Segmentation - Targeting – Positioning

This article by Jorge A. Restrepo discusses the process of segmentation, targeting, and positioning in strategic marketing. It explains the importance of market segmentation and how it can help organizations provide higher value to customers. The article also covers different segmentation variables and techniques, as well as segment evaluation and targeting through marketing mix. Subject: Marketing, Course Code: MKT101, College/University: Not mentioned.

Segmentation - Targeting – Positioning
Eureka Facts, The Smart Marketing Information. 1
SEGMENTATION – TARGETING – POSITIONING
BY: JORGE A. RESTREPO
President & Principal Researcher EurekaFacts LLC
The strategic marketing planning process flows
from a mission and vision statement to the selection of
target markets, and the formulation of specific marketing
mix and positioning objective for each product or service
the organization will offer. Leading authors like Kotler
present the organization as a value creation and delivery
sequence. In its first phase, choosing the value, the
strategist "proceeds to segment the market, select the
appropriate market target, and develop the offer's value
positioning. The formula - segmentation, targeting,
positioning (STP) - is the essence of strategic marketing."
(Kotler, 1994, p. 93).
Market segmentation is an adaptive strategy. It
consists of the partition of the market with the purpose of
selecting one or more market segments which the
organization can target through the development of
specific marketing mixes that adapt to particular market
needs. But market segmentation need not be a purely
adaptive strategy: The process of market segmentation
can also consist of the selection of those segments for
which a firm might be particularly well suited to serve by
having competitive advantages relative to competitors in
the segment, reducing the cost of adaptation in order to
gain a niche. This application of market segmentation
serves the purpose of developing competitive scope, which
can have a "powerful effect on competitive advantage
because it shapes the configuration of the value chain."
(Porter, 1985, p. 53).
According to Porter, the fact that segments differ
widely in structural attractiveness and their requirements
for competitive advantage brings about two crucial
strategic questions: the determination of (a) where in an
industry to compete and (b) in which segments would
focus strategies be sustainable by building barriers
between segments (Porter, 1985, p. 231).
Through market segmentation the firm can
provide higher value to customers by developing a market
mix that addresses the specific needs and concerns of the
selected segment. Stated in economic terms, the firm
creates monopolistic or oligopolistic market conditions
through the utilization of various curves of demand for a
specific product category (Ferstman, C., & Muller, E.,
1993). This is an expanded application of the
microeconomic theory of price discrimination, where the
firm seeks to realize the highest price that each segment is
willing to pay. In this case the theory's reliance on price is
broadened to include all 4 P's of the marketing mix (Wilkie,
1990, P. 98). This application of microeconomic theory is
particularly applicable to organizations active in product
categories that are cluttered with competition. It is also
useful where sufficiently large markets with distinct sets of
value preferences are found, or when the organization
chooses to proactively build a stronghold by creating value
preferences among a set of consumers.
Segmentation as a process consists of segment
identification, segment selection and the creation of
marketing mixes for target segments. The outcome of the
segmentation process should yield "true market segments"
which meet three criteria: (a) Group identity: true segments
must be groupings that are homogeneous within segments
and heterogeneous across groups. (b) Systematic
behaviors: a true segment must meet the practical
requirement of reacting similarly to a particular marketing
mix. (c) The third criteria refers to efficiency potential in
terms of feasibility and cost of reaching a segment (Wilkie,
1990). In addition, Gunter (1992) recommends considering
the stability of market segments over time and different
market conditions.
Stage one - segment identification
The first stage of market analysis consists of
segment identification. The analyst has the option of
segmenting the market using different sets of criteria
including personal characteristics of the consumer, benefits
sought, and behavioral measures of the consumer (Wilkie,
1990, p. 101). Within these categories the options available
are truly overwhelming and in many cases different
segmentation approaches will steer strategy along very
different paths. Utilizing multiple segmentation approaches
is recommended by several authors (Porter, 1985; Gunter,
1992).
There is no recipe for choosing which variables to
utilize when segmenting. The identification of segmentation
variables is among the most creative parts of the
segmentation process, because it involves conceiving
dimensions along which products and buyers differ, that
carry important structural or value chain implications.
Furthermore, "the greatest opportunity for creating
competitive advantage often comes from new ways of
segmenting, because a firm can meet buyer needs better
than competitors or improve its relative cost position"
(Porter, 1985, p. 247).
Segmentation variables
Wilkie (1990) divides segmentation variables into
three categories: personal characteristics, benefits sought,

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Eureka Facts, The Smart Marketing Information. 2
and behavioral measures. The following section will
explain each set of variables in broad terms.
Personal characteristics
The set of personal characteristics includes all the
variables that can be used to describe or identify particular
individuals. They include a vast array of personal
attributes, media exposure, demographic, geographic, and
geodemographic, lifestyles (activities, interests, opinions),
and psychographics.
Psychodemographics and geodemographics
have become popular segmentation tools. However,
despite the wealth of literature recently published it is
important to keep in mind that they are tools available to
the researcher and not the only segmentation variable
groups to consider. The power in serving segmentation
stems from their reduced cost and actionability. Because
they originated together, the two concepts have been
confused for one another but they are now recognized as
distinct consumer typology sets (Piirto-Heath, R. 1995).
Geodemographics.
Geodemographic models are conceptually based
on the assumptions that (1) neighborhoods contain
homogeneous groups of individuals, that (2) such groups
can be clustered and are share similarities across
geographies. The most commonly known geodemographic
classification systems in the US are Claritas' PRIZM,
CACI's ACORN, and Donnelley's ClusterPLUS.
The clusters are identified using census data and
geographic information. Current systems develop a
surrogate measure for socioeconomic ranking utilizing a
mixture of educational attainment, income, home value,
occupation and age; this information is laid over satellite-
generated data measuring urban, suburban, rural settings.
The analysis is enriched using other variables and survey
data to extract the different clusters. Households sharing
similar education, income, life stage, dwelling type and
type of community do tend to have similar purchasing
habits. This makes geodemographic clusters highly
actionable and reachable. The cluster is defined in a well-
rounded "picture" that includes research on media habits,
purchasing patterns for many categories, and the
possibility to match individual promotional response to the
geodemographic classification. Segmenting consumers by
geodemographic clusters enhances potential for directly
identifying and reaching prospects. The geodemographic
approach permits prospect identification down to the
census block level so the implementation of distribution,
direct marketing, and other strategies are simplified. One
of the disadvantages of this system is that it is a
classification of heads of household. To this date there has
been no profiling of other household members. The other
major disadvantage of geodemographic approaches is
precisely the reason why psychographics has become so
popular: it describes segments by many of their
characteristics but not by their attitudes, values, beliefs or
personality orientations.
Psychographics
Psychographics classify consumers by their
values and lifestyles. Though psychographic classifications
are now abundant, among the best known are VALS 2 and
LOV. Psychographic studies range from the general
profiling of lifestyles to the product specific segmentation
based on psychographic elements. Psychographic
variables are classified into three categories: product
attributes, lifestyle attributes, and psychological attributes.
The study of lifestyles is largely explained in terms
of the AIO's: attitudes, interests, and opinions. These are a
reflection of a mix of economic, cultural and social values.
Values in turn are largely shaped by early lifetime
experiences. Among the strongest forces forming values
are the triad of institutions (family, religion, and school),
media, and government (Gunter 1992).
The use of psychographics is important not only
as a consideration during the initial segmentation but as an
important element for the segment evaluation and
marketing mix formulation phases of the STP process.
"Although typically used more in advanced analysis than
initial segmentation studies, psychographics can be very
useful in identifying and explaining the behavior of markets.
For example, although the market for cars can be defined in
geodemographic terms, psychographically a researcher
may be able to identify many reasons or motives underlying
car buying behavior which could help to design a more
effective promotional and marketing strategy" (Gunter, B. &
Furnham, A., 1992, p. 64).
Benefits sought
The second group of variables used to segment
consumers includes all those related with the benefits and
needs they seek to fulfill and the nature of their demand for
different products and services. It also encompasses value
preferences such as quality, price, style, image, etc.
Behavioral Measures
The third category of segmentation variables is
behavioral measures. It includes product usage and actual
behavior such as buying patterns, usage data, channel,
ownership, quantities, brand loyalty, attitudes, etc.
Wilkie (1990) explains that variables in the first
category are unchangeable by the marketer, so the
segmentation by this level of variables should yield
adaptive strategies that recognize the reality of consumer

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characteristics and find ways to use them to the firm's
advantage. The second level is relatively stable over time
since individuals are not likely to change their values and
beliefs as Ries & Trout (1981, 1990, 1996) have
categorically stated. At the third level, change is the norm
and so this is where the marketer can influence the target
audience (Wilkie, 1990).
Segmentation techniques
Once segmentation variables have been pre-
selected and the data is collected, it is necessary to
choose the statistical process by which the segments will
be identified. The segmentation technique to be used
depends largely on the type of data available (metric or
non metric variables), and the kinds of dependence
observed - that is, dependence or interdependence
(Cooper D. & Emory, W., 1995, p. 521). Among the most
common segmentation techniques used are factor
analysis, cluster analysis, discriminant analysis, and
multiple regression. Among newer and increasingly utilized
techniques include chi-squared automatic detection
(CHAID), LOGIT, and Log Linear Modeling (Magidson, J.,
1990).
Traditionally cluster analysis has been utilized but
its use has declined because of increased criticism of its
empirical nature (Mitchell, V. W., 1994) and the emergence
of new methods. Newer systems and algorithms such as
CHAID permit the use of chi-squared analysis which does
not force ordinal and nominal data into continuous
variables, and permits not only the identification of
segments but also their ranking by profitability or some
other measure of desirability (Magidson, J. 1993). The
segmentation process is complex and thus prone to error.
Data integrity tests and validity assessments should be
included along the process as well as in the final outcome
review.
Once clusters have been identified they are
described using other variables not included in forming the
clusters. This descriptive process is intended to yield a full
bodied description of the market segments, which will be
useful in the evaluation process but most importantly in the
marketing mix creation stage. Multiple discriminant
analysis is often used for this purpose (Gunter, B., &
Furnham, A., 1992).
Stage two - segment evaluation
The second stage consists of evaluating the
segments. The first element that needs to be defined is the
criteria by which the segments will be evaluated. In a
nonprofit setting segment desirability is not necessarily
determined by profitability and market share objectives. If a
measure of profitability or desirability can be quantified, the
markets can be ranked using tree analysis or gains charts.
Approaches vary with some suggesting a
quantitative evaluation of the resulting segments (Sarabia,
1996), while others highlight other strategies for evaluation.
A way to approach market segment evaluation is through
the examination of a market structure by constructing a
spatial model where similarities and dissimilarities are
mapped. This representation of the market is then used in
conjunction with demand estimating and forecasting models
to determine possible positioning alternatives for a product
(Johnson, R., 1995). This analysis can be enhanced by
using a chi-squared trees analysis and correspondence
analysis to generate compositional perceptual maps, which
are "vital to understanding consumer brand positioning"
(Bendixen, M., 1995).
Other elements should also be considered such as
simplicity and potential adaptability of the segmentation
structure across national boundaries. Kotler (1990)
suggests considering three key factors: segment size and
growth, segment structural attractiveness, and company
objectives and resources. Porter (1985) proposes a similar
approach but also recommends studying the firm's
resources and skills as reflected in the value chain, and
their suitability to target market alternatives. Aaker (1995)
bases his selection criteria on the SWOT analysis produced
during the strategic marketing planning process. Berrigan &
Finkbeiner (1992) propose a somewhat similar process that
includes market structure analysis, market opportunity
analysis, product portfolio analysis, resource capabilities
analysis and competitive analysis.
Stage three - targeting through marketing mix
The third stage of the market segmentation
process is the creation of a specific market mix to fulfill the
needs, as well as market conditions of each specific target
segment (Wilkie, 1990; Gunter & Furnham, 1992; Kotler,
1994). Although many authors limit the market
segmentation process to market identification rather on the
key elements of the entire process, most companies fail to
give due importance to other stages in market
segmentation such as product positioning and mix
development (Sarabia, 1996).
Once the firm has chosen a market segment it
must choose a generic competitive strategy. At this point it
is also necessary to review the selected strategy across
segments and explore general strategic approaches. In
some cases it might become apparent that a counter-
segmentation strategy is applicable. In other cases, the
development of distinct mixes for each segment uncovers
inconsistencies or lack of resources at the corporate level
and so it is necessary to revert to the segment evaluation
stage.
According to Kotler (1994, p. 293) the only
sustainable generic strategy in a segmented market is
differentiation. He explains that the only other generic

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competitive strategy alternative (low cost) is not
sustainable in a segmented market. In addition, a strategy
successful at differentiating must generate customer value,
provide perceived value, and be difficult to copy.
At this point in the process the company selects
those ways in which it will distinguish itself from its
competitors. In most cases the differentiation involves
multiple elements. In fact, "most successful differentiation
strategies involve the total organization, its structure,
systems, people, and culture." (Aaker, 1996). One way to
differentiate is through brand equity building. A strategy
based on brand is likely to be sustainable because it
creates competitive barriers. A brand strategy permits the
strategist to work with complex concepts and not limit the
differentiation strategy to just a few competitive
differences. This approach is consistent and reinforces the
STP approach. A successful brand strategy builds barriers
to protect the selected position by creating associations of
the positioning variables with the brand name in the
prospect's mind.
Positioning
Gunter and Furnham (1992) prescribe that after
selecting target markets the strategist should develop
positioning objectives to then develop them into a detailed
marketing mix. However, Aaker (1996) recommends
developing the positioning objective only after the brand
identity and value proposition have been developed. In
exploring the latter, it is useful to understand Aaker's
definition of positioning is "the part of the brand identity
and value proposition that is to be actively communicated
to the target audience and that demonstrates an
advantage over competing brands." Kotler (1994) refers to
it as the unique selling proposition. Explained in other
words, the positioning statement is the point where the
bundle of attributes join to form one concept which aims at
capturing the essence of that which the target audience
seeks in the product category.
The benefit of following Aaker's recommendation
lies in the expanded range of position alternatives. Three
places are suggested in looking for brand position
elements: the core identity (central, timeless essence of a
brand), points of leverage within the identity structure (an
attribute, sub-brand, special feature, or service), and the
value proposition (benefits that drive relationships with
target audiences).
According to Brooksbank (1994), the positioning
strategy should include three components: customer
targets, which are the product of the segmentation study;
competitor targets, which are a product of the analysis of
external environment; and competitive advantage, which is
also a product of the environmental analysis.
In developing the positioning objective, Ries
(1996) is concise and clear: "positioning is not what you do
to the product, but what you do to the mind." Understanding
how the mind receives, stores or rejects information will
improve the chances of making the positioning objective
coincide with actual positioning in the target audience.
Although Ries & Trout have written several works relating
to positioning, perhaps the key elements they require of a
positioning strategy are: simplicity, a search for the obvious,
placing the product at the heart of the category, and
working to line up the strategy with the market's existing
perceptions, attitudes, and beliefs.
Ries & Trout (1990) suggest the position is the
mental angle used to enter the prospect's mind and the role
of the entire strategy is to support that tactic. It appears that
the process as outlined by Porter, Aaker, Kotler, Ries and
Trout for STP is one in which the different elements
interact: strategy points to the markets, research unveils
position alternatives and the position tactic requires a full
strategy to support it.
The literature reviewed here is by no means
comprehensive. There are far too many studies on the
subject matter for that, but this exploration should provide
an understanding of the theoretical framework within which
the STP process can be conducted.
Practical Approaches
Undertaking a Segmentation, Targeting and
Positioning process is probably one of the most important
processes management should undertake both at the onset
of a new offer creation as well as part of a periodic revision
of the portfolio of offers and strategies used by the
organization. The process can be one that tests one’s
ability to think creatively and so that is one important
reason why frequently companies seek the assistance of an
outside researcher to help them through the process.
Working in tandem, marketing analysts/researchers and
business executives can achieve effective STP strategies.
Jorge Restrepo is the principal market researcher at Eureka Facts.
He has written about market segmentation, segmentation targeting
and positioning, and has completed and implemented
segmentation and targeting studies at multiple organizations. He
can be reached at [e-mail].
© 2003 EurekaFacts LLC - www.EurekaFacts.com