cbs positioning & segmentation
DESCRIPTION
Marketing course at Copenhagen Business SchoolTRANSCRIPT
1
Marketing strategy and planningPositioning, market segmentation and target marketing
Week 39
Jacob Holm
Tlf: 24 42 11 32
www.office2go.dk
2
The marketing management processPart 1:Marketing Strategy
• Market –led strategic management – chapter 1
• Strategig marketing plannng
Part 2: Competitive market analysis
• The changing market environment – chapter 3
• Customer analysis – chapter 4
• Competitor analysis - chapter5
• Understanding the organizational resource base – chapter 6
• Forecasting future demand and market requirements – chapter 7
Part 3: Identifying current and future competitive positions
• Segmentation and positioning principles – chapter 8
• Segmentation and positioning research – chapter 9
• Selecting target markets– chapter 10
Part 4: Competitive position strategies
• Segmentation and positioning principles – chapter 11
• Competing through the new marketing mix – chapter 12
•Competing trough innovation– chapter 13
• Competing through superior service and customer relationship – chapter 14
Part 5: Implementing the strategy
• Strategic customer management – chapter 15
• Strategic alliances and network – chapter 16
• CSR – chapter 18 www.Office2go.dk
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Today subject
1. Positioning• A further discussion of the subject
2. Segmentation• Consumer markets
• Business markets
• Case: Office2go
3. Target marketing
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Positioning >< segmentation
Competitive positioning: Identifying the positioning of competitors to develop
our own competitive strategy
Market segmentation: Identifying the most productive bases for dividing a
market identifying the customers in different segments and develop segment
descriptions
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Positioning
Positioning• Positioning is the act of designing the company’s offering and
image so that they occupy a meaningful and distinct competitive
position in the target customers minds – Kotler 1997
• Companies >< brands
What is needed to create a winning position ?
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Positioning
• Hvilke differentierings-
kriterier er relevante
• Hvilke er de vigtigste for det
valgte segments forbrugere
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Which position in the competitive marketplace do we have today.
Which position do we want tomorrow.
How do we create an perceptual position map
Which criteria do we use for the axes
Positional strategy – how can it help us?
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Build Barriers:
• Physical: Price leader, superior quality, concession, monopoly
• Perceptual: Brand value, design perception , Consumer orientation
How do we build a sustainable advantage ?
Move position
• Find a more attractive position – segment value, less competition, lower
cost, easier to differentiate etc.
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Winning positioning
Create a monopoly!– This is done by differentiating their products/brands from other companies
• Differentiation criteria should meet following criteria:
1. Importance
2. Distinctive and pre-emptive
3. Superior
4. Communicable
5. Affordable
6. Profitable
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Position risk and error
Under-positioning: When customers only have a vague idea about the company or its
products and don’t perceive anything about it.
Over-positioning: When customers have a to narrow understanding of the company’s
product or brand.
Confused positioning: When a company frequently changes and contradictory
messages.
Doubtful positioning: When the claims made for the company, brand or product is not
accepted, whether or not it is true
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Positioning and Segmentation by President
Bush
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Market segmentation and target marketing
Market Segmentation is the process by which a market is divided into distinct subsets
of customers with similar needs and characteristics that lead them to respond in
similar ways.
Target Marketing requires evaluating the relative attractiveness of various segments –
in terms of market potential, growth rate, competitive intensity etc. and the firms
capabilities to deliver what each segments wants. This is in chapter 10 which is not in
the syllabus this year.
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Why is segmentation important
1. Increase in competition
• Information technology
• Transportation cost are reduced
• Markets don’t develop in the same speed anymore
• Usage of Brands for line extensions: Easy jet
2. Social and economic forces
• Increase in disposable income
• Higher education
• Easier access to information
3. Trend toward microsegmentation
• New technology
• Unit cost down
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Segmentation and target marketing process
• Identify a homogenous segment that differ from other segments
and specify criteria that define the segment
• Determine segment size and potential
– Financial figures in measurable characteristics
• Check if the segment can be isolated from the remainder of the
market.
• Visualize the market for better understanding
• Prioritize the segments
• Target the segment or segments that you want to concur (target
marketing)
“The critical issue is to find an appropriate segmentation scheme that will facilitate
target marketing, product positioning, and formulation and successful marketing
strategies and programs”
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Segmentation in homogeneous and
heterogeneous markets
Are markets homogeneous or heterogeneous?
It is all in the mind of the customer !!!!!
homogeneous heterogeneous
Water Tap water Bottled water
Tele communication 2G phoning 3G, “Blackberry”, IP-
Phoning, skype
Electricity Yes Or……..
Shipping It’s a container Speed, delivery, security
White wall paint Yes Coverage, drying time,
gloss
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How do we find these homogenous
customer groups
• Demographic segmentation
• Geographic segmentation
• Behavioral segmentation
• Psychographic segmentation
• Individual segmentation
• Motivational segmentation
•To define the target market
•To create a new view of the market
•To position the product
•To better communicate product
attributes
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Is it possible to categories homogeneous
customer segments ?
• Before 1975: Demographic
• 1975 -1995: Physiographic (lifestyle): VALS –RISK
• 1995 - 2000: Minerva – segmenting
• 2000 -> Motivational segmentation in the post-modernistic world and microsegmentation
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Demographic segmentation
• Age
• Sex
• Consumer life cycle
• Income
• Occupation
• Education
• Events
• Race and ethical origin
• Subcultures
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Psychographic segmentation
VALS 2
• The Values and Lifestyles System
• Three Self-Orientations:
– Principle orientation: Guided by a belief system
– Status orientation: Guided by opinions of peers
– Action orientation: Desire to impact the world around them
• VALS Groups:
- Actualizes (Innovators) – Successful consumers
with many resources, but are concerned with social issues
and are open to change.
- Believers – have strong principles and favor proven
brands
- Fulfilleds – Satisfied, reflective and comfortable,
practical and value functionality
- Strivers – Like achievers, but with fewer resources.
They are concerned about the approval of others
- Achievers – Career-oriented and prefer predictability
over risk or self discovery
- Makers – Action oriented and tend to focus their
energies on self-sufficiency and they will often repair their
things themselves
- Experiences – Are impulse, young and enjoy offbeat
or risky experience
- Strugglers – Concerned of meeting the needs of the
moment…..
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VALS 2 Segmentation System
Segment Lifestyle Characteristics Psychological Characteristics Consumer Characteristics
Innovators (8% of pop.)
Successful, sophisticated
Value personal growth
Wide intellectual interests
Varied leisure activities
Well informed, concerned with social issues
Highly social
Politically very active
Optimistic
Self-confident
Involved
Outgoing
Growth oriented
Open to change
<established & emerging leaders in business &
government>
Enjoy the "finer things"
Receptive to new products, technologies,
distribution.
Skeptical of advertising
Frequent readers of a wide variety of
publications
Light TV viewers
Thinkers (11% of pop.)
Moderately active in community and politics
Leisure centers on home
Value education & travel
Health conscious
Politically moderate and tolerant
Mature
Satisfied
Reflective
Open-minded
Intrinsically motivated
Value order, knowledge, and responsibility
Little interest in image or prestige
Above average consumers of products for the
home
Like educational and public affairs
programming on TV
Read widely and often
Look for value & durability
Achievers (13% of pop.)
Lives center on career & famly
Have formal social relations
Avoid excess change or stimulation
May emphasize work at the expense of
recreation
Politically conservative
Moderate
Goal oriented
Conventional
Deliberate
In control
Attracted to premium products
Prime target for a variety of products
Average TV watchers
Read business, news, and self-help
publications
Experiencers (12% of pop.)
Like the new, offbeat, and risky
Like exercise, socializing, sports, and outdoors
Concerned about image
Unconforming, but admire wealth, power, and
fame
Politically apathetic
Extraverted
Unconventional
Active
Impetuous
Energetic
Enthusiastic and impulsive
Follow fashion and fads
Spend much of disposable income on
socializing
Buy on impulse
Attend to advertising
Listen to rock music
Believers (16% of pop.)
Respect rules and trust authority figures
Enjoy settled, comfortable, predictable existence
Socialize within family and established groups
Politically conservative
Reasonably well informed
Traditional
Conforming
Cautious
Moralistic
Settled
Buy American
Slow to change habits
Look for bargains
Watch TV more than average
Read retirement, home and garden, and
general interest magazines www.Office2go.dk
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VALS 2 Segmentation System
Segment Lifestyle Characteristics Psychological Characteristics Consumer Characteristics
Strivers (13% of pop.)
Narrow interests
Easily bored
Somewhat isolated
Look to peer group for motivation and
approval
Unconcerned about health and nutrition
Politically apathetic
Dissatisfied
Unsure
Alienated
Impulsive
Approval seeking
Image conscious
Limited discretionary income, but carry credit
balances
Spend on clothing and personal care
products
Prefer TV to reading
Makers (13% of pop.)
Enjoy outdoors
Prefer "hands on" activities
Spend leisure with family and close friends
Avoid joining organizations except unions
Distrust politicians, foreigners, and big
business
Practical
Self-sufficient
Constructive
Committed
Satisfied
Shop for comfort, durability, value
Unimpressed by luxuries
Buy the basics
Listen to radio
Read auto, home mechanics, fishing,
outdoors magazines
Survivors (14% of pop.)
Limited interests and activities
Prime concerns are safety and security
Burdened with health problems
Conservative and traditional
Rely on organized religion
Powerless
Narrowly focused
Risk averse
Burdened
Conservative
Brand loyal
Use coupons and watch for sales
Trust advertising
Watch TV often
Read tabloids and women's magazines
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Behavioral segmentation
Minerva (eller Kompas)
Minerva-segmenteringen af Henrik Dahl opdeler forbrugerne i livsstils-segmenter
som vist i figuren, hvor ordinaten i diagrammet skiller mellem det moderne og det
traditionelle, men abscissen deler op mellem det fællesskabsorienterede og det
individorienterede.
25 % 25 %
20 %20 %
10 %
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Minerva
Selvtillid og forbrug:
• Mænd 20-39
• høj indk. & udd
• KBH
• Venstre og kons
• Teater, biograf
• Ferie: storby & ski
•Venste & Lib. Aliance
Engageret aktivitet:• Kvinder 40-49
• Stærkt gruppe orienteret
• Grønt værdisæt
• Kultur og dokumentar program
• SF & Rad. venstre
Stabilitet, tradition:• Mænd 15-19 år
• Arb. For at holde fri
• Ekstra bladet
• Følger Sport på TV
• Rejser til Thailand og pakke
rejser
• DF, Fremskridtspartiel,
Venstre, kons.
Tradition, familie og det
nær miljø:• Kvinde +50
• Små byer & Landet
• ”den lille mand”
• Mådehold & nøjsomhed
• Højt medieforbrug – TV
• DF & Socialdemokratiet
25 % 25 %
20 %20 %
10 %
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Is it possible to categories homogeneous
customer segments ?
• Before 1975: Demographics
• 1975 - 1995: Psychographics: Vals
• 1995 - 2000: Behavioral: Minerva
• 2000 -> Motivational segmentation in the post-modernistic world and microsegmentation
Mere heterogenitet, mindre homogenitetÅrsagen til den begrænsede præcision er i og for sig enkel at forklare. Vi - forbrugerne - er mere og mere os selv. Vi har råd til (i hvert fald meget mere end tidligere) at tilfredsstille vores egne mindste ønsker og tilbøjeligheder. Vi kan stadig inddeles i forholdsvis homogene grupper med hensyn til specifikke karakteristika. Men dels bliver fællestrækkene færre, dels bliver grupperne mindre og mindre.
Vi motiveres af forskellige ting på forskellige tidspunkter af døgnet, måneden, året og livet –og segmenteringen går derfor i retning af hvad der motiverer os til at købe en bestemt vare eller service
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Den postmodernistiske æra
Eksempler:
• Situationsbestemt forbrug (Institut for fremtidsforskning 2003)
• Her tager mennesket ikke udgangspunkt i sig selv og den type man tilhører, men mere i den
situation som man står i og den rolle man har i situationen.
• Lad os kigge på et godt eksempel ØL!
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Eksempel: øl og det situationsbestemte
forbrug
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Den postmodernistiske æra
Eksempler:
• Situationsbestemt forbrug (Institut for fremtidsforskning 2003)
• Her tager mennesket ikke udgangspunkt i sig selv og den type man tilhører, men mere i den
situation som man står i og den rolle man har i situationen.
• DA segmenterne er situationsbestemte er det vanskeligt at lave homogene uafhængige grupper,
da grupperne hele tiden bevæger sig!
• CUBEical Thinking (Henrik Andersen & Thomas Ritter)
• Her arbejdes med tre dimensioner: Kundetyper, Roller og Scener:
• Kundetyper omfatter forbrugernes værdier og adfærd
• Roller ses i forhold til andre mennesker og kan skifte
flere gange om dagen
• Scener er de fysiske forhold der giver anledning til
et behov.
Her arbejdes med Roller og Scener sammen med Kundetyper
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Individual segmentation
• Cellestørrelse: 100 * 100 meter
• Antal celler I DK: 413.092
• Antal boligenheder: 2.661.210
• Antal forbrugere: 5.273.095 (99,85 % af befolkningen)
• Antal livsstilstyper: 29
• Bygget på tilgængelig statistik
Geomatic inddeler den danske befolkning
i 29 forskellige typer, som beskriver
segmenter af konsumenter og forbrugs-
mønstre. Geomatic finder de områder
hvor der er flest af de relevante adresser
i klynger af 150, 100, 50 og helt ned til 20
husstande
• Eks: Venstre, ISO,
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Segmentation
Kilde: Henrik Andersen & Thomas Ritter
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Segmenting business markets
1. Background company characteristics
• Industry type
• Company size
• Customer location
• Company technology
• Customer capabilities
• Purchasing organization
• Power structure
2. Attitudinal characteristics
3. Behavioral characteristics
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Attitudional characteristics
Gatekeeper
Bruger
Infuenten
Beslutningstageren Indkøberen
• Buyer – seller similarity
• Buyer motivation
• Buyer risk perception
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Behavioral characteristicsCan we predict our competitors moves?
• Laid-back competitor:
– TDC when Telmore was introduced
• The selective competitor:
– Kodak reacted when Fuji Film chance prices but not when digital cameras
where introduced
• The Tiger competition
– P&G products
• The Stochastic competitor
– Typically small businesses without a formal marketing department
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Demografisk Segmentering:
0
10000
20000
30000
40000
50000
60000
70000
2 - 10 11 - 20 21 - 30 31 - 40 41 - 60 61 - 80 80 - 100 100 -120
120 -140
140 -160
160 -180
180 -200
70038
10867
22343818
1344 1287 415 299 199 381 106 85
An
tal a
nsa
tte
Antal ansatte
Office2go primære segment er virksomheder mellem 2-40 ansatte. Sekundært 40-200 ansatte
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Adfærds segmentering:
Pris
Proces udvikling
Enkelthed
Små virksomheder: 2 – 40 ansatte:
87.000
0
Store virksomheder: over 200 ansatte. Ca
1.000
NystartedeVirksomheder: ca
25.000
Mellemstore virksomheder: 40 –200 ansatte: 4.115
Konsulenter
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Attitudional characteristics
Gatekeeper
Bruger
Infuenten
Beslutningstageren Indkøberen
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Hvorfor er target marketing vigtigt:
Omsætning og indtjening”head & tail”
% (kr)100%
Kunder
Oms
10 20 30 60
82,6%
150
DB3
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Market target model
This model is adapted from Derek F. Abell’s
work with segmentation.
The market can be divided into customers
and products. How a homogeneous group of
customers require products to cover their
needs and what are the size of the different
segment.
Identify a homogenous segments that differ
from other segments and specify criteria that
define the segment. This could be by
demographic, geographic, behavioral,
lifestyle, social, product and customer needs
We also need to find which products that are
relevant to the market:
•The attractiveness is based on size,
gross margin, the companies
product range.
• Competitive strength in the
different segments
9
xx
xx
xx
xx
xx xx xx xx
Homogeneous segments of customers
Pro
du
ct(n
eed
)
Market segmentation
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xx
xx
xx
xx
xx xx xx xx
Homogeneous segments of customers
Pro
du
ct
(ne
ed
)
Market segmentation
• Market size, segment size and growth rate
• Macro trends: PEST
• Micro trends: Porters five forces
• Company capabilities: Managerial, financial,
employee, brand, R&D, manufacturing etc
• Key drivers of consumers
Homogeneous segments
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New Building
Renovation
Housing
association
Large-
contractor
Local -
Contractor/
Carpenter
Prof. /Large
housing
association
Private-
houses
+(sommer
houses)
Private-
industry
Market – growth 2003 –> 2004
Housing
associationLarge-
contractor
Local -
Contractor/
Carpenter
Prof. /Large
housing
association
Private-
houses
+(sommer
houses)
Private-
industry
www.Office2go.dk
51
New building
Renovation
Facts
Est.
3%
-162 m
kr.
2%
-108 m
kr.
9,5
% -
513 m
kr.
7%
-378 m
kr.
21
,0%
-1.1
35 m
kr.
6%
-324 m
kr.
19%
-1.0
27 m
kr.
13
% -
703 m
kr.
3,5
% -
189 m
kr.
32,4%
67,7%
74%26%
56%44%
Market valueTotal value 5.405 mio kr. – 2003 data (Source: Byggemateriale Industrien: BI, maj 2004)
7%
-378 m
kr.
3%
-162 m
kr.
6%
-324 m
kr.
Housing
associationLarge-
contractor
Local -
Contractor/
Carpenter
Prof. /Large
housing
association
Private-
houses
+(sommer
houses)
Private-
industry
Housing
association
Large-
contractor
Local -
Contractor/
Carpenter
Prof. /Large
housing
association
Private-
houses
+(sommer
houses)
Private-
industry
www.Office2go.dk
52
New building
Renovation
Facts
Est.
3%
2%
9,5
%
7%
22
,5%
3%
4,5
%
6%
19
%
13
%
3,5
%32,4%
+4,8%
67,7%
+0,5%
56%44%
7%
Market GrowthGrowth 2003 –> 2004 (Source: Byggemateriale Industrien: BI, maj 2004)
74%26%
128 Mkr 353 Mkr
570 Mkr450 Mkr03/02: Turn/growth: -18,7%
04/03: Turn/growth: -3,2%
05/04: Turn/growth. -3,2%
03/02: Turn/growth: +6,5%
04/03: Turn/growth: +3,4%
05/04: Turn/growth. +3,6%
03/02:Turn/growth. +10,2%
04/03: Turn/growth. +4,7%
05/04: Turn/growth. +2,2%
03/02: Turn/growth. -18,3%
04/03: Turn/growth. +5,2%
05/04: Turn/growth. +8,1%
Housing
associationLarge-
contractor
Local -
Contractor/
Carpenter
Prof. /Large
housing
association
Private-
houses
+(sommer
houses)
Private-
industry
Housing
association
Large-
contractor
Local -
Contractor/
Carpenter
Prof. /Large
housing
association
Private-
houses
+(sommer
houses)
Private-
industry
www.Office2go.dk
53
Company’s comp. position• Capabilities and resources
• Key driver 1
• Key driver 2
• Key driver 3
(relative compared to the competitors and
documented through value curves)
Market attractiveness
• Profitability
• Growth (short vs long-term)
• Segment size
Seg2
% af CM2
Seg1
% af CM2
Seg3
% af CM2
HighLow
High
Market attractiveness
Co
mp
an
y’s
co
mp
. p
os
itio
nLeave
Maintenance Invest
Evaluate
Prioritizing of segments
12
New building
Renovation
Facts
Est.
3%
2%
9,5
%
7%
22,5
%
3%
4,5
%
6%
19%
13%
3,5
%32,4%
+4,8%
67,7%
+0,5%
56%44%7%
Market GrowthGrowth 2003 –> 2004 (Source: Byggemateriale Industrien: BI, maj 2004)
74%26%
128 Mkr 353 Mkr
570 Mkr450 Mkr03/02: Turn/growth: -18,7%
04/03: Turn/growth: -3,2%
05/04: Turn/growth. +3,2%
03/02: Turn/growth: +6,5%
04/03: Turn/growth: +3,4%
05/04: Turn/growth. +4,9%
03/02:Turn/growth. +10,2%
04/03: Turn/growth. +4,7%
05/04: Turn/growth. +2,2%
03/02: Turn/growth. -18,3%
04/03: Turn/growth. +5,2%
05/04: Turn/growth. +4,1%
Housing
associationLarge-
contractor
Local -
Contractor/Carpenter
Prof. /Large
housing
association
Private-
houses
+(sommerhouses)
Private-
industry
Housing
association
Large-contractor
Local -Contractor/
Carpenter
Prof. /Large
housing association
Private-
houses
+(sommerhouses)
Private-industry
www.Office2go.dk
54
xx
xx
xx
xx
xx xx xx xx
Homogeneous segments of customers
Pro
du
ct
(ne
ed
)
Market targeting
Single segment concentration
“Porsche sport scars”
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xx
xx
xx
xx
xx xx xx xx
Homogeneous segments of customers
Pro
du
ct
(ne
ed
)
Market targeting
Selective specialization
“DR radio”
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xx
xx
xx
xx
xx xx xx xx
Homogeneous segments of customers
Pro
du
ct
(ne
ed
)
Market targeting
Product specialization
“Nikon camera”
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xx
xx
xx
xx
xx xx xx xx
Homogeneous segments of customers
Pro
du
ct
(ne
ed
)
Market targeting
Market specialization
“Mange prod til en kundegruppe”
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xx
xx
xx
xx
xx xx xx xx
Homogeneous segments of customers
Pro
du
ct
(ne
ed
)
Market targeting
Full market Coverage
“IBM”
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Segmentation process
• Identify a homogenous segment that differ
from other segments and specify criteria that
define the segment
• Determine segment size and potential
– Financial figures
• Visualize the market for better understanding
• Prioritize the segments
• Target the segment or segments that you
want to concur (target marketing)
9
How do we find these homogenous
customer groups
• Demographic segmentat ion
• Geographic segmentat ion
• Behavioral segmentat ion
• Psychographic segmentat ion
• Individual segmentat ion
• Motivat ional segmentat ion
• To def ine the target market
• To creat e a new view of t he
market
• To posit ion the product
• To bet t er communicate product
at t ributes
25
New building
Renovation
Facts
Est .
3%
2%
9,5
%
7%
22,5
%
3%
4,5
%
6%
19%
13%
3,5
%32,4%
+4,8%
67,7%
+0,5%
56%44%
7%
Market GrowthGrowth 2003 –> 2004 (Source: Byggemateriale Industrien: BI, maj 2004)
74%26%
128 Mkr 353 Mkr
570 Mkr450 Mkr03/02: Turn/growth: -18,7%
04/03: Turn/growth: -3,2%
05/04: Turn/growth. -3,2%
03/02: Turn/growth: +6,5%
04/03: Turn/growth: +3,4%
05/04: Turn/growth. +3,6%
03/02:Turn/growth. +10,2%
04/03: Turn/growth. +4,7%
05/04: Turn/growth. +2,2%
03/02: Turn/growth. -18,3%
04/03: Turn/growth. +5,2%
05/04: Turn/growth. +8,1%
Housing
associationLarge-
contractorLocal -
Contractor/
Carpenter
Prof. /Large housing
association
Private-
houses +(sommer
houses)
Private-industry
Housing association
Large-
contractor
Local -
Contractor/Carpenter
Prof. /Large housing
association
Private-houses
+(sommer
houses)
Private-
industry
26
Company’s comp. position• Capabili ties and resources
• Key driver 1
• Key driver 2
• Key driver 3
(relat ive compared to the compet itors
and documented through value curves)
Market attractiveness
• Prof itabili ty
• Growth (short vs long-term)
• Segment size
Seg2
% af CM2
Seg1
% af CM2
Seg3
% af CM2
HighLow
High
Market attractiveness
Co
mp
an
y’s
co
mp
. p
osi
tio
n
Leave
Maintenance Invest
Evaluate
Prioritizing of segments
12
New building
Renovation
Facts
Est .
3%
2%
9,5
%
7%
22,5
%
3%
4,5
%
6%
19%
13%
3,5
%32,4%
+4,8%
67,7%
+0,5%
56%44%
7%
Market GrowthGrowth 2003 –> 2004 (Source: Byggemateriale Industrien: BI, maj 2004)
74%26%
128 Mkr 353 Mkr
570 Mkr450 Mkr03/02: Turn/growth: -18,7%
04/03: Turn/growth: -3,2%
05/04: Turn/growth. +3,2%
03/02: Turn/growth: +6,5%
04/03: Turn/growth: +3,4%
05/04: Turn/growth. +4,9%
03/02:Turn/growth. +10,2%
04/03: Turn/growth. +4,7%
05/04: Turn/growth. +2,2%
03/02: Turn/growth. -18,3%
04/03: Turn/growth. +5,2%
05/04: Turn/growth. +4,1%
Housing association
Large-
contractor
Local -
Contractor/Carpenter
Prof. /Large
housing
association
Private-
houses
+(sommerhouses)
Private-
industry
Housing
association
Large-contractor
Local -Contractor/
Carpenter
Prof. /Large
housing association
Private-houses
+(sommerhouses)
Private-industry
28
xx
xx
xx
xx
xx xx xx xx
Homogeneous segments of customers
Pro
du
ct(n
eed
)
Market targeting
Single segment concentrat ion
“ Porsche sport scars”
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61
Market segmentation modal
The market can be divided into
customers and products. How a
homogeneous group of customers
require products to cover their
needs and what are the size of the
different segment.
• The attractiveness is based on
size, gross margin, the companies
product range.
• Competitive strength in the
different segments 9
xx
xx
xx
xx
xx xx xx xx
Homogeneous segments of customers
Pro
du
ct(n
eed
)
Market segmentation
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