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Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,customersegmentation.PPT,*,bc,Copyright 1998 Bain & Company, Inc.,Customer Segmentation,BOS,Author: Laird Reed,Contributors: Barbara Bilodeau,Dorie Krawiec,bc,Segmentation,Customer,March 1998,Copyright 1998 Bain & Company, Inc.,1,customersegmentation.PPT,The customer segmentation concept,Applications,Customer segmentation steps,segment customers,choose target segments,create value propositions for target segments,determine profit potential of serving target segments with value propositions,Examples,needs-based,behavioral,Key takeaways,Agenda,2,customersegmentation.PPT,The customer segmentation concept,Applications,Customer segmentation steps,segment customers,choose target segments,create value propositions for target segments,determine profit potential of serving target segments with value propositions,Examples,needs-based,behavioral,Key takeaways,Agenda,3,customersegmentation.PPT,Competitors,Customer Segmentation,Purchase Criteria Rating (Importance Analysis),Company Positioning (Effectiveness Analysis),Attractiveness Analysis,Value Proposition Development,Customer Retention and Loyalty,Customer Acquisition,Customers,To identify cost reduction opportunities,Customer segmentation is an important tool for customer analysis.,Cost,Capabilities,Strategic Purpose:,Tools:,To identify revenue and profit maximizing strategies,To achieve differentiation and to preempt competitors moves,To determine the strategies that fit best with a companys core competencies,Context,4,customersegmentation.PPT,*,In some cases, there will be only one target segment,Customer 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 segments needs.,Each customer segment describes a homogeneous group of customers,Segment customers(existing and potential),Choose target segments*,Create value propositionfor each target segment,Determine profit potential,Target segments are the most attractive customer segments for a given company to focus on,A value proposition is the combination of product, service, and delivery offered to the customer,The potential profit from serving the target segments with proposed value propositions must be determined,The Process,5,customersegmentation.PPT,Customer segmentation is valuable because all customers are not created equal.,Each customer segment has a unique set of needs and requires its own value proposition,The profit potential differs by customer segment,Customer segmentation helps companies focus scarce resources where they can be most leveraged,Why Do Customer Segmentation?,6,customersegmentation.PPT,The customer segmentation concept,Applications,Customer segmentation steps,segment customers,choose target segments,create value propositions for target segments,determine profit potential of serving target segments with value propositions,Examples,needs-based,behavioral,Key takeaways,Agenda,7,customersegmentation.PPT,Customer segmentation is useful for both customer retention and customer acquisition.,Segment customers,Choose target segments,Create value proposition for each target segment,Retain target customers,Acquire target customers,Retention and Acquisition,8,customersegmentation.PPT,Bain caseteams have used customer segmentation to:,Identify gaps or redundancies in the product portfolio,Screen out unacceptable new products,Choose product features,Determine product pricing,Establish appropriate service options,Determine optimal distribution strategy,Advise on advertising strategy,Applications (1 of 2),9,customersegmentation.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 cosmetics 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 segmentation work has brought significant results for many clients. Examples of Bains work include:,Applications (2 of 2),10,customersegmentation.PPT,The customer segmentation concept,Applications,Customer segmentation steps,segment customers,choose target segments,create value propositions for target segments,determine profit potential of serving target segments with value propositions,Examples,needs-based,behavioral,Key takeaways,Agenda,11,customersegmentation.PPT,Choose segmentation method (needs-based, behavioral, or demographic) based on underlying issues,Process:,Tips:,Choose target segments based on attractiveness 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 the target segments,Segments should be,meaningful,MECE (only one segment per customer),measurable,substantial,actionable,Attractiveness 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 competencies as well as regulatory factors,Each value proposition should address:,product,service,distribution,Profit 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 proposition for each target segment,Determine profit potential,*,In some cases, there will be only one target segment,Customer Segmentation Steps,12,customersegmentation.PPT,The customer segmentation concept,Applications,Customer segmentation steps,segment customers,choose target segments,create value propositions for target segments,determine profit potential of serving target segments with value propositions,Examples,needs-based,behavioral,Key takeaways,Agenda,13,customersegmentation.PPT,Customer needs (e.g., preferences for low price vs. high service),psycho-graphics,attitudes,Needs-based,Behavioral,Demographic,Type of data used to segment:,Examples:,Value high service over low price,Value low price over high convenience,Value brand name over low price,Buy on sale only vs. at full price,Behaviors (e.g., purchasing patterns, usage patterns),Use ATM vs. use branch,Shop weekly vs. monthly for groceries,Drink coffee vs. do not drink coffee,Demographics (e.g., age, income, home ownership),Young vs. old,High income vs. low income,Home owners vs. renters,There are three main types of segmentation:,Segmentation Methods,14,customersegmentation.PPT,Primary research necessary,Needs-based,Behavioral,Demographic,Segmentation process:,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 database,Moderate (shows correlation, not causation),Descriptive, not actionable (describes purchasing behavior, but does not address drivers or purchase),No primary research necessary,Demographic data sometimes readily available from client,Low (occasionally shows correlation, never causation),Descriptive, not actionable (describes customers but does not address drivers of purchase),Needs-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 Methods,15,customersegmentation.PPT,Make a complete list of potential customer and non-customer needs,focus groups or a small number of unprompted customer interviews,brainstorming,previous client work or Bain research,Create a needs list,Collect data,Conduct Factor/Cluster,analysis to determine statistical segments,Steps:,Ask a representative sample of customers and non-customers a battery of questions designed to gauge their needs concerning a product/service,Customers and non-customers are placed into segments based on their responses to the key variables that drive purchase behavior,Defining customer groups in a needs-based segmentation begins with identifying the likely customer and non-customer needs.,Needs-Based Segmentation,16,customersegmentation.PPT,The Bain Research and Data Analysis Group in Boston should be contacted when running a needs-based segmentation to ensure proper, statistically valid analysis,These tools could generate a number of statistically valid answers. In that case, the segmentation options must then be screened using business judgement.,Factor Analysis and Cluster Analysis are statistical tools used to determine appropriate needs-based customer segments.,Factor/Cluster Analysis,17,customersegmentation.PPT,There are two methodologies for segmenting a database of behavioral or demographic information.,CHAID - an analytical tool that uses the Chi-Square statistic to find the drivers of a dependent variable,80/20,Process:,Statistical validity:,Drawbacks:,Divide customers according to their profitability,Hypothesize as to the variables that drive profitability. Combine variables to create segments.,Low,Iterative, manual process,Requires solid intuition,Risks leaving out important variables,Does not address causation,Choose 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 CHAID,High,Process requires contacting the Bain Research and Data Analysis Group in Boston for software/ statistical expertise in conducting CHAID analysis,Behavioral and Demographic Segmentation,18,customersegmentation.PPT,CHAID analysis determines and ranks all of the statistically significant drivers of a chosen dependent variable (e.g., profit, retention, productivity),Specifically, it groups independent variables into subgroups,independent variables are categorized according to their statistical significance (e.g., store location, age),CHAID identifies interactions/effects between variables,CHAID yields subgroups which are statistically significant and MECE,CHAID is a statistically robust method used to segment a demographic or behavioral database.,CHAID,19,customersegmentation.PPT,Meaningful - there should be enough differentiation among segments such that each segments seems unique,MECE - each customer should belong to one, and only one, segment,Measurable - clearly defined with a market share that can be quantified,Substantial - there should be enough volume in a segment to merit analysis,Actionable - we should be able to design a value proposition for each segment,Regardless of the type of segmentation used, the customer groups determined by the segmentation process must have the following characteristics:,Segmentation Requirements,20,customersegmentation.PPT,The customer segmentation concept,Applications,Customer segmentation steps,segment customers,choose target segments,create value propositions for target segments,determine profit potential of serving target segments with value propositions,Examples,needs-based,behavioral,Key takeaways,Agenda,21,customersegmentation.PPT,Note: In some cases, there will be only one target segment,The target segments should be chosen based on their attractiveness to a given company and that companys ability to serve the target segments in a differentiated way.,Attractiveness(profit potential),Ability to serve in a differentiated way,Revenue potential,Cost to serve,Clients core capabilities vs. competitors,External factors,Size,Growth potential,Buyer power,Product requirements,Price sensitivity,Advertising requirements,Channel preference,Service requirements,Strategic objectives,Ability to leverage:,technology,costs,skills,existing resources,Existing market perceptions,Existing base in segment,Legal restrictions,Regulatory requirements,Target Segment Selection,22,customersegmentation.PPT,Develop Capabilities to Serve this Segment,Target this Segment,Avoid this Segment,Adjust Value Proposition to Improve Attractiveness of this Segment,Low,Low,High,High,Ability to Serve Segment in a Differentiated Way(Lever = Capabilities),Segment Attractiveness (Lever = Value Proposition),Target Segment Selection Matrix,23,customersegmentation.PPT,The customer segmentation concept,Applications,Customer segmentation steps,segment customers,choose target segments,create value propositions for target segments,determine profit potential of serving target segments with value propositions,Examples,needs-based,behavioral,Key takeaways,Agenda,24,customersegmentation.PPT,Features,Price,Quality,Brand,Positioning,Promotion/advertising,Product,Service,Distribution,Before sale,During sale,After sale,Delivery channels,Speed,After customers have been segmented and the most attractive segments have been chosen, a customized value proposition 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 segments,Value Proposition Development,25,customersegmentation.PPT,The customer segmentation concept,Applications,Customer segmentation steps,segment customers,choose target segments,create value propositions for target segments,determine profit potential of serving target segments with value propositions,Examples,needs-based,behavioral,Key takeaways,Agenda,26,customersegmentation.PPT,Once the value propositions have been established, the potential profit to be gained from providing them to the target segments should be quantified.,Determine profit potential,Calculate revenue increase,Calculate cost to serve,Current customers,New customers,Current customers,New customers,Profit Potential Quantification,27,customersegmentation.PPT,The customer segmentation concept,Applications,Customer segmentation steps,segment customers,choose target segments,create value propositions for target segments,determine profit potential of serving target segments with value propositions,Examples,needs-based,behavioral,Key takeaways,Agenda,28,customersegmentation.PPT,*,Disguised client case,Smiths 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 made,Customers were asked 20 questions to record their needs,Factor/Cluster analysis was used to determine the segments,Segment size and revenue potential were calculated,An expansion market was chosen and the merchandise strategy was adjusted based on the segmentation results,Smiths Fashion Center* - Process,29,customersegmentation.PPT,A five segment solution was chosen from the Factor/Cluster analysis.,Female apparel shoppers,Bargains,Utility,Fashion,Primary motivation:,Bargains,Efficiency/service,Fun,(love to shop),Secondary motivation:,High quality bargains,Service,Fashion,Bargains,Not motivated by:,Fashion,“,Fashion Forward Shopping Lover”,Segment name:,“,Fashion Value”,“,Fashion,on a Shoestring”,“,Unfashionable Bargain Lover”,“,Rich but Unfashionable”,$950,$750,$1,400,Average spending per year:,$850,$1,350,Smiths Fashion Center - Segments,30,customersegmentation.PPT,Smith determined that its target segments were “Fashion Value” and “Fashion on a Shoestring”.,*,In this case, spending was a good proxy for profit,Ability to serve in a differentiated way,Smiths Fashion Center - Current Customers,31,customersegmentation.PPT,Chosen Expansion City,Smith chose an expansion city with a high mix of its target segments.,Smiths Fashion Center - Expansion City Customers,32,customersegmentation.PPT,Importance of Accessories,Merchandise Quality,Based on the needs of the target segments, the merchandise strategy was adjusted to include accessories and more low quality brands.,Smiths Fashion Center - Merchandising Strategy,33,customersegmentation.PPT,The customer segmentation concept,Applications,Customer segmentation steps,segment customers,choose target segments,create value propositions for target segments,determine profit potential of serving target segments with value propositions,Examples,needs-based,behavioral,Key takeaways,Agenda,34,customersegmentation.PPT,*,Disguised client case,Situation:,Complication:,Question:,Hypothesis:,The client, Highland Hotels, has high margins and is one of the five largest hotel/conference center chains in Europe,The market is coming to the end of a period of rapid growth and Highlands relative cost position is worse than its competitors,How can Highland preserve 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 margins,Bain used customer segmentation to determine the target segments for Highland Hotels and to create value propositions for those target segments.,Highland Hotels* - Background,35,customersegmentation.PPT,Bain conducted an 80/20 behavioral/demographic segmentation for Highland Hotels.,High profit customers were segmented based on their behavioral and demographic characteristics,A target segment was chosen based on its attractiveness and Highlands ability to serve it,Customers were divided into groups based on their profitability,The behavioral and demographic drivers of profitability were determined,A value proposition was created for the target segment,Highland Hotels - Process,36,customersegmentation.PPT,One third of Highlands customers account for more than 60% of its total profits.,Highland Hotels - Customer Profitability,37,customersegmentation.PPT,Occasion,Visit Frequency,Length of Visit,The primary drivers of profitability are visit frequency, length of visit, and occasion.,Highland Hotels - Profitability Drivers,38,customersegmentation.PPT,Highland identified four types of high value customers based on the profitability drivers.,High Profit Segments,Annual Frequency,Length of Stay,Occasion,“,Hotel-aholics”,“,Honeymooners”,“,Hello again”,“,One-timers”,Very frequent,(9.2x),Infrequent,(1.5x),Frequent,(6.2x),Infrequent,(1.3x),Medium,(3.9 days),Long,(10.0 days),Short,(1.8 days),Long,(5.4 days),Business/leisure,Leisure,Business,Business,Highland Hotels - High Profit Segments,39,customersegmentation.PPT,Highland decided to target “hotel-aholics” because they were the most attractive segment and a good fit with the companys capabilities.,Ability to serve in a,differentiated way,Highland Hotels - Target Segment,40,customersegmentation.PPT,Bain designed a value proposition for the “hotel-aholic” segment that differentiated Highland from its competitors.,Priority service,Special services,Favorite room ready,“Permanent” electronic key,Complimentary dry cleaning,Two phone lines,Fax machine in room,One 20 minute complimentary call to home,Rewards,Frequent flier miles,“Kids Stay Free” days,Highland Hotels - Value Proposition,41,customersegmentation.PPT,The customer segmentation concept,Applications,Customer segmentation steps,segment customers,choose target segments,create value propositions for target segments,determine profit potential of serving target segments with value propositions,Exampl