We learned in business school that segmentation is the process of dividing a market into distinct subsets that behave in different ways or have dissimilar needs. Because the customers in each segment are fairly homogeneous in their needs and attitudes, they will respond in the same way to a given marketing, sales, and distribution strategy.
We wish it were so simple. In fact, each dimension for segmenting the market presents only a slice of the company’s reality. To get the 360-degree view, it is critical that segmentation include information for the external market and also for the company’s internal operations and distribution partners. Otherwise, it is like a car with only one wheel – it will not go very far.
This is why all departments of the company should be involved in segmentation. It is the best way to overcome the pitfall of limiting the segmentation to a single view of the market. Defining and choosing segments is an excellent platform of communication within the company. This should allow everyone to align their objectives and to gain a complete understanding of their reality.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsAuthor information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2009 Peter Raulerson, Jean–Claude Malraison and Antoine Leboyer
About this chapter
Cite this chapter
Raulerson, P., Malraison, JC., Leboyer, A. (2009). Market Segmentation. In: Building Routes to Customers. Springer, New York, NY. https://doi.org/10.1007/978-0-387-79951-3_3
Download citation
DOI: https://doi.org/10.1007/978-0-387-79951-3_3
Published:
Publisher Name: Springer, New York, NY
Print ISBN: 978-0-387-79950-6
Online ISBN: 978-0-387-79951-3
eBook Packages: Business and EconomicsBusiness and Management (R0)