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Question for this week: After reading this week’s assigned reading on segmentation, targeting, and positioning: A. What is the relationship between strategy, segmentation, targeting, and positioning? Discuss. B. What is absolutely the most important to get right the first time – strategy or positioning? Explain. C. Why is positioning often called the fifth P in marketing? Instructions · Please use the "memo" Format MEMO FORMAT The Business Memo format is a little like an email, but it incorporates a crucial concept: BLUF – Bottom Line Up Front. Unlike traditional composition, creating a nice introduction, developing 2-3 arguments, and ending with a grand conclusion does not work in business (and other domains). Instead, in business, we need to get to the bottom line right away, then if the person is interested in the analysis or exposition, they can continue reading the remainder of the memo. The diagram below provides a “structural” view of the memo using the BLUF format. · The first paragraph should state the problem or situation, provide evidence or support for the problem or situation, offer a strategy or solution or action needed, and a projection of the likely outcome or result. · The rest of the memo provides analysis, support, evidence, etc. · If there are supplementary materials that are too extensive to fit into the memo, include them as appendices. Module Note—Market Segmentation, Target Market Selection, and Positioning 9-506-019 R E V : A P R I L 1 7 , 2 0 0 6 ________________________________________________________________________________________________________________ Professor Miklos Sarvary wrote the original version of this note (“Market Segmentation, Target Market Selection, and Product Positioning,” HBS No. 501-018). This version was prepared by Professors Miklos Sarvary and Anita Elberse. Copyright © 2005 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School. MODULE NOTE Market Segmentation, Target Market Selection, and Positioning As described in the “Note on Marketing Strategy” (HBS No. 598-061), after the marketing analysis phase, the next stage in the marketing process consists of the following three steps: • Market segmentation • Target market selection • Positioning These steps are the prerequisites for designing a successful marketing strategy. They allow the firm to focus its efforts on the right customers and also provide the organizing force for the marketing-mix elements. Product positioning, in particular, provides the synergy among the four Ps (product, price, place, and promotion) of the marketing plan. This note elaborates on each of the three steps. Market Segmentation Market segmentation consists of dividing the market into groups of (potential) customers—called market segments—with distinct characteristics, behaviors, or needs. The aim is to cluster customers in groups that clearly differ from one another but show a great deal of homogeneity within the group. As such, compared with a large, heterogeneous market, those segments can be served more efficiently and effectively with products that match their needs. It is important that the segments are sufficiently different from one another. In addition, it is critical that the segmentation is based on one or more customer characteristics relevant to the firm’s marketing effort. A thorough analysis of the customers is essential in that regard. We can distinguish two (related) types of segmentation: • Segmentation based on benefits sought by customers • Segmentation based on observable characteristics of customers In an ideal scenario, marketers will typically want to segment customers based on the benefits they seek from a particular product. That is, they will try to group customers based on their needs. Take the example of nonprescription drugs treating pain, inflammation, and fever. Market research For the exclusive use of M. Harthi, 2022. This document is authorized for use only by Mashor Harthi in BA 590 Marketing Management (2022W CHEN)-1 taught by Johnny Chen, Oregon State University from Dec 2021 to Jun 2022. 506-019 Module Note—Market Segmentation, Target Market Selection, and Positioning 2 has revealed that people evaluate these drugs along two dimensions: effectiveness and gentleness. There are two basic segments, each valuing one of these dimensions more than the other. Thus, there is one segment that prefers an effective drug even if it has side effects, while the other segment prefers a less effective drug provided that it is gentler, that is, without side effects. The two segments represent benefit segments in that they are based on differences in consumers’ preferences or needs. In practice, marketers tend to delineate segments based on some observable characteristics. Most often, marketers use consumer demographics (such as gender, age, and income), consumers’ geographic location, their lifestyles, or behavioral characteristics (such as usage occasions) to create segments. The motivation is clear. Segments created in such a way are easy to identify and address with a marketing message. It is important to realize, however, that such segmentation only works to the extent that it is correlated with benefit segments. In the previous example about nonprescription painkillers, it happens to be the case that older people tend to belong to the benefit segment that values the drugs’ gentleness, while younger consumers prefer potent drugs even if they have side effects. Age, therefore, is a good variable by which to segment the market in this case. Age groups are easy to target and, in this case, age strongly correlates with distinct consumer preferences. In summary, segmentation requires the following steps from the marketer: • Understand the benefits that customers seek. • Segment the market and develop prototypical customer profiles based on the customer benefits. • Find the observable variables (such as demographic characteristics) most likely to discriminate among the benefit segments to identify membership in specific segments. The segmentation process may seem quite straightforward, but in practice it requires quite a bit of experience and creativity. One complication is that there can be multiple acceptable benefit segmentation schemes. In general, a satisfactory, actionable market segmentation typically requires multiple iterations and informed compromises from the marketer. Target Market Selection Target market selection involves evaluating each market segment’s attractiveness and selecting one or more of the market segments to enter. It is the next logical step following segmentation. Once the firm understands the structure of consumer demand, it has to decide which segments it wants to serve and how. In addition to a solid understanding of the customer, analyses of the competitive environment and the company are instrumental to the task of target market selection. The objective is to select segments in such a way that the firm maximizes its profit. In the case of over-the-counter painkillers discussed above, there are two basic types of drugs competing on the market. One is based on aspirin (e.g., Bayer), and the other is based on acetaminophen (e.g., Tylenol). It turns out that aspirin is more effective but has side effects causing minor stomach irritation. Thus, it is natural for firms producing these different drugs to focus on the segments that best fit their products. In this case, target market selection is relatively simple. In other cases, more elaborate analyses may be required to choose the appropriate segments to serve. The key to target market selection is understanding differentiation. It involves collecting and comparing data on the company and its competitors to evaluate which is most likely to succeed serving each of the identified segments. The process starts by collecting data for each firm in five areas: For the exclusive use of M. Harthi, 2022. This document is authorized for use only by Mashor Harthi in BA 590 Marketing Management (2022W CHEN)-1 taught by Johnny Chen, Oregon State University from Dec 2021 to Jun 2022. Module Note—Market Segmentation, Target Market Selection, and Positioning 506-019 3 • Ability to conceive and design • Ability to produce (quality and quantity) • Ability to market • Ability to finance • Ability to manage/execute Each of these five general areas can be divided into more concrete items. For example, in the “ability to conceive and design” category, the marketer may want to evaluate competitors’ research and development (R&D) capability (as reflected in the size and experience of the design group as well as the R&D budget), existing patents and copyrights, access to new technologies through third parties, and so on. Similarly, to assess a firm’s “ability to produce,” competitors’ production technology and capacity as well as flexibility may need to be evaluated. Once the necessary data are collected, they can be synthesized into so-called competitor capability matrices. One matrix is needed for each segment. In each matrix, the detailed items of the evaluation areas are listed in the rows, and the relevant firms—including both the firm itself and its competitors—are listed in the columns. Each entry consists of a rating (say, on a 10-point scale) of the competitor on the item corresponding to the entry. This format allows the marketer to recognize patterns in the competitive environment and identify the segment (or segments) where his or her firm is likely to be the strongest player. If there are too many items in the rows (as is often the case), it is useful to replicate the matrix by listing only those items that represent critical success factors in the product category. This enables a more parsimonious evaluation of the situation. It is important to recognize that this “differential advantage analysis” facilitates target market selection by pointing out the relative strengths (and weaknesses) of the focal firm, but it does not predict the competitive reactions the firm might face if it indeed decides to target a segment. Anticipating such reactions typically requires a careful analysis of competitors’ overall corporate strategies and their reputation or history for competitive behavior. Positioning In the “Note on Marketing Strategy” (HBS No. 598-061), positioning is defined as the marketer’s effort to identify a unique selling proposition for