Segmentation Choices

Jean-Pierre Jeannet, Thierry Volery, Heiko Bergmann and Cornelia Amstutz
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Jean-Pierre Jeannet: International Institute for Management
Thierry Volery: ZHAW School of Management and Law
Heiko Bergmann: University of St. Gallen
Cornelia Amstutz: University of Lucerne

Chapter 11 in Masterpieces of Swiss Entrepreneurship, 2021, pp 109-120 from Springer

Abstract: Abstract At the outset of this chapter, the need to treat segmentation as distinct from focusing is explained. Both are important, and both have to be addressed separately. Successful segmentation implies choices, and carving out a segment from a market space is something that requires both skill and attention. Description of how to define segments is offered. The practice of targeting multiple segments, and how to define subsegments is explained, as well as how companies can play the product features game. Technology segments are not market segments. Special cases are premium price segments, high-volume segments, and niche segments, and when one or the other might apply. The chapter ends with the description of what a true niche segment strategy entails. A link between segmenting and a company’s internal organization is established.

Date: 2021
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DOI: 10.1007/978-3-030-65287-6_11

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