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SEGMENTING CUSTOMERS:
HOW TO DO IT QUICKLY AND
EFFECTIVELY

Dutta Satadip | Brent Harrison
Why are we not growing
    as fast as…?
Dutta Satadip
    Director of Products, MarketTools
         Leadership roles in Product Management, Marketing,
          Consulting and Engineering
         10 + different enterprise software products with
          over 20+ end to end product lifecycles
         Global business development & execution in
          Europe (Czech Republic, Italy, Spain, UK, Germany)
          & Asia ( India, Viet Nam, Israel)
         MBA, Haas School of Business, UC Berkeley with background in Computer
          Science
    President, Board of Directors, Hemophilia Foundation of
     Northern California
    Senior Manager, Application Modernization Products, HP
    Avid traveler, over 25 countries with aspirations to
     double that number
Brent Harrison
    Founder & President, SmokeJumper Strategy
         Over 30 projects in Marketing Strategy, Product Innovation &
          Online Marketing
         B2B: Ariba, Emerson, MerchantCircle, VeriSign
         B2C: MyWire, Veoh, Yahoo!, Yakima
         Biotech: BD Biosciences
         Development: M7 (BEA)
         Education: McGraw-Hill, SchoolLoop, SunGard Public Sector
     Founder, Savvy Cellar Wines & Organic Wine Review
    Vice President, Marketing @ Apple
    Executive Director & GM @ AOL and Netscape
    “Smokejumper”, parachuting into forest fires
Why are we not growing
    as fast as…?
Outline

    Present a thinking framework
1
    Put in the context of a case
2
    Apply the framework to solve the case
3
Thriving Products Segmentation
Approach


 Industry      Company     Individual
    Size        Purchase    Motivation

  Substitute    Process      Behavior

 Sales Cycle    People     Demographic
Case: B2B Software Company
    B2B eCommerce marketplace:  
         Companies post supply opportunities
         Receive bids
         Issue purchase orders
         Complete payment cycles
    Situation: Not growing as rapidly as planned
    Desired Outcomes:
         Attract more suppliers
         Encourage more transactions
         Develop revenue-producing supplier programs

                                                    Source: Smokejumper Strategy
Why are we not growing as fast as…?


What trends are we missing?    Industry

What type of organizations
                              Company
should we target?

Who are the “real” buyers?    Individuals
3 Step Industry Analysis




Size                   Substitutes        Sale Cycles
•  Overall Spending    •  Regulations     •  Spending triggers
•  Adoption Maturity   •  Local Context   •  Sales competencies
Example: Improvements by Job Function

  What capabilities would improve your                Mktg /
  company's performance?                              Sales      Finance          Ops   Admin      IT
 Improving accuracy of customers 'PO's                 2.70        2.68       2.49      2.92     3.00
 Marketing to customers                                2.82        2.07       2.41      3.15     2.53
 Invoice / payment status                              2.35        2.97       2.61      2.88     2.54
 Collaborating with customers                          2.62        2.44       2.45      2.54     2.71

 Targeting buying decision-makers                      2.81        1.97       2.35      2.73     2.27

 Adopting best practices                               2.51        1.91       2.41      2.85     2.65

 Improving merchandising                               2.48        1.92       2.35      2.92     2.33

 Invoicing                                             2.28        2.82       2.31      2.48     2.39
1 = Not at All         4 = Dramatically Improve
Note: This could be sourced from or developed by secondary or primary research.

                                                                            Source: Smokejumper Strategy
3 Step Company Analysis




Purchasing                 Process                   People
•  Cost/innovation focus   •  Decision making        •  Organization culture
•  Business goals          •  Agile v/s Structured   •  Risk seeking/avoiding
Example: Mktg/Sales vs. Finance

     Marketing / Sales                           Finance

                                     Measured on cash flow
Measured on sales growth
                                     management


Focused on challenges associated     Focused on getting paid according
with generating revenue              to terms


 Believes EC could improve
                                     Believes EC could improve visibility
 marketing to customers; targeting
                                     into invoice/payment status; and
 decision-makers; merchandising;
                                     invoicing thru one common system
 and adoption of EC best practices

                                                  Source: Smokejumper Strategy
3 Step Individual Analysis




 Demographic          Behavior                      Personal Success
 •  Age/ Generation   •  Attitude towards product   •  Social status
 •  Education         •  Awareness                  •  Career progression
Example: Attitudinal/Behavioral
  Segmentation
      Revenue Reaper (41%)                                                       Lead Needy
      Increasing revenue                                                         (11%)
                                                                                 Generating awareness
                                                                                 & leads


     Margin Makers (16%)
     Revenue & cost                                                              Fulfillment Fiend
                                                                                 (9%)
      Cost Boss (23%)                                                            Processing & Fulfillment
      Managing costs & investment decisions


Note: Placement of companies based on primary motivation; many respondents have multiple motivators; segments are
mutually exclusive - each company is plotted in one and only one segment.

                                                                              Source: Smokejumper Strategy
Why are we not growing as fast as…?


           Outcomes
 Prioritize Drive   Prioritize
  product targeted   among
 backlogs marketing segments
Key Takeaways

  Industry               Company                   Individual
    Size                   Purchase                    Motivation
  Substitute                   Process                 Behavior
 Sales Cycle                   People              Demographic



               Identify what
                                    Identify what to
                 you should
                                        focus on
                   ignore
Contact

  Dutta Satadip                  Brent Harrison
  dutta@mba.berkeley.edu      brent@smokejumperstrategy.com
      408.828.2413                      650.868.0212
      twitter @duttas               twitter @smokejumper
  thrivingproducts.ning.com     smokejumperstrategy.com/blog
   linkedin.com/in/duttas     linkedin.com/in/smokejumperstrategy




  Feedback: www.bit.ly/segmenting

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Segmenting Customers

  • 1. SEGMENTING CUSTOMERS: HOW TO DO IT QUICKLY AND EFFECTIVELY Dutta Satadip | Brent Harrison
  • 2. Why are we not growing as fast as…?
  • 3. Dutta Satadip   Director of Products, MarketTools   Leadership roles in Product Management, Marketing, Consulting and Engineering   10 + different enterprise software products with over 20+ end to end product lifecycles   Global business development & execution in Europe (Czech Republic, Italy, Spain, UK, Germany) & Asia ( India, Viet Nam, Israel)   MBA, Haas School of Business, UC Berkeley with background in Computer Science   President, Board of Directors, Hemophilia Foundation of Northern California   Senior Manager, Application Modernization Products, HP   Avid traveler, over 25 countries with aspirations to double that number
  • 4. Brent Harrison   Founder & President, SmokeJumper Strategy   Over 30 projects in Marketing Strategy, Product Innovation & Online Marketing   B2B: Ariba, Emerson, MerchantCircle, VeriSign   B2C: MyWire, Veoh, Yahoo!, Yakima   Biotech: BD Biosciences   Development: M7 (BEA)   Education: McGraw-Hill, SchoolLoop, SunGard Public Sector   Founder, Savvy Cellar Wines & Organic Wine Review   Vice President, Marketing @ Apple   Executive Director & GM @ AOL and Netscape   “Smokejumper”, parachuting into forest fires
  • 5. Why are we not growing as fast as…?
  • 6. Outline Present a thinking framework 1 Put in the context of a case 2 Apply the framework to solve the case 3
  • 7. Thriving Products Segmentation Approach Industry Company Individual Size Purchase Motivation Substitute Process Behavior Sales Cycle People Demographic
  • 8. Case: B2B Software Company   B2B eCommerce marketplace:     Companies post supply opportunities   Receive bids   Issue purchase orders   Complete payment cycles   Situation: Not growing as rapidly as planned   Desired Outcomes:   Attract more suppliers   Encourage more transactions   Develop revenue-producing supplier programs Source: Smokejumper Strategy
  • 9. Why are we not growing as fast as…? What trends are we missing? Industry What type of organizations Company should we target? Who are the “real” buyers? Individuals
  • 10. 3 Step Industry Analysis Size Substitutes Sale Cycles •  Overall Spending •  Regulations •  Spending triggers •  Adoption Maturity •  Local Context •  Sales competencies
  • 11. Example: Improvements by Job Function What capabilities would improve your Mktg / company's performance? Sales Finance Ops Admin IT Improving accuracy of customers 'PO's 2.70 2.68 2.49 2.92 3.00 Marketing to customers 2.82 2.07 2.41 3.15 2.53 Invoice / payment status 2.35 2.97 2.61 2.88 2.54 Collaborating with customers 2.62 2.44 2.45 2.54 2.71 Targeting buying decision-makers 2.81 1.97 2.35 2.73 2.27 Adopting best practices 2.51 1.91 2.41 2.85 2.65 Improving merchandising 2.48 1.92 2.35 2.92 2.33 Invoicing 2.28 2.82 2.31 2.48 2.39 1 = Not at All 4 = Dramatically Improve Note: This could be sourced from or developed by secondary or primary research. Source: Smokejumper Strategy
  • 12. 3 Step Company Analysis Purchasing Process People •  Cost/innovation focus •  Decision making •  Organization culture •  Business goals •  Agile v/s Structured •  Risk seeking/avoiding
  • 13. Example: Mktg/Sales vs. Finance Marketing / Sales Finance Measured on cash flow Measured on sales growth management Focused on challenges associated Focused on getting paid according with generating revenue to terms Believes EC could improve Believes EC could improve visibility marketing to customers; targeting into invoice/payment status; and decision-makers; merchandising; invoicing thru one common system and adoption of EC best practices Source: Smokejumper Strategy
  • 14. 3 Step Individual Analysis Demographic Behavior Personal Success •  Age/ Generation •  Attitude towards product •  Social status •  Education •  Awareness •  Career progression
  • 15. Example: Attitudinal/Behavioral Segmentation Revenue Reaper (41%) Lead Needy Increasing revenue (11%) Generating awareness & leads Margin Makers (16%) Revenue & cost Fulfillment Fiend (9%) Cost Boss (23%) Processing & Fulfillment Managing costs & investment decisions Note: Placement of companies based on primary motivation; many respondents have multiple motivators; segments are mutually exclusive - each company is plotted in one and only one segment. Source: Smokejumper Strategy
  • 16. Why are we not growing as fast as…? Outcomes Prioritize Drive Prioritize product targeted among backlogs marketing segments
  • 17. Key Takeaways Industry Company Individual Size Purchase Motivation Substitute Process Behavior Sales Cycle People Demographic Identify what Identify what to you should focus on ignore
  • 18. Contact Dutta Satadip Brent Harrison dutta@mba.berkeley.edu brent@smokejumperstrategy.com 408.828.2413 650.868.0212 twitter @duttas twitter @smokejumper thrivingproducts.ning.com smokejumperstrategy.com/blog linkedin.com/in/duttas linkedin.com/in/smokejumperstrategy Feedback: www.bit.ly/segmenting