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quo. In your case, this can be to challenge the segmentation methodologies
articulated in older MRDs, for example…You can achieve this by remembering
this management mantra already mentioned once in a previous section: As a
manager, you have more space than you realize.
Older ways of segmenting customers geographically / demographically should
be coupled with more modern methodologies, for example, by segmenting
customers according to the jobs they hire your products to do for them. This
requires a little elaboration…
Suppose your company has two products A and B. Product A helps customers
D, E, and F do jobs X, Y, and Z better / cheaper / faster. Product B helps
customers G, H, and K do jobs M,N, O, and P better / cheaper / faster.
Customers D, F, and K are in the mid-market space and customers E, G, and
H are in the enterprise space. If you company segments customers by size into
small, mid-market, and enterprise, it will miss the key insight being articulated
here that at the end of the day, customers hire your products do their day-to-
day jobs more easily / efficiently…and it is not material to them how big they
are in terms of their annual revenue when they choose your products over the
competition…
Thus, as a product strategist / market strategist / product manager / product
visionary, you can better serve your company and your customers if you
segment your customers by the jobs they hire your products to do for them,
than going for a plain-vanilla demographic customer segmentation by
company size, such as big, mid-market, and small. )
<<Ultimately, you have to come up with reasonable market segments,
whether you articulate new segments based on the note above, or
whether you concur with the more powerful marketing experts within
your company. Lay down the segments here…>>
<<This is a hypothetical example, albeit a real one, in a Silicon Valley
Hardware company (as you can see, it does not exactly follow the note
above, but it does not segment customers simply by size or geography
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