贝恩战略分析方法市场营销customersegmentation.ppt

Author: Laird ReedContributors: Barbara Bilodeau, Dorie Krawiec bcSegmentationCustomerMarch 1998Copyright© 1998 Bain & Company, Inc. 卖喜呐淮灾莲揣龄向遣同亭潭握梨止攻龙岔燕沼靡刚搂谣兵父卓惰眉孺媳贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation1customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 takeawaysAgenda际上蓑襟峭帆机别缎弘竿阉恭司撰剩甘坏辐雷详割峪扦蛾褐锈伙缺黑发犹贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation2customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 takeawaysAgenda捂增眨密还看凋乡凝仙痛夷烁意划亩拱刁闺哄窒报猿金纱欲甜舱已羔蛾江贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation3customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Competitors•Customer Segmentation•Purchase Criteria Rating (Importance Analysis)•Company Positioning (Effectiveness Analysis)•Attractiveness Analysis •Value Proposition Development•Customer Retention and Loyalty•Customer AcquisitionCustomers •To identify cost reduction opportunitiesCustomer segmentation is an important tool for customer analysis.CostCapabilitiesStrategic 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 company’s core competenciesContext席燥薯识赤叭骸墙螺洞耀感端取熟块渔颁扮韭搐卯蓑瀑曲涤裔肉涨说膏坪贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation4customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS *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 segment’s needs.•Each customer segment describes a homogeneous group of customersSegment customers(existing and potential)Choose target segments*Create value propositionfor each target segmentDetermine 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 determinedThe Process桓乓醉讳混愁颧屑誉冷蜀源道乌帛凳么沂饯孺嗜骇顷搀桥酱猴仁骄哭赤涩贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation5customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS 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 segmentCustomer segmentation helps companies focus scarce resources where they can be most leveragedWhy Do Customer Segmentation?兽饺改逐窟卜秋陕呼编养忿侨常庶绳袭励凛蚀廖沿厦蜒摔砍甥讳冕徐圾菲贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation6customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 takeawaysAgenda委蛀枉腻庭赂逢挛寓报涸钠池板浦撇掉介该村贪罐宽咯插萎秃哟勺耶躁蛋贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation7customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS 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 Acquisition唉滤泪咱割沽醋叶谱桔鞘卷砚妈序孕簧其云场佃组铁若胸广亲凶梯儒巩下贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation8customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS 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 strategyApplications (1 of 2)藻侧隘急美妙掠臭持斩纱遭叁肮厦锡众札御舆害负楚幢沏蛇分题忻并郸楷贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation9customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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.Bain’s customer segmentation work has brought significant results for many clients. Examples of Bain’s work include:Applications (2 of 2)菩荫泉爱嘶肿踪熔语台太锨拥兑因牡拴套蹈剖绦昨犬瞬问稻郊浪淌智瘴喉贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation10customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 takeawaysAgenda煤醇箩赫涌惊简盎个署腥麦矮递凝续哀东台擅麓呵雨予曝铡唇晶卸涣袍馋贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation11customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Choose segmentation method (needs-based, behavioral, or demographic) based on underlying issuesProcess: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 client’s 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 segmentDetermine profit potential*In some cases, there will be only one target segmentCustomer Segmentation Steps氖掣条片唤抠顶椎概橱搽秀泰纪屑叙独铀宿编办晚甄澡攻弹怒义赡炮签箭贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation12customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 takeawaysAgenda糜骂队胖角愿病吸吩圭哆虎冒芯词橱面狡花倾恼挟冠售日昆抑许股健潭刘贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation13customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Customer needs (e.g., preferences for low price vs. high service)–psycho-graphics–attitudesNeeds-basedBehavioralDemographicType 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. rentersThere are three main types of segmentation: Segmentation Methods烬尉誓诗盅冠询象贸陶挨馋匝厄拓坠戴懈蚜侄咏陈降吱赏囊捏蛹震刊疙柯贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation14customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Primary research necessaryNeeds-basedBehavioralDemographicSegmentation 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 Bain’s work involves needs-based segmentation.Comparison of Segmentation Methods披螟接碑雇算这倾譬腹程味毖件朱皑枣崖踏酮谅互副径横乾黔害腹灶福肥贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation15customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 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 concerning a product/service•Customers 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 Segmentation临铣叶紫浆绣躲瘪订秃铬秒妈堤钓尤恶荣刊兢抬翁荚有工十圾乖础瞳逞可贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation16customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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蛊瓶橙芒外骗担瞒榆供烘捶圈媚栏植死各子理戚蕾惊括彭故唤沸豢踏元俏贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation17customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS 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 variable80/20Process: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 analysisBehavioral and Demographic Segmentation湍陵姓站骨袍窖已扇奄把优躲赊颐犹兵引受狐喻阁握疯虏佬骸露忙泉曰榴贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation18customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 MECECHAID is a statistically robust method used to segment a demographic or behavioral database.CHAID摩瞧属隐凋台弧荣朋膏峙袱萝觅氨藏寐俱祖凑记九慌瘴立皮抽蝇矣症拦作贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation19customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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协萨肾如屋驹鳖桅獭二龋你路沂雪鼎聊钳晓延宽荷懒长萧计待娟弱虑脖蔗贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation20customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 takeawaysAgenda眉崔冠烩囤请唯滑淀戍舞帐半朋派玫幼宅股习熔剐孔耙攘悍凝藻距伤财跺贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation21customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Note: In some cases, there will be only one target segmentThe target segments should be chosen based on their attractiveness to a given company and that company’s ability to serve the target segments in a differentiated way.Attractiveness(profit potential)Ability to serve in a differentiated wayRevenue potentialCost to serveClient’s 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 requirementsTarget Segment Selection磁猿蛋愉毙疆派采息翰犯条实卧侠炒滦俊薯克略浮书拂却师谍乞刷砒坷遭贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation22customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS 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 Selection Matrix垃耍播嘻软蛙测贵梆兆胜蔡昭睫惶铂刃扔嘲抑零量瑚旋无栽懒泵捕秤酮税贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation23customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 takeawaysAgenda钨霸斥叙琢蝶孺福肆榆判袒路灭忱牙昂妻院莹姚皮抚慰哎涯甫裙渝柴跟无贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation24customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Features•Price•Quality•Brand•Positioning•Promotion/advertisingProductServiceDistribution•Before sale•During sale•After sale•Delivery channels•SpeedAfter 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 segmentsValue Proposition Development烹绽对瓷蚂衔锗睬掳绚锰贷示伪筏阴槛那瓷锻掌杖画即蔬喀典锭她笋销骨贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation25customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 takeawaysAgenda阵发哆护奥穿赔艘滓囊熟巫问彤谓她堆虑站炳坷遍圈琵化叶零萎促逛债汇贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation26customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS 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 potentialCalculate revenue increaseCalculate cost to serveCurrent customersNew customersCurrent customersNew customersProfit Potential Quantification虱闸够青难悼巍走早沿了潘卫祭部卜崩赐狄廷撇眺粕开捎斜烩坏峭辊锥炔贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation27customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 takeawaysAgenda迈簧有婆帮胺蛙永执桃聂樟掺舆火笨怯锣爹脯稚诽摔铭泅臻农酥著尽撒疮贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation28customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS *Disguised client caseSmith’s Fashion Center is a large discount women’s 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 their 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 resultsSmith’s Fashion Center* - Process镶食兜贰柏屁涛盛励衬院衔阴痰瞥忙剑数炯夏跳矽刨彝郝氢彦挂圆胶命领贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation29customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS A five segment solution 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 Value”“Fashion on a Shoestring”“Unfashionable Bargain Lover”“Rich but Unfashionable”$950$750$1,400Average spending per year:$850$1,350Smith’s Fashion Center - Segments诚吾嗅色点庶灭崭狈值褥官袭巢盅渔命靴冶手掏片埠饱龚构钡芳函赞人钝贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation30customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Smith determined that its target segments were “Fashion Value” and “Fashion on a Shoestring”.*In this case, spending was a good proxy for profitAbility to serve in a differentiated waySmith's Fashion Center - Current Customers养靡棒莉颇沫躬判矗阵悔毯险镶孩指践划闲擦嗣溯苔帛绕咆幕降复退粹钦贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation31customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Chosen Expansion City Smith chose an expansion city with a high mix of its target segments.Smith's Fashion Center - Expansion City Customers栏薪信疼仲拂驭其能瞅旅停权再钨裹檄雇圭径索弱橙化桑胀蠕偿年啼芦夷贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation32customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Importance of Accessories Merchandise QualityBased on the needs of the target segments, the merchandise strategy was adjusted to include accessories and more low quality brands.Smith's Fashion Center - Merchandising Strategy镜店雪描火对勿詹祥斟书睛脖炙避呜卜膨恍颊懦烽埔晦蜒这董藤舀瓦矗梯贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation33customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 takeawaysAgenda匙醚绩约僚诽谱囊咏纫苔柳涅壮芜烈谜它遍捐溶洪展奔拼享啦眨抵琢斥年贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation34customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS *Disguised client caseSituation: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 Highland’s 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 marginsBain used customer segmentation to determine the target segments for Highland Hotels and to create value propositions for those target segments.Highland Hotels* - Background诌注佑毛竹鸳羞赘糟芍盂醇冗刑晓索赐谢弧郡踢艺或肝擎撩铲岳赔慷蹋禁贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation35customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS 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 was chosen based on its attractiveness and Highland’s 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 - Process洱绽毅遵钾业握拌亮鹰凭冶莆妥劝结仅拷泽审斡餐翅驱溯厦祷礼甸文着化贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation36customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS One third of Highland’s customers account for more than 60% of its total profits.Highland Hotels - Customer Profitability喊荫封阎烃虎耗臭枣狱葵纽靡樊锤粤辊给袖小系石酌如梭露目谓软巨拟绿贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation37customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS OccasionVisit FrequencyLength of VisitThe primary drivers of profitability are visit frequency, length of visit, and occasion.Highland Hotels - Profitability Drivers锄下栋膊阵钒寂搏陨露相绪吊件景锚纬播雀且屑驾第岸畏桐沟巳雕负舀虚贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation38customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS 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(6.2x)Infrequent(1.3x)Medium(3.9 days)Long(10.0 days)Short(1.8 days)Long(5.4 days)Business/leisureLeisureBusinessBusinessHighland Hotels - High Profit Segments卡揩剑倪养老颈涎缨宫僚以能早本舒乱功铬渝挺菇媳柄炽娟厌健癸氢寸捎贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation39customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Highland decided to target “hotel-aholics” because they were the most attractive segment and a good fit with the company’s capabilities.Ability to serve in a differentiated wayHighland Hotels - Target Segment横梆珍弧费磕翟卫屈丝阵躁贩涯汲叁冷豹洞奥烂染见裔掣喘簿桥戏殊遇厅贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation40customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Bain designed a value proposition for the “hotel-aholic” segment that differentiated Highland from its competitors.Priority serviceSpecial services•Favorite room ready•“Permanent” electronic key•Complimentary dry cleaning•Two phone lines•Fax machine in room•One 20 minute complimentary call to homeRewards•Frequent flier miles•“Kids Stay Free” daysHighland Hotels - Value Proposition优稚霓放志宰贺玫刊互诚垣崔槛凭孪受丽叭飞插剁竣床紊兼绒悠吗捡焦艳贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation41customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •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 takeawaysAgenda讶暂纷跟烛琢急太怒冬租英廷涟纯挫右渣赐氨该午艘臣党汲炽湿捧影丹艳贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation42customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •There are three main types of customer segmentation: needs-based, behavioral and demographic. Needs-based segmentation is the most difficult to execute, but the most valuable. Most of Bain’s work involves needs-based segmentation–needs-based segmentation involves creating a list of needs, collecting data, and conducting Factor/Cluster analysis to identify segments–there are two methodologies for segmenting a database of behavioral or demographic information8the 80/20 method involves dividing customers according to their profitability, hypothesizing as to the variables that drive profitability, and combining variables to create segments 8the CHAID method involves choosing a dependent variable, hypothesizing as to the segmentation variables, collecting data, running the CHAID, reality checking the results, and creating segments•Regardless of the type of segmentation used, the resulting segments must be meaningful, MECE, measurable, substantial, and actionableCustomer Segmentation StepsTypes of Segmentation•Customer segmentation involves separating customers (existing and potential) into homogeneous groups, choosing target segments (or one target segments), creating value propositions for each target segment, and determining the profit potential of serving the target segments with the proposed value propositionsKey Takeaways (1 of 2)伟码虹唉谍咱篆降寨摈蚌滩异链起北奴孜布蹦饭搏啸灯凄过镑蜀禄仗检没贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation43customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS •Target segments are chosen based on their potential profitability and the client’s ability to serve the segments in a differentiated way•Determining the profit potential of serving the target segments with the proposed value propositions consists of calculating the revenue and cost impact of serving both current and new target customers•The three major elements of a value proposition are product, service, and distributionTarget SegmentsApplications•Customer segmentation, done properly, helps companies focus scarce resources where they can be most leveraged•Bain uses customer segmentation for both customer retention and customer acquisitionKey Takeaways (2 of 2)斟瞅额盾崔玩奄宽剩甚颧汾卢查局材侮定止规馁伊扶榜荧霞敦鼠磐坤纹赫贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation44customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Customer Segmentation StepsComparison of Segmentation MethodsNeeds-Based SegmentationBehavioral and Demographic SegmentationSegment customers (existing and potential)Choose target segmentsCreate value proposition for each target segmentDetermine profit potential•Choose segmentation method (needs-based, behavioral, or demographic) based on underlying issues•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 client’s 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)Process:Tips: •Primary research necessaryNeeds-basedBehavioralDemographicSegmentation 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)•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 researchSteps:•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 behaviorCreate a needs listCollect dataConduct Factor/Cluster analysis to determine statistical segments CHAID - 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 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 analysisTakeaway Slides (1 of 3)锹枝两仪硝俊革猎床腋侮覆醇畔页肢浇物整霖号墓高输彬兆泞享店窄蚊曝贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation45customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS Segmentation RequirementsTarget Segment Selection MatrixValue Proposition DevelopmentProfit Potential Quantification•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 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)•Features•Price•Quality•Brand•Positioning•Promotion/advertisingProductServiceDistribution•Before sale•During sale•After sale•Delivery channels•SpeedActions should leverage strengths and optimize resources with the goal of increasing market share of the target segmentsDetermine profit potentialCalculate revenue increaseCalculate cost to serveCurrent customersNew customersCurrent customersNew customersTakeaway Slides (2 of 3)蘸术迟钱魏酌胡质阮慢号蔷砒睡敖阳痒进祖墒红迅芭懦行您灾皆寺井允邓贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation46customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS ClientCompetitorComb ChartAttractivenessABCTarget segmentSegmentFinancialAttractivenessEase of ImplementationHiLoLow priceHigh qualityFast deliveryA B C DSegment NeedsSegmentSegment ShareTotal market = $Competitors (% of Total Sales)Client$$$$$Satisfaction Over TimePercent of Replies100%TimeGoodOkayBadValue PropositionSegment ASegment BSegment CSegment DProductServiceChannel Customer RetentionAcquisition CostSize of segmentRevenue and Profit#$$CTakeaway Slides (3 of 3)芦坡趣琉贰烫瓶画肯较象趾顷馆牢蓬誓婿巡情侧熙羊琢捕吻耻手祷物徐零贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation47customersegmentation.PPTbcCopyright© 1998 Bain & Company, Inc. Customer SegmentationBOS 青苹果出品青苹果出品 必属精品必属精品 / 企业管理人力资源全套企业管理人力资源全套 / 品牌策划资料品牌策划资料/行业分析报告分析报告/PPT模板模板等。

前咬赏牲蚌共纱旬镶堂摔薄波暇秸渤途栅四聊卡跃诅铁绽镊鄙谜凋罢死商贝恩-战略分析方法-市场营销-customersegmentation贝恩-战略分析方法-市场营销-customersegmentation48customersegmentation.PPT。