Market Segmentation Quotes

You should look for your niche: all those people who will love your product because their needs and your product benefits match. we should try to reach a stage where our potential customer base is just perfect in size for us - not too big and not too little.

Market segmentation matters. “It’s critical to craft your message for a specific audience,

Public schools were not only created in the interests of industrialism—they were created in the image of industrialism. In many ways, they reflect the factory culture they were designed to support. This is especially true in high schools, where school systems base education on the principles of the assembly line and the efficient division of labor. Schools divide the curriculum into specialist segments: some teachers install math in the students, and others install history. They arrange the day into standard units of time, marked out by the ringing of bells, much like a factory announcing the beginning of the workday and the end of breaks. Students are educated in batches, according to age, as if the most important thing they have in common is their date of manufacture. They are given standardized tests at set points and compared with each other before being sent out onto the market. I realize this isn’t an exact analogy and that it ignores many of the subtleties of the system, but it is close enough.

Census surveys are used by the government to collect information about the residents of a country

Whenever we collect data from the original source ourselves, the data gained in the process is known as the primary data.

When you want to study a larger group of people, surveys become a good option.

Before you start your research, you need to know where to look for that data.

Government organizations are also regularly sharing a lot of data, which can be used for market research.

Systematic sampling is like random sampling, except the members are not chosen totally randomly. You can choose members at regular intervals here.

Sometimes, when we need detailed information to solve a business problem, we need to gather data from external sources.

Internal sources of information are those sources that you can find within your own organization.

The more segmentation you do, the more groups will be formed and your sample size will increase in response to that.

Business magazines and newspapers are very frequently publishing data that can prove very useful for market research. You can access the physical or the online versions of these reports.

All the data you have collected is of no use if you don’t know how to gain insights from it, how to make profitable decisions with the help of this, and how to put your data into action.

You can segment your market according to demographics, psychographics, a combination of these two, or something else. In the end, it is all going to depend on your current marketing plan.

If you’re segmenting based on gender and your target audience is made up of all the genders, then make sure that people from all the genders form a part of your study. This way, you will get more accurate results.

It is eminently possible to have a market-based economy that requires no such brutality and demands no such ideological purity. A free market in consumer products can coexist with free public health care, with public schools, with a large segment of the economy -- like a national oil company -- held in state hands. It's equally possible to require corporations to pay decent wages, to respect the right of workers to form unions, and for governments to tax and redistribute wealth so that the sharp inequalities that mark the corporatist state are reduced. Markets need not be fundamentalist.

Whoever is first to dominate the most important segment of a market with viral potential will be the last mover in the whole market.

Use the data from the clients you already have to help you find new clients just like them. Eventually you'll be tapped into a whole market segment.

Brands targeting Gen Z need to look beyond the confines of traditional segmentation, the ultimate priority always has to be on alignment that helps us cultivate relationships with youth culture - not just organize it.

The natural strategic orientation of many companies is toward retaining existing customers and seeking further segmentation opportunities.

If Microsoft ever makes a software package that I use and like, then it really will be time to dump their stock, because I am a market segment of one.

Your goal here is not joining the crowd but standing apart.

As companies compete to embrace customer preferences through finer segmentation, they often risk creating too-small target markets.

The senior executive at the meeting was impressed, and seemed torn, but he finally said it was not something that HP could develop. It was a hobbyist product, at least for now, and didn’t fit into the company’s high-quality market segments.

A third path that a business can follow—an offshoot of our two main strategies—is pursuing a highly targeted market and focusing its resources on serving that tight segment, whether through cost leadership or differentiation. This is the focus strategy.

choose one segment with which you establish a “beachhead on the shores” of the early majority. Attempting to scale a business when forced to customize products, tailor marketing activities and execute sales processes for multiple segments is a difficult proposition. While

Every pregnancy results in roughly two years of lost menstruation. If you are a manufacturer of menstrual pads, this is bad for business. So you ought to know about, and be so happy about, the drop in babies per woman across the world. You ought to know and be happy too about the growth in the number of educated women working away from home. Because these developments have created an exploding market for your products over the last few decades among billions of menstruating women now living on Levels 2 and 3. But, as I realized when I attended an internal meeting at one of the world’s biggest manufacturers of sanitary wear, most Western manufacturers have completely missed this. Instead, when hunting for new customers they are often stuck dreaming up new needs among the 300 million menstruating women on Level 4. “What if we market an even thinner pad for bikinis? What about pads that are invisible, to wear under Lycra? How about one pad for each kind of outfit, each situation, each sport? Special pads for mountain climbers!” Ideally, all the pads are so small they need to be replaced several times a day. But like most rich consumer markets, the basic needs are already met, and producers fight in vain to create demand in ever-smaller segments. Meanwhile, on Levels 2 and 3, roughly 2 billion menstruating women have few alternatives to choose from. These women don’t wear Lycra and won’t spend money on ultrathin pads. They demand a low-cost pad that will be reliable throughout the day so they don’t have to change it when they are out at work. And when they find a product they like, they will probably stick to that brand for their whole lives and recommend it to their daughters.

It is rather pointless to go head to head with strong and entrenched competition. But numerous opportunities can be found in the marketplace for a company to maximize its unique qualities, differentiate its products and services, and go after a specific market segment where its competitors are weak and where you can develop superiority, where you can win battles.

The natural strategic orientation of many companies is toward retaining existing customers and seeking further segmentation opportunities. This is especially true in the face of competitive pressure. Although this might be a good way to gain a focused competitive advantage and increase share of the existing market space, it is not likely to produce a blue ocean that expands the market and creates new demand.

Saying no is a core tenet of Apple product development and, for that matter, Apple’s approach to doing business. In fact, the ability to say no—to reject features, products, categories, market segments, deals, and even certain partners—is how Steve Jobs explained Apple’s core strengths. “Focusing is powerful,” he said. “A start-up’s focus is very clear. Focus is not saying yes. It is saying no to really great ideas.

...the polarizing political movements of twenty-first-century Europe demand much less of their followers. They do not espouse a full-blown ideology, and thus they don't require violence or terror police. They want their clercs to defend them, but they do not force them to proclaim that black is white, that war is peace, and that state farms have achieved 1,000 percent of their planned production. Most of them don't deploy propaganda that conflicts with everyday reality. And yet all of them depend, if not on a Big Lie, then on what the historian Timothy Snyder once told me should be called the Medium-Size Lie. To put it differently, all of them encourage their followers to engage, at least part of the time, with an alternative reality. Sometimes that alternative reality has developed organically; more often, it's been carefully formulated, with the help of modern marketing techniques, audience segmentation, and social-media campaigns.

In biology, the most basic assumptions of evolutionary theory elude otherwise able students who insist that the process of evolution is guided by a striving toward perfection. College students who have studied economics offer explanations of market forces that are essentially identical to those preferred by college students who have never taken an economics course. Equally severe biases and stereotypes pervade the humanistic segment of the curriculum, from history to art. Students who can discuss in detail the complex causes of the First World War turn right around and explain equally complex current events in terms of the simplest "good guy-bad guy" scenario. (This habit of mind is not absent from political leaders, who are fond of portraying the most complicated international situations along the lines of a Hollywood script.) Those who have studied the intricacies of modern poetry, learning to esteem T. S. Eliot and Ezra Pound, show little capacity to distinguish masterworks from amateurish drivel once the identity of the author has been hidden from view.

who bears the burden of the minimum wage? As suggested earlier, it is the workers who are the most marginal, that is, those who employers perceive as being less productive, more costly, or otherwise less desirable to employ than other workers. In the U.S. there are at least two segments of the labor force that share marginal worker characteristics to a greater extent than do other segments of the labor force. The first group consists of youths in general. They are low-skilled or marginal because of their age, immaturity, and lack of work experience. The second group, which contains members of the first, are racial minorities, such as blacks and Hispanics who, as a result of historical factors, are disproportionately represented among low-skilled workers. They are not only made less employable by minimum wages; opportunities to upgrade their skills through on-the-job training are also severely limited when they find it hard to get jobs.[43] It is precisely these labor market participants who are disproportionately represented among the unemployment statistics.

The subprime market tapped a segment of the American public that did not typically have anything to do with Wall Street: the tranche between the fifth and the twenty-ninth percentile in their credit ratings. That is, the lenders were making loans to people who were less creditworthy than 71 percent of the population. Which of these poor Americans were likely to jump which way with their finances? How much did their home prices need to fall for their loans to blow up? Which mortgage originators were the most corrupt? Which Wall Street firms were creating the most dishonest mortgage bonds? What kind of people, in which parts of the country, exhibited the highest degree of financial irresponsibility? The default rate in Georgia was five times higher than that in Florida, even though the two states had the same unemployment rate. Why? Indiana had a 25 percent default rate; California, only 5 percent, even though Californians were, on the face of it, far less fiscally responsible. Why? Vinny and Danny flew down to Miami, where they wandered around empty neighborhoods built with subprime loans, and saw with their own eyes how bad things were. “They’d

For years the financial services have been making stock-market forecasts without anyone taking this activity very seriously. Like everyone else in the field they are sometimes right and sometimes wrong. Wherever possible they hedge their opinions so as to avoid the risk of being proved completely wrong. (There is a well-developed art of Delphic phrasing that adjusts itself successfully to whatever the future brings.) In our view—perhaps a prejudiced one—this segment of their work has no real significance except for the light it throws on human nature in the securities markets. Nearly everyone interested in common stocks wants to be told by someone else what he thinks the market is going to do. The demand being there, it must be supplied. Their interpretations and forecasts of business conditions, of course, are much more authoritative and informing. These are an important part of the great body of economic intelligence which is spread continuously among buyers and sellers of securities and tends to create fairly rational prices for stocks and bonds under most circumstances. Undoubtedly the material published by the financial services adds to the store of information available and fortifies the investment judgment of their clients.

If we consider this official or elite multiculturalism as an ideological state apparatus we can see it as a device for constructing and ascribing political subjectivities and agencies for those who are seen as legitimate and full citizens and others who are peripheral to this in many senses. There is in this process an element of racialized ethnicization, which whitens North Americans of European origins and blackens or darkens their 'others' by the same stroke. This is integral to Canadian class and cultural formation and distribution of political entitlement. The old and established colonial/racist discourses of tradition and modernity, civilization and savagery, are the conceptual devices of the construction and ascription of these racialized ethnicities. It is through these 'conceptual practices of power' (Smith, 1990) that South Asians living in Canada, for example, can be reified as hindu or muslim, in short as religious identities.....We need to repeat that there is nothing natural or primordial about cultural identities - religious or otherwise - and their projection as political agencies. In this multiculturalism serves as a collection of cultural categories for ruling or administering, claiming their representational status as direct emanations of social ontologies. This allows multiculturalism to serve as an ideology, both in the sense of a body of content, claiming that 'we' or 'they' are this or that kind of cultural identities, as well as an epistemological device for occluding the organization of the social....an interpellating device which segments the nation's cultural and political space as well as its labour market into ethnic communities....Defined thus, third world or non-white peoples living in Canada become organized into competitive entities with respect to each other. They are perceived to have no commonality, except that they are seen as, or self-appellate as, being essentially religious, traditional or pre-modern, and thus civilizationally backward. This type of conceptualization of political and social subjectivity or agency allows for no cross-border affiliation or formation, as for example does the concept of class.

The Biggest Property Rental In Amsterdam Amsterdam has been ranked as the 13th best town to live in the globe according to Mercer contacting annual Good quality of Living Review, a place it's occupied given that 2006. Which means that the city involving Amsterdam is among the most livable spots you can be centered. Amsterdam apartments are equally quite highly sought after and it can regularly be advisable to enable a housing agency use their internet connections with the amsterdam parkinghousing network to help you look for a suitable apartment for rent Amsterdam. Amsterdam features rated larger in the past, yet continuing plan of disruptive and wide spread construction projects - like the problematic North-South town you live line- has intended a small scores decline. Amsterdam after rated inside the top 10 Carolien Gehrels (Tradition) told Dutch news company ANP that the metropolis is happy together with the thirteenth place. "Of course you want is actually the first place position, however shows that Amsterdam is a fairly place to live. Well-known places to rent in Amsterdam Your Jordaan. An old employees quarter popularised amang other things with the sentimental tunes of a quantity of local vocalists. These music painted an attractive image of the location. Local cafes continue to attribute live vocalists like Arthur Jordaan and Tante Leeni. The Jordaan is a network of alleyways and narrow canals. The section was proven in the Seventeenth century, while Amsterdam desperately needed to expand. The region was created along the design of the routes and ditches which already existed. The Jordaan is known for the weekly biological Nordermaarkt on Saturdays. Amsterdam is famous for that open air market segments. In Oud-zuid there is a ranging Jordan Cuypmarkt open year long. This part of town is a very popular spot for expats to find Expat Amsterdam flats due in part to vicinity of the Vondelpark. Among the largest community areas A hundred and twenty acres) inside Amsterdam, Netherlands. It can be located in the stadsdeel Amsterdam Oud-Zuid, western side from the Leidseplein as well as the Museumplein. The playground was exposed in 1865 as well as originally named the "Nieuwe Park", but later re-named to "Vondelpark", after the 17th one hundred year author Joost lorrie den Vondel. Every year, the recreation area has around 10 million guests. In the park can be a film art gallery, an open air flow theatre, any playground, and different cafe's and restaurants.

There are two types of market resegmentation: as a segmented niche or as a low-cost provider.

Scaling is good if it brings in incremental revenue, but you have to watch for a decrease in engagement, a gradual saturation of the initial market, or a rising cost of customer acquisition. Changes in churn, segmented by channels, show whether you’re growing your most important asset — your customers — or hemorrhaging attention as you scale.

I don’t view you as a market segment. I view you as my partner, an individual reader, a friend as complex and maybe even as conflicted, as I am. Why should either of us “fit” anywhere?

capabilities to find trends and to understand and segment audiences based on user attributes, media consumption habits, and more. Many large corporations with complex segmentation needs,

Evangelicalism, as perhaps the strongest Protestant religious movement in the United States, relies heavily on marketing principles for its strength and growth, often intentionally segmenting its market, targeting specific populations, and using homogeneity to its advantage to create religious meaning and belonging and dense ingroup social ties. Although this evangelical vigor can and is used to address racial division in unique ways, the movement also, by its heavy reliance on racially homogenous ingroups and the segmented market, ironically undercuts many of its own best efforts.

The feedback cycle in business today isn’t a segmented part of the process or a period of time for interaction after which no more questions or input are allowed. Now it’s a fluid and never-ending process that involves the brand stewards — the audience — and they’re the people who feed it. Technology facilitates a fragmented process that’s hard to define and requires constant experimentation and iteration. It requires a process where it doesn’t really start and end like it used to. The needed approach from marketers today is to remove the launch mentality.

It was tricky to navigate this uncharted terrain with undefined customers, but we were lucky to sell to a segment that hadn't been defined up front. There was no obvious way to target this underserved market, but we met this challenge by going very broad.

These tactics are often informed by market research, which involves a set of consultants slicing and dicing the company’s prospective customer base into narrowly defined segments—digital millennials here, Generation X there, tweens, bleens, spleens—leading the product designers to end up creating 31 flavors of mediocrity

Social marketing is distinguished from other planning frameworks discussed in this book by four principles: (1) a commitment to create satisfying exchanges, (2) the use of marketing’s conceptual framework to design interventions, (3) a data-based consumer orientation, and (4) segmentation of populations and careful selection of target audiences.

Segmentation: Consumers’ purchasing behavior and attitudes towards brands differ from one market sector to another, depending largely on product-, market- and distribution-related factors. For this reason, the value of a brand can only be determined precisely through the separate assessment of individual segments that represent a homogenous customer group. Apart from this, brand management can only obtain the insights it needs to increase the brand’s value systematically if the brand has been evaluated in all its segments.

The most obvious market segment in email-based payments was the millions of emigrants still using Western Union to wire money to their families back home. Our product made that effortless, but the transactions were too infrequent.

The big problem is that the messages, while they can be and sometimes are personalized, are seldom filled with dynamic content based on what we know about each customer. We have these rich databases, but we do not use the rich data that they hold. To use it requires many creative staff members who dream up the dynamic content. The thought is, “Subscribers who are over 65 have certain interests, while other subscribers are college students who have different interests. We will vary our messages based on this knowledge, and also do that for about a half-dozen other subscriber segments to make our relationships richer for them and more profitable for us.” This makes a lot of sense, but few marketers today are doing anything like that. They are blasting identical content to every subscriber or customer whose e-mail or address they can get their hands on.

To become a going concern, a persistent entity in the market, you need a market segment that will commit to you as its de facto standard for enabling a critical business process. To become that de facto standard, you need to win at least half, and preferably a lot more, of the new orders in the segment over the next year. That is the sort of vendor performance that causes pragmatist customers to sit up and take notice. At the same time, you will still be taking orders from other segments. So do the math.

There have also been a number of movie cycles, of which the most populous featured Alien imitators, cyborgs or post-holocaust road warriors. Such trends are to be expected in a global cinema dominated by the particular production, distribution and exhibition practices of the New Hollywood, with its drive to produce event movies to be resold in various forms in multiple markets. Pre-sold titles, exploitable contents and images, and hybrid narratives with an ability to appeal to multiple audience segments have become the goal.

Outsourcing requires a tight integration of suppliers, making sure that all pieces arrive just in time. Therefore, when some suppliers were unable to deliver certain basic components like capacitors and flash memory, Compaq's network was paralyzed. The company was looking at 600,000 to 700,000 unfilled orders in handheld devices. The $499 Pocket PCs were selling for $700 to $800 at auctions on eBay and Amazon.com. Cisco experienced a different but equally damaging problem: When orders dried up, Cisco neglected to turn off its supply chain, resulting in a 300 percent ballooning of its raw materials inventory. The final numbers are frightening: The aggregate market value loss between March 2000 and March 2001 of the twelve major companies that adopted outsourcing-Cisco, Dell, Compaq, Gateway, Apple, IBM, Lucent, Hewlett-Packard, Motorola, Ericsson, Nokia, and Nortel-exceeded $1.2 trillion. The painful experience of these companies and their investors is a vivid demonstration of the consequences of ignoring network effects. A me attitude, where the company's immediate financial balance is the only factor, limits network thinking. Not understanding how the actions of one node affect other nodes easily cripples whole segments of the network. Experts agree that such rippling losses are not an inevitable downside of the network economy. Rather, these companies failed because they outsourced their manufacturing without fully understanding the changes required in their business models. Hierarchical thinking does not fit a network economy. In traditional organizations, rapid shifts can be made within the organization, with any resulting losses being offset by gains in other parts of the hierarchy. In a network economy each node must be profitable. Failing to understand this, the big players of the network game exposed themselves to the risks of connectedness without benefiting from its advantages. When problems arose, they failed to make the right, tough decisions, such as shutting down the supply line in Cisco's case, and got into even bigger trouble. At both the macro- and the microeconomic level, the network economy is here to stay. Despite some high-profile losses, outsourcing will be increasingly common. Financial interdependencies, ignoring national and continental boundaries, will only be strengthened with globalization. A revolution in management is in the making. It will take a new, network-oriented view of the economy and an understanding of the consequences of interconnectedness to smooth the way.

Interestingly, Jockey’s first attempt to enter India wasn’t with the Genomals. It was with Associated Apparels in 1962. Through the 1960s, many foreign innerwear brands were launched in India. Associated Apparels introduced the then world-famous Maidenform bras (owned today by Hanes) and tied up with Jockey to launch Jockey underwear in 1962. The international brand, Lovable, entered India in 1966 through a licensing deal and became a huge success. Along with it entered the brand Daisy Dee, through a subsidiary of Lovable, followed by Feelings. In 1971, Maxwell Industries launched VIP-branded innerwear for men in the economy segment, catching the attention of the discerning public with an advertisement featuring a Bollywood actor. In 1973, however, Jockey decided to leave India after the Indian government used the Foreign Exchange Regulation Act (FERA) to force multinational companies to dilute their ownership in their Indian ventures to 40 per cent. After Jockey exited India, its competitors flourished. Associated Apparels continued to focus on mid-premium innerwear during the 1980s and was successful in establishing themselves as a dominant player in the mid-premium innerwear segment through Liberty (men) and Libertina (women). Maxwell Industries, during the 1980s, launched the brand, Frenchie, to cater to the mid-premium innerwear segment. In 1985, Rupa & Co. emerged in the innerwear market, offering products across categories, including men, women and kids, and became one of the biggest manufacturers and sellers of innerwear in India. The success of Rupa was followed by many other domestic brands in the 1980s and ’90s, including Amul, Lux Cozi and Dollar in the men’s category, while Neva, Bodycare, Softy, Lady Care, Little Lacy, Red Rose, Sonari, Feather Line, etc., were the key players in the lingerie market. Then came the liberalization of 1991. With the regulatory hurdles to enter India removed, Jockey decided to return to India. And this time, it chose the right partners.

Communicating exclusivity is often dealt with by omission or by discreetly mentioning a material, quality or attribute which only appeals to a sophisticated segment of the market. Often, the lower end of the market will not appreciate the value of the communication.

Facebook has provided 5 most important features that will help your business to get on the top. 1.   Segmentation 2.   Ads Optimization 3.   Scheduling Your Campaigns 4.   Managing Your Budget Wisely 5.   Tracking Your Results

The biggest drawback, of course, is that you immediately scare away all survivors, and your only remaining users will be apologists. This seriously skews the nature and quality of your feedback, condemning you to a clientele of technoid apologists, which is a relatively small segment. This is one reason why so few personal-computer software-product makers have successfully crossed over into mass markets.

The same year we also acquired Financial Network Services (FNS), an Australian company with a retail banking software package called Bancs24. We needed them because some of our competitors had begun to target that market segment with their own IP. Bancs24 was a very comprehensive package and we were able to successfully win the systems integration contract for the State Bank of India (SBI) Group for implementation of core banking. Since we had invested considerable effort in customizing and strengthening it we felt acquiring FNS would be strategic for our products business. During our initial dealings with FNS and its feisty owner Tony Ward we learned to our surprise that when the product was being developed in the early 1980s TCS had deputed its programmers to Sydney to work with Tony and his team to help develop the product. Since the acquisition we have been able to deploy the FNS software package, rechristened ‘Bancs’, extensively with a number of domestic clients. Today close to 50 per cent of the banking transactions in India are processed by Bancs, thereby justifying the acquisition we made.

Life expectancy rose only modestly between the Neolithic era of 8500 to 3500 BC and the Victorian era of 1850 to 1900.13 An American born in the late nineteenth century had an average life expectancy of around forty-five years, with a large share never making it past their first birthdays.14 Then something remarkable happened. In countries on the frontier of economic development, human health began to improve rapidly, education levels shot up, and standards of living began to grow and grow. Within a century, life expectancies had increased by two-thirds, average years of schooling had gone from single to double digits, and the productivity of workers and the pay they took home had doubled and doubled and then doubled again. With the United States leading the way, the rich world crossed a Great Divide—a divide separating centuries of slow growth, poor health, and anemic technical progress from one of hitherto undreamed-of material comfort and seemingly limitless economic potential. For the first time, rich countries experienced economic development that was both broad and deep, reaching all major segments of society and producing not just greater material comfort but also fundamental transformations in the health and life horizons of those it touched. As the French economist Thomas Piketty points out in his magisterial study of inequality, “It was not until the twentieth century that economic growth became a tangible, unmistakable reality for everyone.”15 The mixed economy was at the heart of this success—in the United States no less than in other Western nations. Capitalism played an essential role. But capitalism was not the new entrant on the economic stage. Effective governance was. Public health measures made cities engines of innovation rather than incubators of illness.16 The meteoric expansion of public education increased not only individual opportunity but also the economic potential of entire societies. Investments in science, higher education, and defense spearheaded breakthroughs in medicine, transportation, infrastructure, and technology. Overarching rules and institutions tamed and transformed unstable financial markets and turned boom-bust cycles into more manageable ups and downs. Protections against excessive insecurity and abject destitution encouraged the forward-looking investments and social integration that sustained growth required. At every level of society, the gains in health, education, income, and capacity were breathtaking. The mixed economy was a spectacularly positive-sum bargain: It redistributed power and resources, but as its impacts broadened and diffused, virtually everyone was made massively better off.

A product becomes a commodity within a specific market segment when the repeated changes in the basis of competition, as described above, completely play themselves out, that is, when market needs on each attribute or dimension of performance have been fully satisfied by more than one available product. The

seven tips for gaining the response rate you want with direct mail. 1. The headline of your brochure should ask for the order. 2. The copy should always tell the person what to do next. 3. Blue is a dandy second color, but red with black is generally the best-pulling direct-mail combination. 4. Red can be overused; use it primarily for highlights. 5. Experts say that the four most important elements in direct mail are the list, the offer, the copy, and the graphics. Guerrillas pay close attention to each. 6. The fastest-growing segment of the direct-mail industry is nontraditional mailers—those who haven't used direct mail in the past. 7. Direct-mail success comes with the cumulative effect of repeat mailings. Make them repetitive yet different from one another.

Market view analysis generally includes a series of components: ·      Market focus ·      Size of your market and its anticipated growth rate ·      Overview of your company’s current market position ·      Description of the market segments you serve ·      Matrix of your top competitors by market segment ·      More detailed breakdown of the competitors ·      Overview of your current position with a focus on possible market opportunities ·      Buy-versus-build opportunities ·      Possible acquisition candidates ·      List of risks and contingencies ·      Potential competitive movements ·      Deep dives into specific competitors

if you’re innovating, you need to find and delight a small early market before you target that larger segment.

Each of these bans – from marijuana to prostitution to pseudoephedrine – have had exactly the same effects: None of them have affected demand one iota, nor hampered those who wish to partake. All of them have enriched criminals and increased true crime and bloodshed. All of them have enticed millions who might not otherwise have committed crimes into participating in the lucrative black markets created by their prohibition. All have increased the danger to users or sellers of the banned product or service (and even to innocent bystanders), often to fatal levels. All have given rise to rampant corruption, overwhelmed court and prison systems, dangerously expanded governmental powers, and negated civil liberties; all have caused the waste of billions on enforcement and the loss of billions more in tax revenues. And each has admirably accomplished what it was enacted to accomplish: the redefinition of large segments of the population from citizens to criminals, thus allowing government yet another excuse to deprive them of their rights, goods and freedoms.

Find the entry wedge where value exceeds price. Every market segment has its own buying influencers—the benefits and rewards of buying compared with the costs and risks. These are the hot buttons that influence buying and the barriers that may keep buyers away, assuming they know enough about your product. To find the right entry wedge, you need to know your customers’ motivations and why they will buy from you. Different customers may have varied motivations.

what if you have a new technology (B) that is worse on today’s key performance variable that is valued by customers but is better on a second variable that may not be highly valued by today’s key markets? This is often the issue with revolutionary technologies. In such a case, the new technology may have to find a new market that may be today’s fringe market but is more open to your uniqueness. The venture can get a foothold in this fringe market, while continuously improving the technology to become more competitive in the key performance variable. When it does, the venture may be able to dominate other market segments.

A segment is a group of potential customers with similar characteristics, ability, and motivation to buy the product and at a high price. Successful entrepreneurs focus on the one right customer segment. Trying to market a new product to all potential customer segments is likely to result in a lack of focus and create competitive weakness. An entrepreneur seeking to dominate two segments is likely to be at a disadvantage against others who focus on one segment, all other things being equal. Even Walmart focuses on its key target segment and does not try to be all things to all people. That is because each segment is likely to need a unique combination of product, service, pricing, marketing strategy, and positioning, and it is extremely difficult and expensive to reach and convince different types of segments.

At its core, strategy is about what you sell, your target market segment, your direct and indirect competitors, and your competitive advantage. All of this comes into play if you are to develop a strategy to succeed and dominate. Can you beat your direct and indirect competitors and dominate your market for the long term?

Market like you OWN the Segment & Optimize as a Startup.

Every culture exploits some segment of society in order to entertain hungers, either private or public. We are all pleasure seekers, and what gives us pleasure is a revelation of our values.

According to strategy guru Michael Porter of the Harvard Business School, successful business strategies are at the opposite poles of each of two choices: (1) aim to dominate the entire industry or, alternately, target only the few segments in which it can excel; (2) choose between winning by marketing superior products or, alternately, by offering bargain prices. Companies run into trouble when they are not clear about whether they are serving the whole market or just focusing on specific niches. Also, quality products and low prices can’t be equally important objectives, or a company will be stuck in the middle.

food services segment of the e-commerce market is growing by nearly 20 percent yearly

As a solopreneur and small business owner, you don’t have the capacity to target so many different customer segments. It’s ideal to focus on 1–2 segments at most so that you can focus on speaking the right language to the right customer because each segment will have different triggers that make them buy.

Stating blockchain can cut X cost from a market segment assumes that the market segment itself will continue to exist. History tells us that technology not only disrupts industries but also can eliminate them altogether.

Ian and Steve knew there were no hotels cater- ing to the taste and lifestyle of their clientele. It was obvious to them that the hotel business was stale with sameness; if they could infuse art and lifestyle into this segment of commerce, they would disrupt the industry.

Step 2: Segment your market.

While there has indeed been an increase in coercive state practices over the past several decades relative to much of the twentieth century, when viewed as part of the long history of capitalism, the carceral excesses of neoliberalism have much in common with the dispossession of the peasantry from the land in England and, globally, the ‘Bloody legislation’ used to terrorize those who violated newly established norms of private property, the criminalization of women who contravened historically specific norms of chastity and femininity, and the violent disciplining of different segments of the population deemed insufficiently ‘rational’ to respond to the market-based incentives that are so often assumed to be the key disciplinary mechanisms underpinning capitalist society

Pair 3: American Home Products Co. (drugs, cosmetics, household products, candy) and American Hospital Supply Co. (distributor and manufacturer of hospital supplies and equipment) These were two “billion-dollar good-will” companies at the end of 1969, representing different segments of the rapidly growing and immensely profitable “health industry.” We shall refer to them as Home and Hospital, respectively. Selected data on both are presented in Table 18-3. They had the following favorable points in common: excellent growth, with no setbacks since 1958 (i.e., 100% earnings stability); and strong financial condition. The growth rate of Hospital up to the end of 1969 was considerably higher than Home’s. On the other hand, Home enjoyed substantially better profitability on both sales and capital.† (In fact, the relatively low rate of Hospital’s earnings on its capital in 1969—only 9.7%—raises the intriguing question whether the business then was in fact a highly profitable one, despite its remarkable past growth rate in sales and earnings.) When comparative price is taken into account, Home offered much more for the money in terms of current (or past) earnings and dividends. The very low book value of Home illustrates a basic ambiguity or contradiction in common-stock analysis. On the one hand, it means that the company is earning a high return on its capital—which in general is a sign of strength and prosperity. On the other, it means that the investor at the current price would be especially vulnerable to any important adverse change in the company’s earnings situation. Since Hospital was selling at over four times its book value in 1969, this cautionary remark must be applied to both companies. TABLE 18-3. Pair 3. CONCLUSIONS: Our clear-cut view would be that both companies were too “rich” at their current prices to be considered by the investor who decides to follow our ideas of conservative selection. This does not mean that the companies were lacking in promise. The trouble is, rather, that their price contained too much “promise” and not enough actual performance. For the two enterprises combined, the 1969 price reflected almost $5 billion of good-will valuation. How many years of excellent future earnings would it take to “realize” that good-will factor in the form of dividends or tangible assets? SHORT-TERM SEQUEL: At the end of 1969 the market evidently thought more highly of the earnings prospects of Hospital than of Home, since it gave the former almost twice the multiplier of the latter. As it happened the favored issue showed a microscopic decline in earnings in 1970, while Home turned in a respectable 8% gain. The market price of Hospital reacted significantly to this one-year disappointment. It sold at 32 in February 1971—a loss of about 30% from its 1969 close—while Home was quoted slightly above its corresponding level.*

This particular pattern—attacking a segment of the market with a business system supplying more value to that segment than the other players can—is called focus. Here, the word “focus” has two meanings. First, it denotes the coordination of policies that produces extra power through their interacting and overlapping effects. Second, it denotes the application of that power to the right target.*

Creating change requires innovation: developing new products, creating new sales channels, reducing product development time, customizing products for increasingly smaller market segments. In addition, your company must be able to respond quickly to both anticipated and unanticipated changes created by your competitors and customers.

Niche re-segmentation looks at an existing market and asks whether some segment of this market would buy a new product designed to address more specific needs.

Internet marketing, especially social media, is that it may allow you to pick up neighboring segments opportunistically, while you remain dedicated to building value for your core constituency.

you must build your business or prove the traction to investors by dominating a specific niche market segment. In the latter case, you are essentially in a “segmented new market” that acts in a similar way to a re-segmented existing market.

Thirty thousand new consumer products hit store shelves each year. Ninety percent of them fail. Why? We’re using misguided market-segmentation practices. For instance, we slice markets based on customer type and define the needs of representative customers in those segments. But actual human beings don’t behave like statistically average customers. The

One company that manufactured resins used in exterior paints discovered this firsthand. By researching the needs of commercial painting contractors—a key customer segment—the company learned that labor constituted the lion’s share of contractors’ costs, while paint made up just 15% of costs. Armed with this insight, the resin maker emphasized that its product dried so fast that contractors could apply two coats in one day—substantially lowering labor costs. Customers snapped up the product—and happily shelled out a 40% price premium for it. Three

There was a new trend for agencies to hire and parade before their clients “strategic planners,” an ideal originally imported from the UK; but these were not strategists in the same way that management consultants were strategists. Instead, agency strategic planners were experts in customer segmentation and behavior, excellent at designing market research and reading the results of market research reports. The planners were called, in some quarters, “the conscience of the consumer” – they upheld long-term brand values on behalf of consumers and helped to resist any attempts by the creative department to go “off brand” in the pursuit of cute ideas that would dilute “brand values.” In short, the strategic planners were consumer experts, brand developers and brand policemen. They were an important innovation, but they hardly signaled new strategic directions for ad agencies, and their efforts did not have the slightest impact on their clients’ concerns about achieving improved shareholder value. Ironically,

To get the most benefit from a segmentation strategy, marketers must focus on why consumers buy, not what they buy or who they are. Once you know what consumer preferences depend on, you can adapt your offering to those conditions.

Compare net-promoter scores from specific regions, branches, service or sales reps, and customer segments. This often reveals root causes of differences as well as best practices that can be shared. What really counts, of course, is how your company compares with direct competitors. Have your market researchers survey your competitors’ customers using the same method. You can then determine how your company stacks up within your industry and whether your current net-promoter number is a competitive asset or a liability. Improve

They determine that effective marketing calls for people skilled in segmentation, targeting, and positioning. Once companies hire marketers with those skills, Marketing becomes an independent player. It also starts to compete with Sales for funding.

The common approach for manufacturers to the art of segmentation is to slice and dice a large target market into subgroups of homogeneous consumer needs in order to better serve with tightly targeted offerings. Manufacturers

For businessmen tied to Asian financial capital, the sex industry allows men to broker deals by projecting confidence in the Vietnamese market. For Western men and overseas Viet Kieus, who are largely excluded from the segment of the sex industry linked to business transactions and FDI flows—since the vast majority of FDI into Vietnam comes primarily from Asia—the sex industry serves a different purpose, allowing men to displace their status anxieties onto women’s bodies.

It's not everyone that likes RnB, Hippop or Hiplife. However, each of them has their fans. Meaning not everyone will like you as a person, your ideologies or your business. But if you persist and strategically position yourself, then you will attract a segment of the market that loves everything about you.

Value-based segmentation combined with event-driven marketing, to give customers the right product marketing at the right time, can increase performance by another five times or more.

There wasn’t exactly a booming movie industry, of course. Vulcan was very much a frontier planet, and the economy was still bootstrapping through the basic requirements. We’d be another couple of decades before leisure activities became a major market segment.

Time travel is real, and does not require any speculative physics. It just requires a culture with clearly defined market segments.

Hypothesis: The client should enter one segment of the XYZ market. One segment of the market is growing and attractive. Client has at least a modest competitive advantage in this segment that can be strengthened over time. Competition in this segment is weak or modest.

Candidate: OK, so a few big players control half the market, and a bunch of smaller players participate in the other half of the market. Next, given my hypothesis that our client is missing out on some segment of the market, I’d like to better understand which types of competitors are growing—the global ad agencies, media-buying agencies, direct response agencies, or digital agencies.

Candidate: Given this circumstance, my revised hypothesis is that to jump-start growth, Omega & Omega has to find some way to participate in the only market segment that’s growing: digital advertising. To test this hypothesis, we have to figure out what’s driving growth for digital agencies and determine if it’s a long-term trend or just a temporary one. And we need to figure out if the client can find a way to benefit from this trend.

Based on this, my working hypothesis is that Omega & Omega must participate more effectively in this market segment if it wants to grow.

OkCupid tracks the ratio of straight women to straight men, and platform managers work hard to adjust that ratio when it diverges from the level they deem optimal. They manage these adjustments by asking users to rate the attractiveness of those on the opposite side of the platform.7 The website then introduces a filter to reduce the number of men who can participate in the platform by seeing women’s profiles—especially women who are rated as particularly attractive.8 In this way, the OkCupid platform is helping to maintain positive network effects and fostering market liquidity by avoiding an imbalance that might otherwise alienate a segment of its female users.