Case Study 1 - Global B2B Market Segmentation
Business Needs
In planning a major strategic transformation in its B2B marketing
efforts, a leading software vendor needed guidance in shifting
its marketing from a product “pillars” approach to a “solutions”
perspective rooted in customers’ existing and future needs and
requirements. The new business model mandated marketing efforts
that would be both customer-driven and efficient in deploying
marketing resources. Meeting these goals required a needs-based
segmentation model as a core component to ensure that segments
were validated, understood and targeted effectively and efficiently.
The Study
Telephone screening and recruit to web survey. 3,593 screening /recruiting
interviews completed across 10 countries. Qualified respondents
came from Information Technology, Line of Business and “C-level”
(e.g. CEO, CFO, etc.) decision makers in organizations of all sizes
across industries. To ensure quality, we provided seamless control
across geographies, equivalence in translation of question meaning,
and common quality standards for interviewing.
A comprehensive interview collected information relating to software behavior, buying attitudes, emotional needs, corporate
attitudes / intent regarding current and future software usage, and firmographics.
A careful, iterative application of advanced multivariate techniques
was utilized to produce a predictive segmentation model – what we
call Concurrent Segmentation.
This model was concurrently based on current behavior, company attitudes
toward technology as well as motivational personal values. In this
way, attitudinal information could be linked to descriptive data.
The End Result
The business software market was classified into six segments. The dual behavior-values segmentation model
yielded a consistent global structure that both resonates with the personal values that software decision-makers hold dear and
was also sensitive to cultural (i.e. national) attitudes as well. Thus, a marketing strategy was developed enabling the client
to “think globally, but act locally.”
From the segment profiles, specific targeted marketing messages
appropriate for each segment were developed and a ‘gearbox’ tool
was formulated enabling salespeople to classify customers and
prospects, and to target them with the appropriate combination
of suitable products.
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