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首页 贝恩咨询市场营销-customersegmentation

贝恩咨询市场营销-customersegmentation.ppt

贝恩咨询市场营销-customersegmentation

光平
2019-04-25 0人阅读 举报 0 0 0 暂无简介

简介:本文档为《贝恩咨询市场营销-customersegmentationppt》,可适用于战略管理领域

bcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAuthor:LairdReedContributors:BarbaraBilodeau,DorieKrawiecbcSegmentationCustomerMarchCopyrightcopyBainCompany,InccustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAgendaThecustomersegmentationconceptApplicationsCustomersegmentationstepssegmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneedsbasedbehavioralKeytakeawayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAgendaThecustomersegmentationconceptApplicationsCustomersegmentationstepssegmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneedsbasedbehavioralKeytakeawayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSContextCompetitorsCustomerSegmentationPurchaseCriteriaRating(ImportanceAnalysis)CompanyPositioning(EffectivenessAnalysis)AttractivenessAnalysisValuePropositionDevelopmentCustomerRetentionandLoyaltyCustomerAcquisitionCustomersToidentifycostreductionopportunitiesCustomersegmentationisanimportanttoolforcustomeranalysisCostCapabilitiesStrategicPurpose:Tools:ToidentifyrevenueandprofitmaximizingstrategiesToachievedifferentiationandtopreemptcompetitorsrsquomovesTodeterminethestrategiesthatfitbestwithacompanyrsquoscorecompetenciescustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSTheProcess*Insomecases,therewillbeonlyonetargetsegmentCustomersegmentationisaprocessofidentifyinghomogeneousgroupsofcustomersOncecustomershavebeensegmented,acompanychoosestargetsegmentsandapproacheseachsegmentwithavaluepropositionthatmeetsthesegmentrsquosneedsEachcustomersegmentdescribesahomogeneousgroupofcustomersSegmentcustomers(existingandpotential)Choosetargetsegments*CreatevaluepropositionforeachtargetsegmentDetermineprofitpotentialTargetsegmentsarethemostattractivecustomersegmentsforagivencompanytofocusonAvaluepropositionisthecombinationofproduct,service,anddeliveryofferedtothecustomerThepotentialprofitfromservingthetargetsegmentswithproposedvaluepropositionsmustbedeterminedcustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSWhyDoCustomerSegmentationCustomersegmentationisvaluablebecauseallcustomersarenotcreatedequalEachcustomersegmenthasauniquesetofneedsandrequiresitsownvaluepropositionTheprofitpotentialdiffersbycustomersegmentCustomersegmentationhelpscompaniesfocusscarceresourceswheretheycanbemostleveragedcustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAgendaThecustomersegmentationconceptApplicationsCustomersegmentationstepssegmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneedsbasedbehavioralKeytakeawayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSRetentionandAcquisitionCustomersegmentationisusefulforbothcustomerretentionandcustomeracquisitionSegmentcustomersChoosetargetsegmentsCreatevaluepropositionforeachtargetsegmentRetaintargetcustomersAcquiretargetcustomerscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSApplications(of)Baincaseteamshaveusedcustomersegmentationto:IdentifygapsorredundanciesintheproductportfolioScreenoutunacceptablenewproductsChooseproductfeaturesDetermineproductpricingEstablishappropriateserviceoptionsDetermineoptimaldistributionstrategyAdviseonadvertisingstrategycustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSApplications(of)AlargeEuropeanbeermanufacturerwasfacedwithincreasingcompetitionandlowmarketgrowthBainusedsegmentationtoidentifyproductportfoliogapsanddetermineoptimalpositioningfornewandexistingbrandsThisresultedinanmarketshareincreaseAninternationalcosmeticscompanywantedtoidentifyopportunitiesinthehighgrowthskincaremarketABainteamidentifiedunmetconsumerneedsforantiagingcreamsandproposedanoptimalstrategyfortargetingtheappropriatecustomersThisresultedinapproximately$MMinvaluecreationBainrsquoscustomersegmentationworkhasbroughtsignificantresultsformanyclientsExamplesofBainrsquosworkinclude:customersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAgendaThecustomersegmentationconceptApplicationsCustomersegmentationstepssegmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneedsbasedbehavioralKeytakeawayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSCustomerSegmentationStepsChoosesegmentationmethod(needsbased,behavioral,ordemographic)basedonunderlyingissuesProcess:Tips:Choosetargetsegmentsbasedonattractivenessandabilitytoserveinadifferentiatedway(insomecases,therewillbeonlyonetargetsegment)Createvaluepropositionsbasedoncustomerneeds(eachtargetsegmentrequiresitsownvalueproposition)DeterminetherevenueandcostimpactsofofferingtheproposedvaluepropositionstothetargetsegmentsSegmentsshouldbemeaningfulMECE(onlyonesegmentpercustomer)measurablesubstantialactionableAttractivenessisbasedonprofitpotential(revenuepotentialandcosttoserve)AbilitytoserveinadifferentiatedwayrecognizesboththeclientrsquosandthecompetitorsrsquocorecompetenciesaswellasregulatoryfactorsEachvaluepropositionshouldaddress:productservicedistributionProfitpotentialshouldincludeprofitaswellasldquohiddencostsrdquo(eg,increasedtrainingandmarketingcostsfornewproducts)Segmentcustomers(existingandpotential)Choosetargetsegments*CreatevaluepropositionforeachtargetsegmentDetermineprofitpotential*Insomecases,therewillbeonlyonetargetsegmentcustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAgendaThecustomersegmentationconceptApplicationsCustomersegmentationstepssegmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneedsbasedbehavioralKeytakeawayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSSegmentationMethodsCustomerneeds(eg,preferencesforlowpricevshighservice)psychographicsattitudesNeedsbasedBehavioralDemographicTypeofdatausedtosegment:Examples:ValuehighserviceoverlowpriceValuelowpriceoverhighconvenienceValuebrandnameoverlowpriceBuyonsaleonlyvsatfullpriceBehaviors(eg,purchasingpatterns,usagepatterns)UseATMvsusebranchShopweeklyvsmonthlyforgroceriesDrinkcoffeevsdonotdrinkcoffeeDemographics(eg,age,income,homeownership)YoungvsoldHighincomevslowincomeHomeownersvsrentersTherearethreemaintypesofsegmentation:customersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSComparisonofSegmentationMethodsPrimaryresearchnecessaryNeedsbasedBehavioralDemographicSegmentationprocess:Usefulnessincreatingvaluepropositions:High(showscausation)Descriptiveandactionable(describescustomersanddriversofpurchase)PrimaryresearchnecessaryonlyifbehavioraldatanotavailablefromclientdatabaseModerate(showscorrelation,notcausation)Descriptive,notactionable(describespurchasingbehavior,butdoesnotaddressdriversorpurchase)NoprimaryresearchnecessaryDemographicdatasometimesreadilyavailablefromclientLow(occasionallyshowscorrelation,nevercausation)Descriptive,notactionable(describescustomersbutdoesnotaddressdriversofpurchase)Needsbasedsegmentationisthemosttimeconsumingtoexecute,butalsothemostvaluableMostofBainrsquosworkinvolvesneedsbasedsegmentationcustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSNeedsBasedSegmentationMakeacompletelistofpotentialcustomerandnoncustomerneedsfocusgroupsorasmallnumberofunpromptedcustomerinterviewsbrainstormingpreviousclientworkorBainresearchCreateaneedslistCollectdataConductFactorClusteranalysistodeterminestatisticalsegmentsSteps:AskarepresentativesampleofcustomersandnoncustomersabatteryofquestionsdesignedtogaugetheirneedsconcerningaproductserviceCustomersandnoncustomersareplacedintosegmentsbasedontheirresponsestothekeyvariablesthatdrivepurchasebehaviorDefiningcustomergroupsinaneedsbasedsegmentationbeginswithidentifyingthelikelycustomerandnoncustomerneedscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSFactorClusterAnalysisTheBainResearchandDataAnalysisGroupinBostonshouldbecontactedwhenrunninganeedsbasedsegmentationtoensureproper,statisticallyvalidanalysisThesetoolscouldgenerateanumberofstatisticallyvalidanswersInthatcase,thesegmentationoptionsmustthenbescreenedusingbusinessjudgementFactorAnalysisandClusterAnalysisarestatisticaltoolsusedtodetermineappropriateneedsbasedcustomersegmentscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSBehavioralandDemographicSegmentationTherearetwomethodologiesforsegmentingadatabaseofbehavioralordemographicinformationCHAIDananalyticaltoolthatusestheChiSquarestatistictofindthedriversofadependentvariableProcess:Statisticalvalidity:Drawbacks:DividecustomersaccordingtotheirprofitabilityHypothesizeastothevariablesthatdriveprofitabilityCombinevariablestocreatesegmentsLowIterative,manualprocessRequiressolidintuitionRisksleavingoutimportantvariablesDoesnotaddresscausationChoosedependentvariable(eg,profit),hypothesizeastothesegmentationvariables,collectdataonvariables,runCHAID,realitycheckresults,andcreatesegmentsbasedontheCHAIDHighProcessrequirescontactingtheBainResearchandDataAnalysisGroupinBostonforsoftwarestatisticalexpertiseinconductingCHAIDanalysiscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSCHAIDCHAIDanalysisdeterminesandranksallofthestatisticallysignificantdriversofachosendependentvariable(eg,profit,retention,productivity)Specifically,itgroupsindependentvariablesintosubgroupsindependentvariablesarecategorizedaccordingtotheirstatisticalsignificance(eg,storelocation,age)CHAIDidentifiesinteractionseffectsbetweenvariablesCHAIDyieldssubgroupswhicharestatisticallysignificantandMECECHAIDisastatisticallyrobustmethodusedtosegmentademographicorbehavioraldatabasecustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSSegmentationRequirementsMeaningfulthereshouldbeenoughdifferentiationamongsegmentssuchthateachsegmentsseemsuniqueMECEeachcustomershouldbelongtoone,andonlyone,segmentMeasurableclearlydefinedwithamarketsharethatcanbequantifiedSubstantialthereshouldbeenoughvolumeinasegmenttomeritanalysisActionableweshouldbeabletodesignavaluepropositionforeachsegmentRegardlessofthetypeofsegmentationused,thecustomergroupsdeterminedbythesegmentationprocessmusthavethefollowingcharacteristics:customersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAgendaThecustomersegmentationconceptApplicationsCustomersegmentationstepssegmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneedsbasedbehavioralKeytakeawayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSTargetSegmentSelectionNote:Insomecases,therewillbeonlyonetargetsegmentThetargetsegmentsshouldbechosenbasedontheirattractivenesstoagivencompanyandthatcompanyrsquosabilitytoservethetargetsegmentsinadifferentiatedwayAttractiveness(profitpotential)AbilitytoserveinadifferentiatedwayRevenuepotentialCosttoserveClientrsquoscorecapabilitiesvscompetitorsrsquoExternalfactorsSizeGrowthpotentialBuyerpowerProductrequirementsPricesensitivityAdvertisingrequirementsChannelpreferenceServicerequirementsStrategicobjectivesAbilitytoleverage:technologycostsskillsexistingresourcesExistingmarketperceptionsExistingbaseinsegmentLegalrestrictionsRegulatoryrequirementscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSTargetSegmentSelectionMatrixDevelopCapabilitiestoServethisSegmentTargetthisSegmentAvoidthisSegmentAdjustValuePropositiontoImproveAttractivenessofthisSegmentLowLowHighHighAbilitytoServeSegmentinaDifferentiatedWay(Lever=Capabilities)SegmentAttractiveness(Lever=ValueProposition)customersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAgendaThecustomersegmentationconceptApplicationsCustomersegmentationstepssegmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneedsbasedbehavioralKeytakeawayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSValuePropositionDevelopmentFeaturesPriceQualityBrandPositioningPromotionadvertisingProductServiceDistributionBeforesaleDuringsaleAftersaleDeliverychannelsSpeedAftercustomershavebeensegmentedandthemostattractivesegmentshavebeenchosen,acustomizedvaluepropositionshouldbecreatedforeachtargetsegmentbytradingoffamongthefollowingelements:ActionsshouldleveragestrengthsandoptimizeresourceswiththegoalofincreasingmarketshareofthetargetsegmentscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAgendaThecustomersegmentationconceptApplicationsCustomersegmentationstepssegmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneedsbasedbehavioralKeytakeawayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSProfitPotentialQuantificationOncethevaluepropositionshavebeenestablished,thepotentialprofittobegainedfromprovidingthemtothetargetsegmentsshouldbequantifiedDetermineprofitpotentialCalculaterevenueincreaseCalculatecosttoserveCurrentcustomersNewcustomersCurrentcustomersNewcustomerscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAgendaThecustomersegmentationconceptApplicationsCustomersegmentationstepssegmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneedsbasedbehavioralKeytakeawayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSSmithrsquosFashionCenter*Process*DisguisedclientcaseSmithrsquosFashionCenterisalargediscountwomenrsquosretailerintheNortheastthatwantstounderstanditscustomerbasetodetermineexpansionoptionsAlistofthedriversofretailpurchasingbehaviorwasmadeCustomerswereasked~questionstorecordtheirneedsFactorClusteranalysiswasusedtodeterminethesegmentsSegmentsizeandrevenuepotentialwerecalculatedAnexpansionmarketwaschosenandthemerchandisestrategywasadjustedbasedonthesegmentationresultscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSSmithrsquosFashionCenterSegmentsAfivesegmentsolutionwaschosenfromtheFactorClusteranalysisFemaleapparelshoppersBargainsUtilityFashionPrimarymotivation:BargainsEfficiencyserviceFun(lovetoshop)Secondarymotivation:HighqualitybargainsServiceFashionBargainsNotmotivatedby:FashionldquoFashionForwardShoppingLoverrdquoSegmentname:ldquoFashionValuerdquoldquoFashiononaShoestringrdquoldquoUnfashionableBargainLoverrdquoldquoRichbutUnfashionablerdquo$$$,Averagespendingperyear:$$,customersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSSmith#sFashionCenterCurrentCustomersSmithdeterminedthatitstargetsegmentswereldquoFashionValuerdquoandldquoFashiononaShoestringrdquo*Inthiscase,spendingwasagoodproxyforprofitAbilitytoserveinadifferentiatedwaycustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSSmith#sFashionCenterExpansionCityCustomersChosenExpansionCitySmithchoseanexpansioncitywithahighmixofitstargetsegmentscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSSmith#sFashionCenterMerchandisingStrategyImportanceofAccessoriesMerchandiseQualityBasedontheneedsofthetargetsegments,themerchandisestrategywasadjustedtoincludeaccessoriesandmorelowqualitybrandscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAgendaThecustomersegmentationconceptApplicationsCustomersegmentationstepssegmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneedsbasedbehavioralKeytakeawayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSHighlandHotels*Background*DisguisedclientcaseBainusedcustomersegmentationtodeterminethetargetsegmentsforHighlandHotelsandtocreatevaluepropositionsforthosetargetsegmentscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSHighlandHotelsProcessBainconductedanbehavioraldemographicsegmentationforHighlandHotelsHighprofitcustomersweresegmentedbasedontheirbehavioralanddemographiccharacteristicsAtargetsegmentwaschosenbasedonitsattractivenessandHighlandrsquosabilitytoserveitCustomersweredividedintogroupsbasedontheirprofitabilityThebehavioralanddemographicdriversofprofitabilityweredeterminedAvaluepropositionwascreatedforthetargetsegmentcustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSHighlandHotelsCustomerProfitabilityOnethirdofHighlandrsquoscustomersaccountformorethanofitstotalprofitscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSHighlandHotelsProfitabilityDriversOccasionVisitFrequencyLengthofVisitTheprimarydriversofprofitabilityarevisitfrequency,lengthofvisit,andoccasioncustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSHighlandHotelsHighProfitSegmentsHighlandidentifiedfourtypesofhighvaluecustomersbasedontheprofitabilitydriversHighProfitSegmentsAnnualFrequencyLengthofStayOccasionldquoHotelaholicsrdquoldquoHoneymoonersrdquoldquoHelloagainrdquoldquoOnetimersrdquoVeryfrequent(x)Infrequent(x)Frequent(x)Infrequent(x)Medium(days)Long(days)Short(days)Long(days)BusinessleisureLeisureBusinessBusinesscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSHighlandHotelsTargetSegmentHighlanddecidedtotargetldquohotelaholicsrdquobecausetheywerethemostattractivesegmentandagoodfitwiththecompanyrsquoscapabilitiesAbilitytoserveinadifferentiatedwaycustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSHighlandHotelsValuePropositionBaindesignedavaluepropositionfortheldquohotelaholicrdquosegmentthatdifferentiatedHighlandfromitscompetitorsPriorityserviceSpecialservicesFavoriteroomreadyldquoPermanentrdquoelectronickeyComplimentarydrycleaningTwophonelinesFaxmachineinroomOneminutecomplimentarycalltohomeRewardsFrequentfliermilesldquoKidsStayFreerdquodayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSAgendaThecustomersegmentationconceptApplicationsCustomersegmentationstepssegmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneedsbasedbehavioralKeytakeawayscustomersegmentationPPTbcCopyrightcopyBainCompany,IncCustomerSegmentationBOSKeyTakeaways(of)Therearethreemaintypesofcustomersegmentation:needsbased,behavioralanddemographicNeedsbasedsegmentationisthemostdifficulttoexecute,butthemostvaluableMostofBainrsquosworkinvolv

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