Customer Segmentation 101: A Guide to Identifying and Prioritizing Your Target Audiences
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Learn how to conduct market research and create customer segments in order to better target your product and increase revenues. This deck includes how to define target markets, create buyer personas, and integrate these customer segments across the company. Slides from a Customer Cegmentation class taught at Intelligent.ly by Jill Cartwright. Learn more from the experts by visiting http://intelligent.ly/learn
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Customer Segmentation 101: A Guide to Identifying and Prioritizing Your Target Audiences
- 2. Nothing makes you learn like getting stripped of your acorn cap
- 3. What customer segmentation is I don't know the key to success, but the key to failure is trying to please everybody. - Bill Cosby Customer segmentation is a means of identifying and prioritizing current and future customers in a way that is actionable and relevant to your business
- 4. B2C Manufacturer of ergonomically safe travel products for parents B2B Provider of digital publishing of ecommerce enabled catalogs Products: diaper bags, dry bags, changing pads, etc. Services: Development and deployment of catalogs, catalog apps for mobile, etc. Let’s meet our subjects:
- 6. § Age § Disposable income § Activity level § Price sensitivity § Number of kids § Marital status § Sexual orientation § Where they live Go GaGa What’s relevant
- 7. § Age § Disposable income § Activity level § Price sensitivity § Number of kids § Marital status § Sexual orientation § Where they live Go GaGa § Type of business § Ecommerce enabled § Size of marketing budget § Size of company § Company goals § Distribution channels Zmags What’s relevant
- 8. Not only does it make you sound smart, but it can save your business. §Focuses the entire team on the same target §Gives you a touchstone for making decisions §Prioritizes where to invest your resources §Increases customer retention §Identifies new market opportunities Why segmentation matters
- 9. There’s no bad time to be thinking about your customers §Before launch §With 6-12 months of sales data §When expanding into new markets or segments §When decisions become tough because you’ve lost common vision §Every 12-18 months after roll out When to do it
- 10. Hint: do not go to the library and check out 7 books on marketing research 1| Gather data 2| Analyze 3| Create segments 4| Validate 5| Roll out 6| Reassess It’s not all about Excel Now it’s all about Excel What’s actionable Talking with your front line This is the fun part Checking accuracy and relevance How to do it
- 11. This will be determined by what’s relevant and available §Demographics §Needs §Values §Purchases §Personality §Decision Making Who they are Why they buy What’s important to them What they buy (vs. what they say) What shapes their interactions How they shop and buy §Alternatives §Interests What their options are What brings them joy What types of data to leverage
- 12. Hint: you will have to talk to people, just try not to get arrested Interviews Crowdsourcing Site analytics Order info Customer svc. On the street, on the phone, but best done while fully clothed Polls and surveys are often done first but are more effective later Traffic sources, flow, hang time, return visits to name a few The most valuable because based on action, not intent Great for capturing qualitative info while strengthening customer loyalty How to get it
- 13. You’re simply looking for trends – correlation versus causality is irrelevant 1| Dump everything into Excel – survey results, purchase data, demographics, etc. 2| Begin by picking two features – age and gender, for example 3| Then add another layer – items purchased, repurchase rate, etc. 4| See if it’s meaningful – if not, go one step back up your tree What to do with it
- 14. Identifying new markets for Go GaGa Gender Kids? How use their bag? Examples Male Female Yes No Kids Self Work Fun Diaper bag Laptop Gym bag Commute Courier Photogr. Yoga Picnic Yes No Self Work Fun Diaper bag Laptop Gym bag Commute Courier Photogr. Yoga Picnic Kids Time to try
- 15. Identifying new markets for Go GaGa Gender Kids? How use their bag? Examples Male Female Yes No Kids Self Work Fun Diaper bag Laptop Gym bag Commute Courier Photogr. Yoga Picnic Yes No Self Work Fun Diaper bag Laptop Gym bag Commute Courier Photogr. Yoga Picnic Kids Enthusiasts §Photography §Wine/picnic §Birders Professionals §Couriers §Photographers Commuting §Bike §Public transit 3 new markets emerged Time to try
- 16. Shaping Go GaGa’s product roadmap Kids? 1st time parents? 1st purch. 2nd purch. Yes No Yes No Accessory Diaper Bag No “Diaper” Bag Acquisition §Accessories get our foot in the door for the second purchase, which was typically a diaper bag Retention §Customers who love our bag will continue buying products if the price is accessible Accessories play two important roles Diaper Bag Accessory Accessory Another example
- 17. You’ll reach a lot of dead ends in the pursuit of actionable correlations, just like Isle Nine did Gender Age Married? 1st purch. Male Female 30-45 60+ Yes No Yes No Shirt Shirt Shirt Shirt 30-45 60+ No Yes No Kids Shirt Shirt Shirt Yes How worn? Leisure Work Leisure Leisure Leisure Leisure Leisure Leisure Segments not sufficiently differentiated Segments were evenly distributed across age and weighed heavily towards the purchase of men’s shirts to be worn for leisure. The takeaway: just sell men’s Hawaiian shirts to anyone who will buy them. Sometimes it doesn’t work
- 18. Zmags identifies a new service offering Brand or retailer Published catalog before Sell direct/online Brand Retailer Yes No Yes No Yes No Yes No No Yes NoYes Let’s give B2B its due
- 19. Zmags identifies a new service offering Brand or retailer Published catalog before Sell direct/online Brand Retailer Yes No Yes No Yes No Yes No No Yes NoYes Examples Incr. content ROI Test ecom Drive sales Test ecom Incr. content ROI Test ecom Drive sales Test ecom Simple ecommerce engine run virtually by Zmags that enables retailers and brands not selling online to test New service possibility Let’s give B2B its due
- 20. Forming the segments After you’ve lost all perspective, five key questions can get you on the right track 1| Are there meaningful differences between these groups? 2| Can I identify people based on these characteristics? 3| Can I market to them based on these characteristics? 5| Can I offer different products or services to meet the needs of different segments? 4| Can these segments peacefully coexist?
- 21. Building out the personas These two factors will lead to impactful segments What’s relevant to your business What will help your team to connect with them §Are they the decision maker ? §What alternatives do they have to your offering ? §How price sensitive are they ? §What’s on their playlist ? §Where do they live ? §What’s their marital status ? §What brand of coffee do they drink ? §Do they have kids ?
- 22. Go GaGa’s personas Age Gender Income Where live? Activity level Christine Hannah Alan David Kids Sexual orienta. Relationship status 37 Female $250,000 (HH) Downtown Chicago Attends yoga 3x a week and jogs Girl, 3 mos. Straight Married 31 Female $42,000 Jamaica Plain, MA Teaches 7 x a week & bikes to work No Lesbian Single 42 Male $150,000 (HH) Suburb of Bethesda, MD Jogs 3x a week Boy, 2 yrs & expecting 2nd Straight Married 28 Male $100,000 Brooklyn Works out 6 days a week in the gym No Gay In long term relationship First time parent? Yes No No No Education Masters Ugrad w/ certifications Ugrad degree w/ grad classes MBA at night
- 23. Go GaGa’s Personas Hobbies/Areas of interest Music Research process Price sensitivity Personal style Hiking & architecture Madeline Peyroux Online first then in store Low Rocks DKNY Rock climbing & ceramics Kate Bush Word of mouth Medium Lives in Athleta Punk rock & NPR The Ramones & Stones Wants to see & feel it Low Roxy shirt & cargo shorts Pop art & travel Passion Pit Very thorough – mostly online Medium Hipster Personality Occupation VP at an ad agency Upbeat but easy going Yoga instr. & massage ther. Loves being a dad Sr. Dir of Finance Intense at work & play Development officer Uptight
- 24. Zmags personas Age Gender Position Years in role Personality Peter Blake Decision maker Sentiment about job Culture 35 Male Dir. of Marketing 4 High energy, high maintenance Influencer but CMO decides Wants a promotion but needs a win to stand out Competitive – running of the bulls at Pamplona 42 Female CMO 6, 13 with the company Demanding but protects her team Yes Confident but under constant pressure to deliver Pressure cooker, struggles to prioritize Company challenge Incr. revenue from house brands Build their direct channel for better margins Employer Nieman Marcus Baby Phat
- 25. Avoiding the pitfalls Run these filters before finalizing the segments 1| Too many segments 2| Too narrow a focus 3| Divergent groups 4| Not actionably different
- 26. Validating the segments Don’t get bogged down trying to be certain – test ‘em instead! Pull another data sample Talk with your front line Place small bets Pull another data set and see if the trends are consistent Your customer service and sales team knows your current customers best Run a targeted email test, experiment with Google AdWords, try a promotion
- 27. Rolling it out to the team Now it really gets fun §Play their playlist §Create a facebook page for them §Develop a mood board §Start a book club §Have a guest appearance §Keep them top of mind every day
- 28. What your segmentation should impact It can (and should) touch every facet of the business Branding Customer service Hiring Tagline, marketing messages, word choice, phone greeting, etc. Policies, hours of operations, methods of contact Personality, diction, energy level, hobbies Product roadmap Future features, service/product offerings, pricing User experience Site design, sales process, store layout and more
- 29. Course Title Course Title INSTRUCTOR NAME
Editor's Notes
- In 1979, I was a Brownie in troop 147. Not just any troop. Troop 147 had won top awards for 3 years running and in no way shape or form did Mrs. Brenner allow this year to be any different. We were going to win. We had to win.Set out with list – girl scouts booked them the years before. Totally locked out. Dad refused to take it to work. Mom wouldn’t let me wander all over town. I was stumped. But that was because I was focused on just one customer – my neighbors. I didn’t know my market. I didn’t identify new customer segments that I could target beyond the lockdown that was my neighborhood. I didn’t think to set up a table in front of a grocery store, guilt my Sunday School class into buying some or sell them after ballet class to a bunch of sugar starved 2nd graders.
- Simply stated, it’s a way to get to know and then group your customers to make sure that every aspect of your business is relevant to your core target.Identifying – you have to be able to identify people based on these characteristicsPrioritizing – every business has scarce resources whether cash, people, experience or all three – have to focus your resources and customer segmentation can help you to identify who is most profitable, has the largest growth potential, etc.Current and future – while easy to understand what it means, reinforces the notion that customer segmentation isn't just about reacting to the customers you have, it’s also about identifying new targets to pursueActionable – very closely linked to identifying. It means that you can market to these people based on that characteristic – find them online, buy a key word, purchase a mailing list, attend a tradeshowRelevant – you may be able to identify and reach folks based on a certain characteristic, but is it relevant to your business and how and why customers buy your product? You may find that all of your customers have a fear of clowns, but that’s totally irrelevant to how to sell them cloud computing.There’s so much you can do once you've established your segments – start looking at lifetime value, migrating people from one segment to another, developing specific marketing programs for each segment, but tonight we’re just going to cover the basics of what segmentation is, how to do it and why.
- Since we have some companies B2B and other B2C, thought it would be helpful to have two different case studies that we use throughout the class.
- What would be relevant to each of these companies?What could they learn about their customers that would make them more effective in developing products/services for their customers as well as marketing to them?
- Gives your team a focus so that as they’re developing ideas for new features,offerings, promotions, etc. they know who they’re catering to and what’s important to them.Simplifies your decision making, especially when comes to branding, language, aesthetics. Creative reviews are no along a matter of what I like but what persona likes with people talking in terms of “I think this would resonate with Allan because”.It doesn’t just bring that clarity to creative decisions but to any decision that requires investing resources. If you have two new product ideas and aren’t sure which one to pursue, go back to the segments to see which one more appealing to them, potentially serve more than one segment, etc..By tailoring internal decisions, and therefore, the experience you give your current customers, you’re far more apt to retain them which is less expensive than acquiring new customers.But, best of all, it can help you to identify new market opportunities that are hiding within your customer database by showing you new customers you've attracted who are outside of your core target but may hold some value for the company.
- Before you launch, there’s no sales data, so you can do some research based on who you think your customers are, try to get a few sales to inform your choices, and launch. It’s important to circle back once you do have sales data.Timing really depends on on your sales cycle. For an ecommerce site with sales every day, 6 months of data is terrific. For companies with much longer sales cycles, will take a while to amass the final order info but you can use feedback from your sales team to make interim decisions until you have a decent sample size to analyze.Always good to go back and validate – also see if any new opportunities have emerged.Along those same lines, it’s good to revisit when you’re facing a big decision, such as looking for new market opportunities or struggling to prioritize resources or product roadmap.
- We’ll go into more detail on each topic in the following slides but want to give you an overview of the processGather data – some of this you’ll already have, like order information, geographic location, etc. but some you'll have to gather through surveys, interviews and more. Important to note that quantitative as well as qualitative information is important here.Analyze – surprisingly low tech approach using data filters. You’re simply looking for correlations here that can help you to group people in meaningful ways.Create the segments – once you look through all of the correlations and compare them to how you market and what your goals are, then you can choose the segments that make the most sense for your business.Validate – just a fancy term of sanity check, I always like to take the time to talk with the folks on the front line and see if these segments are consistent with who they’re interacting with each day.Rollout – normally a painful term, this is actually the fun part in which you bring the segments to life an any way that will help your team to think of them, relate to them, and honestly care about them. Could be playlists, a party in their honor, pictures on their desk, etc.Reassess – so many things change over time – your company evolves, the market changes, your product offering changes, the economy (hopefully) recovers, so it’s important to reassess so that your segments are an accurate reflection of not only where you are but where you want to go.
- We’ve already talked about what’s relevant to a company so I won't climb up on that soapbox again, but there are a lot of different types of data you can use, both quantitative and qualitative. I find that both are equally important. Folks tend to skip over the qualitative because harder to get, but I promise you it‘s worth the hour long interviews or awkward calls with customers to get the honest truth. And don't just ask your sales team what they think – talk with a customer! Trust me, getting their input is the best marketing you could ever do.
- There are also a lot of other alternatives you can use – doing data appends, purchasing lists, etc. – but I’ve found that these are very expensive and not very reliable. You’re better off work to work with what you have and get creative in finding what you don’t. One business I advised had an intern spend a few days researching customers online – used their email address from their order info to find them on facebook, blogs, etc. to get a lot of demographic information.Interviews are the most insightful, especially when paired with order info because interviews help you to understand the person's behavior – values that shape their personality and the experience they want, situation they’re in and why they’re buying.I find that companies, especially start-ups, do polls first because they’re easy, you can do them at any time, they’re not as time consuming as other methods, etc. I actually think they’re the least effective method, especially at the outset. I prefer to use polls or online surveys once you've narrowed down your segments and you’re trying to confirm specific information, such as price sensitivity or what attribute is most important them when making a buying decision.Order info is worth it’s weight in gold – tells you not only what people are buying but where they live, what they’re likely to buy next, if they respond to promotions, etc.Customer service is probably the most overlooked opportunity. When I was running Go GaGa, I emailed every customer who bought from the site for the first six months, asking them each one question. You’d be amazed at the responses. It also gave them a sense of ownership in company’s success – they became some of our biggest fans.
- So now, you've got all of this great data and it’s time to pull it all together. You won’t have the same data for everyone – you’ll only be able to do interviews with a small subset, but that’s ok. It will still be incredibly useful.As you’ll see in just a minute, this process is incredibly helpful in answering key questions about your data as well as in forming your segments.Start by pulling everything together into one Excel spreadsheet. Here’s where the art and the science of segmentation come into play – just try different combinations and follow different paths to see if they lead to anything. Trust me most of the time, it will lead to a dead end, but when it doesn’t it’s incredibly insightful.I find that it’s most helpful to do it as a basic tree – beginning with the first question or bit of data, then slicing it again and again. Once you go a few levels down, you’ll be able to tell whether there’s anything helpful there or not.I thought it would be fun to try this, so I’ve created a mock data set based on Go GaGa sales, surveys and more. It’s very small, but will give you a good idea of how this works. So, we’re going to try a few trees together and see what emerges.
- So, I have to admit, this is the first time I’ve tried creating these trees real time, so I wasn't sure if it would be a huge success or just make everyone in the room nauseous from watching me scroll through Excel. But, I wanted you to be sure to see an example of where this approach can yield insights and also what a dead end looks like, so I have a few back-ups here.This is an example of a tree that I did when I was trying to figure out if I could enter new markets by selling my current products to new customer targets. I did this as a result of some answers I received to the emails I was sending to thank folks for their order. I was asking people how they were going to use the bag and that’s when I discovered that almost half of my customers weren't parents.So, I did this tree and identified three new targets. I used those insights to shape the next shot list at my photoshoot, did some PR targeting those people/activities and even exhibited at the Outdoor Retailer tradeshow, picking up a lot of luggage stores, yoga shops and spas.
- As I mentioned in the title, customer segmentation isn't just for marketers or business development folks – it’s key for the team developing your product or service offering, too, so I wanted to show you an example of how it can shape your product roadmap.In this instance, I was trying to figure out whether to invest money in developing more accessories or invest all of my R&D in developing several new diaper bags.This analysis helped me to understand the purchase patterns of the different groups (both those who were parents and those who weren't) to see that accessories played an important role in both acquiring and retaining my customers.
- But, as I mentioned, I went through countless trees to get to those examples, so I wanted to show you what a dead end looks like. This one doesn't come from Go GaGa, it comes from Isle Nine, a multichannel retailer that sells authentic Hawaiian clothing and accessories. I’ve been working with their CEO to develop their marketing plan, so we developed this tree to see if there’s a specific target we should use in tailoring our messaging (should it be Jimmy Buffet or Tommy Bahama?).So we took a look at some demographic data as well as their purchase behavior and some interview results and here’s what we found.There wasn't any clear differentiation that we could use to shape our messaging – we had a wide range of people buying shirts to wear in their down time. All we needed to do was focus the messaging on that and not try to tweak it for a certain demographic.
- So, I want to make sure that we also use a B2B example, so let’s go back to Zmags and let’s pretend that they’re trying to identify new service offerings. In particular, they're encountering a lot of objections from their potential clients regarding the resources and infrastructure needed to support their core offering. As a refresher, they have a publishing solution that enables clients to create virtual catalogs that link to the client’s existing ecommerce engine. So based on this very high level tree, do you have any ideas as to what other services they could offer clients to help overcome their clients’ objections? Remember this it totally hypothetical – they may have this offering already, but for the purpose of this illustration assuming they don’t.There’s an obvious trend in terms of what Zmags could do to support those potential customers who don’t have ecommerce capability - that’s to create a scaled down ecommerce engine that the client could tap into and use to test ecommerce on a small scale through the Zmags digital magazine. Could be a really powerful play and help the client explore a new sales channel.
- So, after you've looked at 50 different trees, sniffed enough whiteboard markers to get a buzz and give yourself a major headache, how do you make sense of it? Which trees are important? Which data points are actionable and relevant? These 5 questions will help you to find the real value in the pile of trees that you've created.First off, are there meaningful differences between these groups? A 5 year age difference no, but two generations apart – sure.Can I identify people based on these characteristics? Do they self identify in the way that they shop, where they go online, what hobbies they have so that I can find them and serve up marketing messages about my product or service?To that end, can I market to them based on these differences? Can I use tools like social media, online advertising, street events, etc to get my message to these groups?Can these segments peacefully coexist? A skin care cream that works for tattoo removal as well as the removal of age spots would be a tough thing to pull off with one brand. Would be difficult to market to the tattoo segment while running ads in Grandparenting Weekly. You may find that you need to cerate a separate brand for a different target if they’ll alienate each other.And, as we’ve seen, there is also an opportunity to identify new product opportunities using these segments. While a new product may not appeal to all segments, if it’s covers enough of your customer base, it may be worth pursuing.
- So, now that you have a rough idea of who is in each of these segments, it’s important to figure out how to communicate everything about these people to your team in a way that’s relevant to the business and will help your team to really connect with them.So, let’s go back to the data that we have an see what’s relevant. For B2B, what’s relevant is anything that impacts their buying decision. Is their company struggling? Are they under intense competition in the marketplace? Are their customer acquisition costs really high? Then, there’s always the human side of things, even in a B2B situation. Getting into the heads of the people you’re developing services for, selling to, designing for, is always important. How do you do that? By getting to know them in the way that you would get to know any friend (even if they’re someone you normally wouldn't hang out with!).What music do they like? What hobbies to they have? Are they foodies or do they follow the latest fad diet? What music do they listen to? What do they wear when there’s no way they’ll bump into someone from their office?
- So let’s try to cerate a few personas for Go GaGa. Let’s start by making a list of 10 things that we think would be important for me to know in trying to market them and design products for them.Now from the trees that we did earlier, think of a particular type of person who comes to mind.Ok, let’s pick a name for them. Now let’s make a data point of each of the things we want to convey about them.What do they look like?Ok, let’s do another one – very different from the first.
- So, I wanted to show you a few of the personas I developed for Go GaGa. As you can see, they ultimately cull down into two distinct groups – those who are parents and using the bag as a diaper bag and those who aren’t parents and are using it to tote gear safely and stylishly, whether going to yoga or the office.I chose age and gender to help shape model requirements for the photoshoot.Income and education often shape their shopping behavior, especially when it comes to researched products.Where they live will dictate the need for style and how they’re traveling with their kids – public transportation, car, etc..Kids and first time parent helps me to understand their priorities – first time parents tend to buy for looks not functionality.Sexual orientation and relationship status help for photo shoots when portraying families of all types.Activity level gives me an indication of how important it is to them to take good care of their health.
- Personality helps me to know what my customer service team can expect and what type of messaging to use – authoritative, empathetic, tongue in cheek, etc.Occupation and hobbies tells me how they spend their time and how much free time they actually have.Personal style and music will help me to know how to style the models and also what aesthetic and color palette my products need to have (pink is a four letter word).Research process and price sensitivity help me to understand how and where to reach them while shopping and whether or not it’s a likely sale.And so I can use these personas when setting my marketing strategy, designing my logo, determining new product features, setting pricing and more.
- Since we didn’t go through the tree exercise for Zmags, I thought it would be a bit tougher for you to come up with the personas, but I wanted to show you two potential personas they might have in their customer base.So, based on this persona, how might Zmags approach Peter? What could they do to get him on board? Help him see that this could be his big win?Give him case studiesDevelop his deck to use when championing it internallyOffering him a discount for a trial runAgreeing not to go over his head and to position him as the champion of the idea internallyHave a salesperson with a large amount of patience and who’s very reassuringWhat does Blake need that Zmags can give her? If you were the head of sales, how would you approach Blake based on this persona?
- As you can imagine, it’s easy to lose perspective when you’re staring at so many options and there are so many ways to go. I want to share a few of the pitfalls I’ve encountered in working with clients so that you can avoid them, too.The biggest temptation is to have a ton of personas. Don’t. It’s ideal to have 2 but no more than 3. If you have too many, it’s too difficult for your team to get to know them, bear them in mind and know which one they’re creating for. Many top brands, like Victoria's Secret, only have one.Often, if you have too many, they’re also too specific. It’s such a small niche that those folks will be difficult to identify or don't represent a large enough opportunity to merit the focus you’re giving them.Divergent groups – we've talked about this already, but I’m begging you to not try to market to goth fans and grandparents simultaneously.On the flip side, you can have segments that are too similar, like the Go GaGa ones in which we had two parents and two non parents – I ultimately consolidated those 4 segments into 2 and it simplified things dramatically.
- I sometimes hesitate to show this slide because it is possible to overthink this. That being said, these segments are going to be the touchstone of your company, so it’s important to get them right – at least 75% on target.Here are a few things that you can do to validate your segments. Again, don’t spend a ton of time on this – better to test them in the market with a few small tactics, like an email blast, targeted promotion or blog entry, than to suffer from analysis paralysis.
- This is hands down my favorite part – where you get to bring the segments to life. You know your team better than anyone, so what would help them to not only get to know, but start to care about, even advocate for these personas you've created?
- And finally, the real fruit of your labor is in impacting every aspect of the organization.Branding and your marketing strategy – everything from your color palette, to what language you use on the site, how your customer service team answers the phone.Customer service – how lenient are your policies, how empowered are your reps to give refunds, what hours do you have for customer service and how can they be contacted.Hiring – know this sounds crazy but the people you hire, especially in customer facing roles have to be able to connect with these people in real life. Are they patient and reassuring, professional or laid back? Have hobbies that relate to your business? How’s their vocabulary?Product roadmap – what other services can you offer? Can you take your existing product offering into new markets? Do you need to create a sub-brand to support a lower pricing tier or can you do it with your existing brand? Will it bring you new customer or cannibalize existing ones?User experience – this involves everything from your website, to the sales process, how they research online and where you can be found. It’s all about removing every obstacle and giving the person access to right information and products at the right time and in a way that resonates with them in order for you to get the sale!