1. Chapter 7 Segmentation, Targeting, and Positioning

2. Market Segmentation
Represents an effort to identify and categorize groups of customers and countries according to common characteristics
The first few slides are added to ensure that the students have an understanding of the basic terms that will be discussed in the chaper.

3. Targeting
The process of evaluating segments and focusing marketing efforts on a country, region, or group of people that has significant potential to respond

4. Global Market Segmentation
Defined as the process of identifying specific segments—whether they be country groups or individual consumer groups—of potential customers with homogeneous attributes who are likely to exhibit similar responses to a company’s marketing mix.
As noted in earlier chapters, two decades ago Professor Theodore Levitt advanced the thesis that consumers in different countries increasingly seek variety, and that the same new segments are likely to show up in multiple national markets. Thus, ethnic or regional foods such as sushi, falafel, or pizza might be in demand anywhere in the world. Levitt suggested that this trend, known variously as the pluralization of consumption and segment simultaneity, provides an opportunity for marketers to pursue one or more segments on a global scale.
Global market segmentation is based on the premise that companies should attempt to identify consumers in different countries who share similar needs and desires. A. Coskun Samli has developed a useful approach to global market segmentation that compares and contrasts “conventional” versus “unconventional” wisdom. This is shown on the next slide

5. Alternative Beverages Fruit Juices/ Smoothies
International Marketing Mix Decisions
Strategic Alternatives in international and
global marketing mix decisions. Managerial issues
Identifying the competitors in national markets
Canned Soda
Bottled Waters
Iced
Teas
Alternative Beverages
Cola
Ginger Ale
Diet Soda
Fruit Juices/ Smoothies

6. International Marketing Mix Decisions
Strategic Alternatives in international and
global marketing mix decisions. Managerial issues
Identifying the competitors in national markets
Bottled
Drinks
Freshly
Squeezed
Fruit Juice
Flavored
Mineral
Waters
Beer
Milk
Orange
Lemon/Lime
Cola
Coffee & tea with milk

7. International Marketing Mix Decisions
Strategic Alternatives in international and
global marketing mix decisions. Managerial issues
Example: Soft drinks in Japan

8. International Marketing Mix Decisions
Strategic Alternatives in international and
global marketing mix decisions. Managerial issues
Example: Beer, Ireland
Customer Usage Patterns
Daily Life Rhythms
Usage Scenarios
Cultural Conventions and Practices
Desired Customer Benefits
Product Symbolism
Price Sensitivity
Role Perceptions and Expectations
Socio-Cultural Values

9. International Marketing Mix Decisions
Strategic Alternatives in international and
global marketing mix decisions. Managerial issues
Example positioning: Peugeot 106
FRANCE
GERMANY
SIZE OF
SMALL CAR
MARKET
59%
40%
18%
POSITIONING
Family Car
Urban Car
Wide Space
Small
Ecological
TARGET
Middle Income
Households
20-30 yr.
Olds
The Wife’s
Car
PORTUGAL

10. International Marketing Mix Decisions
Strategic Alternatives in international and
global marketing mix decisions. Managerial issues
Example positioning: Peugeot 106

11. International Marketing Mix Decisions
Strategic Alternatives in international and
global marketing mix decisions. Managerial issues
Example positioning: AlkaSeltzer

12. Contrasting views of global segmentation
Conventional Wisdom
Assumes heterogeneity between countries
Assumes homogeneity within a country
Focuses on macro level cultural differences
Relies on clustering of national markets
Less emphasis on within-country segments
Unconventional Wisdom
Assumes emergence of segments that transcend national boundaries
Recognizes existence of within-country differences
Emphasizes micro-level differences
Segments micro markets within and between countries

13. Global Market Segmentation
Demographics
Psychographics
Behavioral Characteristics
Benefits sought
Today, global companies (and the research and advertising agencies that serve them) use market segmentation to identify, define, understand, and respond to customer wants and needs on a worldwide, rather than strictly local, basis. As we have noted many times in this book, global marketers must determine whether a standarized or adapted marketing mix is required to best serve those wants and needs. By performing market segmentation, marketers can generate the insights needed to devise the most effective approach. The process of global market segmentation begins with the choice of one or more variables to use as a basis for grouping customers. This slide shows the most common segmentation categories. The following slides will discuss them more deeply.

14. Demographic Segmentation
Income
Populations
Age distribution
Gender
Education
Occupation
Most Popular Bases & Easiest to Measure
What are the trends?

15. International Tourism Marketing
Why do we need to globally advertise?
What are the differences between national tourists and international tourists?

18. Who is traveling to Turkey?

19. International visitors…
stay longer than domestic visitors.
have more paid vacation so travel more.
spend more than domestic visitors.
help balance domestic tourism swings.
have fairly high disposable income.
are not climate dependent.
book further in advance.

20. International visitors…
book out-of-the-way places.
want to see the “American way of life”.
enhance the experience of domestic visitors.
add to the federal, state, and local tax base.
give jobs to many residents.
often travel in our off-seasons.
offer a pathway to world peace.

21. Demographic facts and trends
A widening age gap exists between the older populations in the West and the large working-age populations in developing countries
In the European Union, the number of consumers aged 16 and under is rapidly approaching the number of consumers aged 60-plus
Asia is home to 500 million consumers aged 16 and under
Half of Japan’s population will be age 50 or older by 2025

22. Demographic facts and trends
America’s three main ethnic groups—African/Black Americans, Hispanic Americans, and Asian Americans—represent a combined annual buying power of $1 trillion
The United States is home to 28.4 million foreign-born residents with a combined income of $233 billion
By 2030, 20 percent of the U.S. population—70 million Americans—will be 65 or older versus 13 percent (36 million) today
India has the youngest demographic profile among the world’s large nations: More than half its population is under the age of 25

23. Segmenting by Income and Population
Income is a valuable segmentation variable
75% of world GNP is generated in the Triad
13% of the world’s population is in the Triad
Do not read into the numbers
Some services are free in developing nations so there is more purchasing power
For products whose price is low enough population is amore important variable

24. Per Capita Income

25. 10 Most Populous Countries

26. Segmenting by Population
“Urban India is getting saturated. In the cities, everyone who can afford a television has one. If you want to maintain high growth, you have to penetrate into rural India.”
- K. Ramachandran, Chief Executive Philips Electronics India

27. Age Segmentation
Global Teens – young people between the ages of 12 and 19
A group of teenagers randomly chosen from different parts of the world will share many of the same tastes
Global Elite – affluent consumers who are well traveled and have the money to spend on prestigious products with an image of exclusivity
Young consumers may not yet have conformed to cultural norms; indeed, they may be rebelling against them. This fact, combined with shared universal wants, needs, desires, and fantasies (for name brands, novelty, entertainment, trendy, and image-oriented products), make it possible to reach the global teen segment with a unified marketing program. This segment is attractive both in terms of its size (about 1.3 billion) and its multi-billion dollar purchasing power. Coca-Cola, Benetton, Swatch, and Sony are some of the companies pursuing the global teenage segment.
The global elite is normally associated with older individuals who have accumulated wealth over the course of a long career, it also includes movie stars, musicians, elite athletes, and others who have achieved great financial success at a relatively young age.

28. Psychographic Segmentation
Grouping people according to attitudes, value, and lifestyles
SRI International and VALS 2
Porshe example
Top Guns (27%): Ambition, power, control
Elitists (24%): Old money, car is just a car
Proud Patrons (23%): Car is reward for hard work
Bon Vivants (17%): Car is for excitement, adventure
Fantasists (9%): Car is form of escape
Data are obtained from questionnaires that require respondents to indicate the extent to which they agree or disagree with a series of statements. Psychographics is primarily associated with SRI International, a market research organization whose original VALS and updated VALS 2 analyses of consumers are widely known.

29. Global Segmentation Global Scan Strivers
Median age of 31; hectic lives. Driven to achieve success. Materialistic pleasure seekers; time & money in short supply.
Achievers
Older than strivers; affluent; assertive. Upwardly mobile, having already attained success. Status-conscious, value quality.
Pressured
Women of all ages; financial and family pressures; overwhelming life problems
Adapters
Older people; content with their lives. Maintain values while keeping an open mind about change.
Traditionals
Rooted to the past; clings to cultural heritage and values.

30. Psychographic Segmentation
The Euroconsumer:
Successful Idealist – Comprises from 5% to 20% of the population., consists of persons who have achieved professional and material success while maintaining commitment to abstract or socially responsible ideals
Affluent Materialist – Status-conscious ‘up-and-comers’ – many of whom are business professionals – use conspicuous consumption to communicate their success to others
The following characteristics come from a research team at D’arcy Massius Benton & Bowles. They focused on Europe and produced a 15-country study entitled: “The Euroconsumer: Marketing Myth or Cultural Certainty?” They identified four lifestyle groups which are highlighted on the next two slides.

31. Psychographic Segmentation
The Euroconsumer:
Comfortable Belongers – Comprising from 25% to 50% of a country’s population, they are conservative and most comfortable with the familiar. They are content with the comfort of home, family, friends, and community
Disaffected Survivors – Lacking power and affluence, this segment harbors little hope for upward mobility and tends to be either resentful or resigned. They are concentrated in high-crime urban inner city neighborhoods. Despite a lack of social status, their attitudes nevertheless tend to affect the rest of society

32. Psychographic Segmentation

33. Young & Rubicam’s Cross-Cultural Consumer Characterizations (4Cs)
Constrained
Resigned poor
Struggling poor
Middle majority
Mainstreamers
Aspirers
Succeeders
Innovators
Transitionals
Reformers

34. Behavior Segmentation
How much they use it
How often they use it
User status
Law of disproportionality/Pareto’s Law – 80% of a company’s revenues are accounted for by 20% of the customers
Behavior segmentation focuses on whether or not people buy and use a product, as well as how often, and how much they use or consume. Consumers can be categorized in terms of usage rates: for example, heavy, medium, light, and non-user. Consumers can also be segmented according to user status: potential users, non-users, ex-users, regulars, first-timers, and users of competitors’ products.

35. Benefit Segmentation
Benefit segmentation focuses on the value equation
Value = Benefits / Price
Based on understanding the problem a product solves, the benefit it offers, or the issue it addresses

36. Ethnic Segmentation
The population of many countries includes ethnic groups of significant size
3 main groups in the US include: African-Americans, Asian-Americans, and Hispanic Americans
Mexican households in California have after-tax income of $100 billion, half the total of all Mexican Americans.
The number of Hispanic teens is projected to swell from 12 percent of the U.S. teen population to 18 percent in the next decade.
From a marketing point of view, these groups offer great opportunity. Companies in a variety of industry sectors, including food and beverages, consumer durables, and leisure and financial services are recognizing the need to include these segments when preparing marketing programs for the United States.

37. Assessing Market Potential
Be mindful of the pitfalls
Tendency to overstate the size and short-term attractiveness of individual country markets
The company doesn’t want to ‘miss-out’ on a strategic opportunity
Management’s network of contacts will emerge as a primary criterion for targeting
After segmenting the market by one or more of the criteria just discussed, the next step is to assess the attractiveness of the identified segments. This part of the process is especially important when sizing up emerging country markets as potential targets. It is at this stage that global marketers should be mindful of several potential pitfalls associated with the market segmentation process.

38. Assessing Market Potential
Three basic criteria
Current size of the segment and anticipated growth potential
Competition
Compatibility with the company’s overall objectives/feasibility of reaching a designated target

39. Framework for Selecting Target Markets
Demographic information is a starting point but not the decision factor
Product-Market must be considered
Market defined by product category
Marketing model drivers must be considered
Factors required for a business to take root and grow
Are there any enabling conditions present?
Conditions whose presence or absence will determine success of the marketing model
Global marketing expert David Arnold has developed a framework that goes beyond demographic data and considers other, marketing-oriented assessments of market size and growth potential. Instead of a “top-down” segmentation analysis beginning with, say, income or population data from a particular country, Arnold’s framework is based on a “bottom-up” analysis that begins at the product-market level. After marketing-model drivers and enabling conditions have been identified, the third step is for management to weigh the estimated costs associated with entering and serving the market with potential short- and long-term revenue streams. Does this segment or country market merit entry now? Or, would it be better to wait until, say, specific enabling conditions are established?

40. Example:
“To young, active soft-drink consumers who have little time for sleep, Mountain Dew is the soft drink that gives you more energy than any other brand because it has the highest level of caffeine. With Mountain Dew, you can stay alert and keep going even when you haven’t been able to get a good night’s sleep.”

41. 9 Questions Who buys our product? Who does not buy it?
What need or function does it serve?
Is there a market need that is not being met by current product/brand offerings?
What problem does our product solve?
What are customers buying to satisfy the need for which our product is targeted?
What price are they paying?
When is the product purchased?
Where is it purchased?

42. Target Market Strategy Options
Standardized global marketing
Mass marketing on a global scale
Undifferentiated target marketing
Concentrated global marketing
Niche marketing
Single segment of global market
Differentiated global marketing
Multi-segment targeting
Two or more distinct markets

43. Positioning
Locating a brand in consumers’ minds over and against competitors in terms of attributes and benefits that the brand does and does not offer
Attribute or Benefit
Quality and Price
Use or User
Competition

44. What is Nokia’s position in different markets?

45. Positioning Strategies
Global consumer culture positioning
Identifies the brand as a symbol of a particular global culture or segment
Foreign consumer culture positioning
Associates the brand’s users, use occasions, or product origins with a foreign country or culture

46. Positioning Strategies
iPod positioned to the global consumer culture as both a high-tech and high touch product.

47. Looking Ahead
Chapter 8 Importing, Exporting and Sourcing

48. Current Segment Size and Growth
Is the market segment currently large enough to present a company with the opportunity to make a profit?
If the answer is ‘no’, does it have significant growth potential to make it attractive in terms of a company’s long-term strategy?
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49. Potential Competition
Is there strong competition in the market segment currently?
Is the competition vulnerable in terms of price or quality?
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50. Feasibility and Compatibility
Will adaptation be required? If so, is this economically justifiable in terms of expected sales?
Will import restrictions, high tariffs, or a strong home country currency drive up the price of the product in the target market currency and effectively dampen demand?
Is it advisable to source locally? Would it make sense to source products in the country for export elsewhere in the region?
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