of all customers generate 80 perrather than some other charcent of the demand acteristic, such as age or gender. Customer profiles can be developed by examining demographic information associated with people seeking certain benefits. This information can be used to match marketing strategies with selected target markets. The many different types of performance energy bars with various combinations of nutrients are aimed at consumers looking for different benefits. For example, PowerBar is designed for athletes looking for long-lasting fuel, while PowerBar Protein Plus is aimed at those who want extra protein for replenishing muscles after strength training. Carb Solutions High Protein Bars are for those on low-carb diets; Luna Bars are targeted to women who want a bar with fewer calories, soy protein, and calcium; and Clif Bars are for people who want a natural bar with ingredients like rolled oats, soybeans, and organic soy flour.20 usage-rate segmentation LO5 Bases for Segmenting Business Markets The business market consists of four broad segments: producers, resellers, government, and institutions (for a detailed discussion of the characteristics of these segments, see Chapter 6). Whether marketers focus on only one or on all four of these segments, they are likely to find diversity among potential customers. Thus, further market segmentation offers just as many benefits to business marketers as it does to consumer-product marketers. Company Characteristics Company characteristics, such as geographic location, type of company, company size, and product use, can be important segmentation variables. Some markets tend to be regional because buyers prefer to purchase from / IAN local suppliers, and disBOS Usage-Rate Segmentation PILI O.COM E V T A O tant suppliers may have © D CKPH O IST Usage-rate segmentation divides a market by the difficulty competing in amount of product bought or consumed. Categories terms of price and service. Therefore, firms that sell to vary with the product, but they are likely to include geographically concentrated industries benefit by some combination of the following: former users, locating close to their potential users, first-time markets. users, light or irregular users, Segmenting by customer 20 percent of all medium users, and heavy type allows business marusers. Segmenting by usage keters to tailor their marcustomers generate rate enables marketers to keting mixes to the unique focus their efforts on heavy 80 percent of the demand. needs of particular types of users or to develop multiple organizations or industries. marketing mixes aimed at difMany companies are finding ferent segments. Because heavy users often account this form of segmentation to be quite effective. For for a sizable portion of all product sales, some mar- example, Rona, one of the largest do-it-yourself retail keters focus on the heavy-user segment. Developing businesses in Canada, has targeted professional customers into heavy users is the goal behind many repair and remodelling contractors in addition to confrequency/loyalty programs. sumers. The 80/20 principle holds that 20 percent of all cusVolume of purchase (heavy, moderate, light) is a tomers generate 80 percent of the demand. Although commonly used basis for business segmentation. the percentages usually are not exact, the general idea Another is the buying organization’s size, which may often holds true. For example, in the fast-food affect its purchasing procedures, the types and quanindustry, the heavy user accounts for only one of five tities of products it needs, and its responses to diffast-food patrons but makes about 60 percent of all ferent marketing mixes. Many products, especially visits to fast-food restaurants. Thus, according to raw materials like steel, wood, and petroleum, have Statistics Canada, heavy users account for $9.36 billion diverse applications. How customers use a product of the $15.6 billion spent on fast food at Canada’s may influence the amount they buy, their buying cri25,000 fast-food restaurants.21 teria, and their selection of vendors. 104 PART 2 Analyzing Marketing Opportunities NEL LHM_ch07_96-111.qxp 4/13/09 11:55 AM Page 105 immediate need for customized doors. The purchasing strategies of buyers may provide useful segments. Two purchasing profiles that have been identified are satisficers and optimizers. Satisficers contact familiar suppliers and place the order with the first one to satisfy product and delivery requirements. Optimizers consider Buying Processes Many business marketers find it helpful to segment customers and prospective customers on the basis of how they buy. For example, companies can segment some business markets by ranking key purchasing criteria, such as price, quality, technical support, and service. Atlas Corporation developed a commanding position in the industrial door market by providing customized products in just 4 weeks, which was much faster than the industry average of 12 to 15 weeks. Atlas’s primary market is companies with an satisficers business customers who place an order with the first familiar supplier to satisfy product and delivery requirements optimizers business customers who consider numerous suppliers, both familiar and unfamiliar, solicit bids, and study all proposals carefully before selecting one 1. SELECT A MARKET OR PRODUCT CATEGORY FOR STUDY: Define the overall market or product category to be studied. It may be a market in which the firm already competes, a new but related market or product category, or a totally new one. 2. CHOOSE A BASIS OR BASES FOR SEGMENTING THE MARKET: This step requires managerial insight, creativity, and market knowledge.There are no scientific procedures for selecting segmentation variables. However, a successful segmentation scheme must produce segments that meet the four basic criteria discussed earlier in this chapter. 3. SELECT SEGMENTATION DESCRIPTORS: After choosing one or more bases, the marketer must select the segmentation descriptors. Descriptors identify the specific segmentation variables to use. For example, a company that selects usage segmentation needs to decide whether to go after heavy users, nonusers, or light users. 4. PROFILE AND ANALYZE SEGMENTS: The profile should include the segments’ size, expected growth, purchase frequency, current brand usage, brand loyalty, and long-term sales and profit potential.This information can then be used to rank potential market segments by profit opportunity, risk, consistency with organizational mission and objectives, and other factors important to the firm. 5. SELECT TARGET MARKETS: Selecting target markets is not a part of but a natural outcome of the segmentation process. It is a major decision that influences and often directly determines the firm’s marketing mix. This topic is examined in greater detail later in this chapter. 6. DESIGN, IMPLEMENT, AND MAINTAIN APPROPRIATE MARKETING MIXES: The marketing mix has been described as product, place (distribution), promotion, and pricing strategies intended to bring about mutually satisfying exchange relationships with target markets. Chapters 9 through 18 explore these topics in detail. © MICHAEL K. MCCANN/FIRST LIGHT Six Steps to a Segment Tourism Vancouver uses all of these steps to keep the city a top destination for convention and meeting planners and tourists alike. NEL CHAPTER 7 Segmenting and Targeting Markets 105 LHM_ch07_96-111.qxp 4/13/09 11:55 AM Page 106 numerous suppliers (both familiar and unfamiliar), solicit bids, and study all proposals carefully before selecting one. The personal characteristics of the buyers themselves (their demographic characteristics, decision style, tolerance for risk, confidence level, job responsibilities, etc.) influence undifferentiated their buying behaviour and targeting strategy thus offer a viable basis for a marketing approach that views the market segmenting some business as one big market with markets. IBM computer buyers, no individual segments for example, are sometimes and thus uses a single characterized as being more marketing mix risk averse than buyers of less expensive computers that perform essentially the same functions. In advertising, therefore, IBM stressed its reputation for high quality and reliability. target market a group of people or organizations for which an organization designs, implements, and maintains a marketing mix intended to meet the needs of that group, resulting in mutually satisfying exchanges LO6 Steps in Segmenting a Market The purpose of market segmentation, in both consumer and business markets, is to identify marketing opportunities. Markets are dynamic, so it is important that companies proactively monitor their segmentation strategies over time. Often, once customers or prospects have been assigned to a segment, marketers think their task is done. Once customers are assigned to an age segment, for example, they stay there until they reach the next age bracket or category, which could be 10 years in the future. Thus, the segmentation classifications are static, but the customers and prospects are changing. behaviours. Tesco has become number one in food store sales in the United Kingdom primarily by knowing more about its customers than its competitors do.22 LO7 Strategies for Selecting Target Markets So far this chapter has focused on the market segmentation process, which is only the first step in deciding whom to approach about buying a product. The next task is to choose one or more target markets. A target market is a group of people or organizations for which an organization designs, implements, and maintains a marketing mix intended to meet the needs of that group, resulting in mutually satisfying exchanges. Because most markets will include customers with different characteristics, lifestyles, backgrounds, and income levels, it is unlikely that a single marketing mix will attract all segments of the market. Thus, if a marketer wishes to appeal to more than one segment of the market, it must develop different marketing mixes. For example, Sunlight Saunas makes saunas that retail at various prices between $1,695 and $5,595. The company segments its customer base into luxury and health markets based on data it gathers from visits to its website and conversations with potential customers. The same saunas appeal to both market segments, but the different groups require different marketing messages. There are three general strategies for selecting target markets— undifferentiated, concentrated, and multisegment targeting. Exhibit 7.2 illustrates the advantages and disadvantages of each targeting strategy. Dynamic segmentation approaches adjust to fit the changes that occur in customers’ lives. Tesco, a British super- Exhibit 7.2 market company, has a frequent Advantages and Disadvantages of Target Marketing Strategies shopper card that gathers data Targeting on the purchases of 7 million Strategy Advantages customers on every shopping occasion. Using these data, Tesco Undifferentiated • Potential savings on production/ Targeting marketing costs can reclassify every customer every week. Some customers move to different segments and Concentrated • Concentration of resources some don’t, but all are evaluated, Targeting • Can better meet the needs of a narrowly allowing the company to underdefined segment stand changes in customer • Allows some small firms to better compete behaviour on a real-time, with larger firms • Strong positioning ongoing basis. Based on these changes, Tesco can continuously Multisegment • Greater financial success update its marketing programs Targeting • Economies of scale in producing/marketing to accommodate customers’ 106 PART 2 Analyzing Marketing Opportunities Disadvantages • Unimaginative product offerings • Company more susceptible to competition • Segments too small, or changing • Large competitors may more effectively market to niche segment • High costs • Cannibalization NEL LHM_ch07_96-111.qxp 4/13/09 11:55 AM Page 107 PR NEWSWIRE/ASSOCIATED PRESS Undifferentiated Targeting A firm using an undifferentiated targeting strategy essentially adopts a mass-market philosophy, viewing the market as one big market with no individual segments. The firm uses one marketing mix for the entire market. A firm that adopts an undifferentiated targeting strategy assumes that individual customers have similar needs that can be met with a common marketing mix. As such, marketers of commodity products, such as flour and sugar, are likely to use an undifferentiated targeting strategy. The first firm in an industry sometimes uses an undifferentiated targeting strategy. With no competition, the firm may not need to tailor marketing mixes to the preferences of market segments. At one time, Coca-Cola used this strategy with a single product and a single size of its familiar green bottle. Undifferentiated marketing allows companies to save on production and marketing and achieve economies of mass production. Also, marketing costs may be lower when there is only one product to promote and a single channel of distribution. Too often, however, an undifferentiated strategy emerges by default rather than by design, reflecting a failure to consider the advantages of a segmented approach. The result is often sterile, unimaginative product offerings that have little appeal to anyone. Another problem associated with undifferentiated targeting is that it makes the company more susceptible to competitive inroads. Coca-Cola forfeited its position as the leading seller of cola drinks in supermarkets to Pepsi-Cola in the late 1950s, when Pepsi began offering several sizes of containers. Undifferentiated marketing can succeed. A small grocery store in a small, isolated town may define all of the people that live in the town as its target market. It may offer one marketing mix and generally satisfy everyone in town. This strategy is not likely to be as effective if there are three or four grocery stores in town. Concentrated Targeting Starbucks became successful focusing on the niche of gourmet coffee drinkers. NEL With a concentrated targeting strategy, a firm selects a market niche (one segment of a market) for targeting its marketing efforts. Because the firm is appealing to a single seg- concentrated ment, it can concentrate on targeting strategy understanding the needs, a strategy used to select motives, and satisfactions of one segment of a that segment’s members and on market for targeting marketing efforts developing and maintaining a highly specialized marketing niche one segment of a market mix. Some firms find that concentrating resources and multisegment targeting strategy meeting the needs of a narrowly a strategy that chooses defined market segment is more two or more well-defined profitable than spreading market segments and resources over several different develops a distinct marsegments. keting mix for each Small firms often adopt a concentrated targeting strategy to compete effectively with much larger firms. Fatburger, which recently opened stores in Vancouver and Calgary, describes itself as “the last great hamburger stand.”23 Similarly, Starbucks became successful by focusing on customers who wanted gourmet coffee products. Concentrated targeting violates the old adage “Don’t put all your eggs in one basket.” If the chosen segment is too small or if it shrinks because of environmental changes, the firm may suffer negative consequences. A concentrated strategy can also be disastrous for a firm that is not successful in its narrowly defined target market. Before Procter & Gamble introduced Head and Shoulders shampoo, several small firms were already selling antidandruff shampoos. Head and Shoulders was introduced with a large promotional campaign, and the new brand captured over half the market immediately. Within a year, several of the firms that had been concentrating on this market segment went out of business. Multisegment Targeting A firm that chooses to serve two or more well-defined market segments and develops a distinct marketing mix for each has a multisegment targeting strategy. Maple Leaf Foods offers many different kinds of bacon, such as regular and salt-reduced bacon. For convenience-seeking consumers, the company has developed Ready Crisp microwaveable bacon. For healthconscious segments it has turkey- and chicken bacon. Cosmetics companies, on the other hand, seek to increase sales and market share by targeting multiple age and ethnic groups. Maybelline and CoverGirl, for example, market different lines catering to tween girls, teenage women, young adult women, older women, and visible minority women. Multisegment targeting is used for stores and shopping formats, not just for brands. Marketers at Best Buy have identified five customer segments, which they have personalized by naming: “Jill,” a busy suburban mom; “Buzz,” a focused, active younger male; “Ray,” a family man who likes his technology practical; “BB4B” (Best Buy for Business), a small-business employer; and CHAPTER 7 Segmenting and Targeting Markets 107 4/13/09 11:55 AM Page 108 “Barry,” an affluent professional male who’s likely to drop tens of thousands of dollars on a home theatre system. Multisegment targeting offers many potential benefits one-to-one to firms, including greater marketing an individualized marsales volume, higher profits, keting method that utilarger market share, and lizes customer economies of scale in manuinformation to build facturing and marketing. Yet long-term, personalized, it may also involve greater and profitable relationships with each product design, production, customer promotion, inventory, marketing research, and management costs. Before deciding to use this strategy, firms should compare the benefits and costs of multisegment targeting to those of undifferentiated and concentrated targeting. Another potential cost of multisegment targeting is cannibalization, which occurs when sales of a new product cut into sales of a firm’s existing products. In many cases, however, companies prefer to steal sales from their own brands rather than lose sales to a competitor. Marketers may also be willing to cannibalize existing business to build new business. cannibalization a situation that occurs when sales of a new product cut into sales of a firm’s existing products “ LO8 One-to-One Marketing Most businesses today use a mass-marketing approach designed to increase market share by selling their products to the greatest number of people. For many businesses, however, it is more efficient and profitable to use one-to-one marketing to increase share of customer—in other words, to sell more products to each customer. One-to-one marketing is an individualized marketing method that utilizes customer information to build long-term, personalized, and profitable relationships with each customer. The goal is to reduce costs through customer retention and increase revenue through customer loyalty. One of the best-known examples of one-to-one marketing is Dell, which lets each buyer customize the computer they want to order. The difference between one-to-one marketing and the traditional mass marketing approach can be compared to shooting a rifle and a shotgun. If you have good aim, a rifle is the more efficient weapon to use. A shotgun, on the other hand, increases your odds of hitting the target when it is more difficult to focus. Instead of scattering messages far and wide across the spectrum of mass media (the shotgun approach), one-to-one marketers look for opportunities to communicate with each individual customer (the rifle approach). Anya One-to-one marketers look for opportunities to communicate with each individual customer. Jill ” { } Standard Tissue © 2008 JUPITERIMAGES CORPORATION You might think a firm producing a standard product like toilet tissue would adopt an undifferentiated strategy. However, this market has industrial segments and consumer segments. Industrial buyers want an economical, single-ply product sold in boxes of a hundred rolls. The consumer market demands a more versatile product in smaller quantities. Within the consumer market, the product is differentiated with designer print or no print, cushioned or noncushioned, scented or unscented, economy priced or luxury priced, and single, double, or triple roll. Fort Howard Corporation, the market share leader in industrial toilet paper, does not even sell to the consumer market. 108 PART 2 Analyzing Marketing Opportunities NEL © STOCKBYTE/GETTY IMAGES LHM_ch07_96-111.qxp LHM_ch07_96-111.qxp 4/13/09 11:55 AM Page 109 © REUTERS/CORBIS Hindmarch, one of Britain’s leading handbag and accessory designers, invites her customers to participate in the creation of their handbags by providing a personal photograph that she then expertly transposes onto one of her beautifully designed bags. Customers may also participate in the design process in other ways to create a unique, customer-designed handbag.24 Several factors suggest that personalized communications and product customization will continue to expand as more and more companies understand why and how their customers make and execute purchase decisions. At least four trends will lead to the continuing growth of one-to-one marketing. Personalization: The one-size-fits-all marketing of yesteryear no longer fits. Consumers do not want to be treated like the masses. Instead, they want to be treated as the individuals they are, with their own unique sets of needs and wants. By its personalized nature, one-to-one marketing can fulfill this desire. Time savings: Consumers will have little or no time to spend shopping and making purchase decisions. With the personal and targeted nature of one-to-one marketing, consumers can spend less time making purchase decisions and more time doing the things that are important. Loyalty: Consumers will be loyal only to those companies and brands that have earned their loyalty and reinforced it at every purchase occasion. One-to-one marketing techniques focus on finding a firm’s best customers, rewarding them for their loyalty, and thanking them for their business. Technology: Advances in marketing research and database technology will allow marketers to collect detailed information on their customers, not just the approximation offered by demographics but the specific names and addresses. Mass-media approaches will decline in importance as new technology offers one-toone marketers a more cost-effective way to reach customers and enables businesses to personalize their messages to customers. With the help of database technology, one-to-one marketers can track their customers as individuals, even if they number in the millions. One-to-one marketing is a huge commitment and often requires a 180-degree turnaround for marketers who spent the last half of the twentieth century developing and implementing mass-marketing efforts. Although mass marketing will probably continue to be used, especially to create brand awareness or to remind consumers of a product, the advantages of one-to-one marketing cannot be ignored. LO9 Positioning The development of any marketing mix depends on positioning, a process that influences Levi Strauss has a shrink tub in its San Francisco megastore so that customers can shrink their jeans to fit. NEL CHAPTER 7 Segmenting and Targeting Markets 109 LHM_ch07_96-111.qxp 4/13/09 positioning developing a specific marketing mix to influence potential customers’ overall perception of a brand, product line, or organization in general position the place a product, brand, or group of products occupies in consumers’ minds relative to competing offerings product differentiation a positioning strategy that some firms use to distinguish their products from those of competitors 11:55 AM Page 110 potential customers’ overall perception of a brand, product line, or organization in general. Position is the place a product, brand, or group of products occupies in consumers’ minds relative to competing offerings. Consumer goods marketers are particularly concerned with positioning. Procter & Gamble, for example, markets 11 different laundry detergents, each with a unique position. Some firms, instead of using product differentiation, position their products as being similar to competing products or brands. Artificial sweeteners advertised as tasting like sugar, or margarine tasting like butter, are two examples. Ch o ose a p o s it io n w h e re m a r k e t ing e f f o rt s w il l ha g re ate s t im ve p ac t. Perceptual Mapping Perceptual mapping is a means of displaying or graphing, in two or more dimensions, the location of products, brands, or groups of products in customers’ minds. For example, after several years of decreasing market share and the perception of teenagers that Levi’s were not “cool,” Levi Strauss developed a number of youth-oriented fashions, as well as apparel appealing to adults by extending the Dockers and Slates casual-pants brands to include styles ranging from oddly cut jeans to nylon pants that unzip into shorts. The perceptual map in Exhibit 7.3 shows Levi’s dozens of brands and subbrands, from cheap basics to high-priced fashion. Positioning assumes that consumers compare products perceptual on the basis of important feamapping tures. Marketing efforts that a means of displaying or graphing, in two or emphasize irrelevant features more dimensions, the are therefore likely to misfire. location of products, For example, Crystal Pepsi and brands, or groups of a clear version of Coca-Cola’s products in customers’ Tab failed because consumers minds perceived the “clear” positioning as more of a marketing Positioning Bases gimmick than a benefit. Effective positioning requires assessing the posiFirms use a variety of bases for positioning, including tions occupied by competing products, determining the the following: important dimensions underlying these positions, and choosing a position in the market where the organization’s marketing efforts will Exhibit 7.3 have the greatest impact. For example, Perceptual Map and Positioning Strategy for Levi Strauss Products Toyota Canada presents a philosophy of Positioning Bases “make things better” and positions itself High price as environmentally friendly. With this Vintage $125+ positioning, Toyota is using product differentiation to create the perception that their product has very real advantages Dockers Red Line for the target market. Equipment $100 for Legs As the previous example illustrates, Positions $100+ product differentiation is a positioning Sta-Prest strategy that many firms use to distin$75 Dockers K-1 $65 Slates guish their products from those of com$65 Red Tab Elesco Slates Collection petitors. The distinctions can be either $60 $60 real or perceived. Companies can Dockers develop products that offer very real Red Tab Dry Goods Silver Tab Premium $45 $45 $50 advantages for the target market. Classic Designer However, many everyday products, such 501 $35 as bleach, Aspirin, unleaded regular L2 Red Tab Dockers gasoline, and some soaps, are differenti$30 Basics Classic ated by such trivial means as brand $30 $30 names, packaging, colour, smell, or Old product “secret” additives. The marketer Low New product attempts to convince consumers that a price New product, particular brand is distinctive and that Europe only they should demand it over competing SOURCE: Nina Munk, “How Levi’s Trashed a Great American Brand,” Fortune, April 12, 1999, p. 84. brands. 110 PART 2 Analyzing Marketing Opportunities NEL LHM_ch07_96-111.qxp 4/13/09 11:55 AM Page 111 • Attribute: A product is associated with an attribute, product feature, or customer benefit. Rockport shoes are positioned as an always-comfortable brand that is available in a range of styles from working shoes to dress shoes. • Price and quality: This positioning base may stress high price as a signal of quality or emphasize low price as an indication of value. Denmark-based Lego uses a high-price strategy for its toy building blocks, whereas Montreal-based Mega Bloks uses a low price strategy.25 Similarly, Wal-Mart has successfully followed the low-price and value strategy. The mass merchandiser Target has developed an interesting position based on price and quality. It is an “upscale discounter,” sticking to low prices but offering higher quality and design than most discount chains. • Use or application: Stressing uses or applications can be an effective means of positioning a product with buyers. Snapple introduced a new drink called “Snapple a Day” that is intended for use as a meal replacement. • Product user: This positioning base focuses on a personality or type of user. Zale Corporation has several jewellery store concepts, each positioned to a different user. The Zale stores cater to middle-of-the-road consumers with traditional styles. Its Gordon’s stores appeal to a slightly older clientele with a contemporary look, whereas People’s Jewellers targets a wider market segment. • Product class: The objective here is to position the product as being associated with a particular category of products, for example, positioning a margarine brand with butter. Alternatively, products can be disassociated with a category. • Competitor: Positioning against competitors is part of any positioning strategy. The Avis rental car positioning as number two exemplifies positioning against specific competitors. • Emotion: Positioning using emotion focuses on how the product makes customers feel. A number of companies use this approach. For example, Nike’s “Just Do It” campaign didn’t tell consumers what “it” is, but most got the emotional message of achievement and courage. It is not unusual for a marketer to use more than one of these bases. A print ad in the “Got Milk?” campaign featuring Joan Lunden sporting a milk moustache read as follows: Most people think I must drink at least 10 cups of coffee to be so perky in the morning. But the truth is, I like skim milk first thing. It has all the same nutrients as whole milk without all the fat. And, besides, my husband got the coffee maker. Percentage of customers responsible for 80 percent of a company’s demand > 20% < Value of consumer $1 spending related to trillion trading down NEL This ad reflects the following positioning bases: changing consumers’ perceptions of a brand in relation to competing brands • Product attribute/benefit: The “same nutrients as whole milk without all the fat” describes a product attribute, and that skim milk makes her “perky” is a benefit. • Use or application: Lunden drinks milk first thing in the morning. • Product user: The use of Lunden, a successful, independent woman, shows that milk is not just for kids. • Product class (disassociation): The ad differentiates skim milk from whole milk, showing that skim milk is healthier. • Competitor (indirect): She drinks milk instead of coffee. • Emotion: The ad conveys an upbeat, contemporary attitude.26 Repositioning Sometimes products or companies are repositioned in order to sustain growth in slow markets or to correct positioning mistakes. Repositioning is changing consumers’ perceptions of a brand in relation to competing brands. Recently, Scott Paper had to change the name of its Cottonelle brand of toilet tissues to Cashmere brand because the company was losing its licence on the Cottonelle brand name. The new name, Cashmere, was developed from a marketing study of women who were asked, “What is softer than cotton?” The most common response was “cashmere.” This is the most demanding repositioning that a company can undertake. Scott Paper developed a multimedia campaign involving TV ads, radio ads, magazines, and point-of-purchase materials. TV advertising was the leading communication device. One ad begins by showing a bathroom with a 1970s motif. A woman wearing bell-bottoms enters the bathroom and puts a clearly marked package of Cottonelle in a cabinet. Fast-forward, and a woman wearing 1980sstyle pants enters and does the same thing. Fast-forward again to a modern-day bathroom with a woman dressed in contemporary fashion entering the bathroom, but this time with a package clearly marked “Cashmere.” As she puts the Cashmere in the cabinet, the announcer’s voice says, “We’ve changed Cottonelle over the years. Now we are giving it a softer name. Cottonelle is changing its name to Cashmere.”27 Number of steps in segmenting a market > 17 repositioning 6 < Average number of hours a teen spends online each week Number of supermarkets that go out of business for each Wal-Mart supercentre built > 11 2 < Number of laundry detergents marketed by Procter & Gamble, each targeted to a different segment CHAPTER 7 Segmenting and Targeting Markets 111