The conceptual B2B segmentation was developed to define differentiated marketing strategies according to the company that is approached.
It allows the development of individual segmentation and profiling to define marketing and selling processes.
It also includes a model that categorizes companies to develop strategies according to the industry and the characteristics of the company.
The unicist B2B conceptual segmentation integrates the ecosystem of a market. It includes the wide context, the restricted context, and the specific segmentation.
The restricted context is defined by the brand power that works as a catalyst and establishes an asymmetric complementation with a negative slope.
(Peter Belohlavek is the founder of The Unicist Research Institute. He created the functionalist approach to science, which offers a scientific method for managing adaptive systems and environments. His discoveries and developments include unicist functionalist principles, unicist logic, unicist ontology, the structure of concepts, unicist binary actions, human ontointelligence, unicist abductive reasoning, and unicist AI. These findings have been applied in social, economic, and business environments.)
The Debate
Peter Belohlavek
I invite you to debate on conceptual B2B segmentation to discuss the building of marketing ecosystems. It has to be considered that markets work in the brain of potential buyers. The discovery that the root causes of human actions, including buying decisions, are defined by the concepts people have allowed developing the unicist conceptual marketing approach and unicist conceptual segmentation.
Therefore, conceptual segmentation is the core for the management of marketing ecosystems by developing interest groups that empower commercial relationships using social networks and CRMs.
John Doe
Indeed, the emergence of conceptual segmentation in B2B marketing is a fascinating development and its role in constructing marketing ecosystems cannot be understated. Conceptual segmentation draws from the cognitive psychology understanding that purchasing decisions are shaped by buyers’ mental models or concepts. Therefore, categorizing businesses based on these shared concepts can lead to more targeted and effective marketing strategies.
However, it’s worth noting that conceptual segmentation is complex due to the intangible nature of concepts, their subjectivity, and the varied factors that influence them. Not every business in a segment will hold the same concepts or assign them the same level of importance. The challenge is in capturing and understanding these conceptual differences.
Moreover, the creation of marketing ecosystems using conceptual segmentation also requires a deep understanding of the dynamics of the interest groups involved. This includes an understanding of their shared and diverging interests, the platforms they use (social networks, CRM platforms, etc.), and the different ways in which they engage with these platforms.
This challenge is further compounded by the evolving nature of digital marketing. Technology has not only diversified the channels through which businesses interact but also impacted the way businesses conceptualize their needs and interests.
Nevertheless, conceptual segmentation presents an opportunity to create more personalized marketing strategies by tailoring messages and campaigns to the unique concepts of each segment. It offers an advantage over traditional segmentation methods, which often rely on demographic or firmographic information that may not fully capture a business’s unique needs and interests.
In conclusion, while conceptual segmentation in B2B marketing holds a lot of promise, it is a complex and dynamic approach that demands a deep understanding of businesses’ conceptual models, the interest groups they form, and the digital platforms they engage with. It will be exciting to see how this approach continues to evolve and shape the future of B2B marketing.
Peter Belohlavek
Concepts Drive Human Actions
The research on human intelligence demonstrated that the concepts individuals have in their minds work as the behavioral objects that guide their actions.
The conceptual B2C segmentation was developed based on the research of the functionality of human decision-making process and its application to buying decisions. It is used for rational, ethical, and impulse buying processes that define segments that have differentiated buying arguments.
As concepts are the behavioral objects that drive human conscious actions, the level of depth of these objects defines the actions that are driven. The lack of concepts makes the information stored in the mind work as independent meaningless entities.
The discovery of behavioral objects explained how concepts drive human conscious actions, integrating the data available in the long-term memory, involving semantic, episodic, and procedural memories.
These concepts begin by working as preconcepts that are stored in the conceptual short-term memory (CSTM) that are triggered by the need to react when an external stimulus needs to be recognized. While the management of the functionality of concepts requires using a conscious approach, the response of the CSTM works as an automatism.
This implies that the segmentation of potential customers needs to be driven by the concepts people have that define the roots of their buying arguments.
John Doe
You’ve presented an interesting perspective on conceptual segmentation in B2B marketing, rooted in the understanding of human intelligence and the mechanisms of decision-making. Indeed, the application of cognitive science to marketing, specifically the recognition that concepts drive human actions, can lead to novel and effective segmentation strategies.
Understanding that buying decisions, whether they’re rational, ethical, or impulsive, are grounded in an individual’s preconceptions can lead to better understanding and predicting consumer behavior. The behavioral objects or concepts stored in a potential buyer’s long-term memory, including semantic, episodic, and procedural memories, can be powerful determinants of their buying actions.
Conceptual segmentation, thus, moves beyond basic demographic or firmographic factors, and instead seeks to understand and leverage the mental models and concepts that drive decision-making processes within the target audience. The impact of external stimuli, and how it triggers these preconceptions stored in the conceptual short-term memory (CSTM), presents a valuable insight for shaping marketing strategies.
However, it’s important to note that understanding and effectively utilizing this knowledge in a B2B context can be challenging. While the decision-making process of a single consumer can be complex, the decision-making process within businesses can be significantly more complicated due to the involvement of multiple stakeholders, each with their own concepts and biases. Successfully navigating this complexity and developing marketing strategies that speak to the collective concepts of these decision-makers is a key challenge for conceptual segmentation in B2B marketing.
Finally, we should remember that the conceptual framework is only one aspect of understanding the buyer’s journey. There are other elements such as emotional factors, socio-economic factors, external business environment, etc. that can influence this journey. Combining these multiple layers of understanding would allow for a more comprehensive approach to B2B segmentation and marketing strategy development.
Peter Belohlavek
Buying Arguments define Segmentation
The purpose of a buying argument is the satisfaction of a desire or a need. There are rational products that deal with the objective functional needs of what is being bought. But there are other products that deal with needs that underlie the operational aspects and aim at satisfying subjective functional needs. The differences between buying arguments define the segmentation of buyers.
The wide context of the buying argument is the segment of the buyer, which defines the specificity of the need satisfaction. It has to be considered that the satisfaction of needs has different connotations according to the segment of the buyer.
The satisfaction of needs includes urgent needs, structural needs, and latent needs. The restricted context is defined by the expansion of the possibilities of the buyer which includes the satisfaction of latent needs. This expands the possibilities of buyers and accelerates buying processes.
The convenience of a product defines the buying decision and has to complete the needs of the buyer. This convenience establishes not only price-value relationships but also the reliability of the solution and the social acceptance of such a solution.
John Doe
You’re absolutely right in pointing out that the specific buying arguments, rooted in the satisfaction of various needs and desires, are central to effective segmentation. Understanding the nuances of these needs and the factors that underpin them can allow businesses to better target their messaging and value proposition.
As you’ve mentioned, the buying argument is dictated by both objective functional needs (what the product does or how well it performs) and subjective functional needs (how the product makes the buyer feel or aligns with their values). Products and services may span both these categories, making segmentation more complex and multi-faceted.
There’s a broad spectrum of needs – urgent, structural, and latent. Urgent needs represent immediate necessities that drive the fastest buying decisions. Structural needs are more long-term and strategic, and often underpin business growth and development. Latent needs, however, are not readily apparent and can represent untapped opportunities for businesses.
You’re right in suggesting that the expansion of the buyer’s possibilities, including the satisfaction of latent needs, can accelerate buying processes. By revealing new avenues of value, businesses can expedite decision-making and gain competitive advantage.
Finally, the point on the convenience of a product, encompassing its price-value relationship, reliability, and social acceptance, is a crucial factor. These factors go beyond the product’s functional features and tap into the larger context of the buyer’s operational environment and social pressures.
In conclusion, a deep understanding of the buying arguments is crucial for effective B2B segmentation. By understanding and addressing these various facets of buyer needs and the contexts within which they operate, businesses can tailor their strategies and maximize their marketing effectiveness.
Peter Belohlavek
The Selling Arguments need to match the Segmentation
The purpose of the selling argument is to solve the objections that appear in the process as soon as the buyer feels the desire or has the need of making a buying decision. That is why it is said that objections are a signal of buying interest. Selling arguments are segmented according to the buying arguments they seek to satisfy.
The management of objections cannot happen in a direct way because it would generate a conflict between the buyer and the value proposition. It has to happen in a way that drives the buyer to understand the use of the product that is being bought.
Therefore, the clarification of the use value of the product works as the active function in the process and needs to present an implicit answer to the objections of the potential buyers.
To make this happen, it is necessary to have researched the natural objections of the different segments of buyers. The generation of objections should not be repressed. When it is repressed, the relationship between the product and the buyer is inhibited. Perfection, which has no objections, does not sell.
The selling argument needs to make evident that the product fits into the trend a segment believes in. This shared future trend establishes the basic condition of a buying process. This trend needs to be implicit and not explicit in the selling argument.
The restricted context of any selling argument is the possibility of a product to satisfy latent needs of the potential buyers. This is based on the differentiated attributes of a product. The differentiation might also be a price differentiation.
The closing of the buying process generated by the selling argument is driven by the convenience of the buying decision. This convenience has to be fully associated with the solution of the objections the potential buyers have in mind.
John Doe
Absolutely, the selling arguments and their alignment with the identified segmentation are critical to the success of the marketing and sales efforts. The way these selling arguments address the potential objections, while highlighting the value proposition, directly impacts the buyer’s decision-making process.
To echo your points, objections indeed signify buying interest, as they indicate the buyer’s engagement with the offering. However, handling these objections should be tactful and conflict-avoiding, aimed at increasing the buyer’s understanding of the product usage and its potential benefits.
It’s essential that the selling arguments clarify the value proposition in a way that indirectly addresses potential objections. Having a thorough understanding of the common objections within each segment can facilitate this process. Moreover, as you rightly pointed out, the suppression of objections may hinder the buyer-seller relationship. Perfection, indeed, is not necessarily appealing and may even raise skepticism.
The selling argument must also subtly express the alignment of the product or service with the buyer’s perceived future trends. The ability to fit into the trend that a segment believes in can act as a powerful selling point. Here, understanding the target segment’s worldview, their aspirations, and future projections becomes crucial.
Addressing latent needs and differentiating the product or service based on these needs is another essential aspect of an effective selling argument. This differentiation can be functional, emotional, or even price-based, depending on the segment.
The selling argument’s ultimate goal is to make the purchase decision convenient and compelling for the buyer, and the emphasis should be on how the product or service will resolve their objections or satisfy their needs. Therefore, a strong alignment between the segmentation and selling arguments is critical in driving successful sales outcomes.
Peter Belohlavek
Unicist B2B Segmentation
The Unicist B2B marketing intelligence model includes three central segmentations that define the context of the buying process, which are: conceptual segmentation, relationship segmentation, and institutional segmentation. It also includes the brand power segmentation that works as a catalyst of the B2B buying processes.
The development of the Unicist B2B Marketing Intelligence model demanded more than two decades. The final solution was triggered by the development of the social critical mass that defines the success of social and business actions. This development was based on multiple B2B marketing experiences beginning with Diners in 1981.
The Unicist B2B Marketing Intelligence defines the segments of potential buyers and their relationship with the segments of the providers to select the approach that needs to be used to define the possibility of developing a business and its probability of success.
John Doe
The Unicist B2B Marketing Intelligence model, with its focus on conceptual, relationship, and institutional segmentation (along with brand power segmentation as a catalyst), offers a comprehensive approach to understanding the B2B buying process. Each segmentation lens brings its unique perspective, contributing to a well-rounded understanding of potential buyers.
- Conceptual segmentation: This facet focuses on the buyer’s conceptual framework or mental models. It aims to understand the concepts that drive buying decisions, including the buyer’s needs, desires, and decision-making processes. By understanding these concepts, businesses can better tailor their marketing strategies to match the buyer’s conceptual framework.
- Relationship segmentation: Here, the emphasis is on the nature and quality of the relationship between the buyer and the seller. Understanding the dynamics of this relationship, including the level of trust, the history of interactions, and the potential for future engagements, is crucial in defining an effective marketing approach.
- institutional segmentation: This considers the institutional context of the buyer, including their industry, market position, company size, and organizational structure. Institutional factors can significantly influence a company’s purchasing decisions, and understanding this context can enable businesses to more effectively tailor their marketing and sales strategies.
- Brand power segmentation: Lastly, the Unicist model recognizes the influence of brand power. The strength and reputation of a brand can significantly influence purchasing decisions in a B2B context, acting as a catalyst for buying processes.
By synthesizing these different lenses, the Unicist B2B Marketing Intelligence model allows businesses to develop a nuanced understanding of their potential buyers and to tailor their marketing strategies accordingly. It’s an approach that takes into account the complexity of B2B buying decisions, which are often influenced by a multitude of interrelated factors. By acknowledging and addressing these factors, businesses can significantly enhance their marketing effectiveness and their likelihood of success.
Peter Belohlavek
Conceptual Segmentation
The conceptual segmentation defines the core attributes of value propositions and is the segmentation where the marketing processes begin and end. This segmentation deals with the need satisfaction generated by the value propositions and their differentiation.
The desirability of the value propositions is given by subjective differentiation, which includes the differentiation of the use value and the competitive advantage.
The consistency of the value propositions is established by the objective differentiation that is defined both by functional differentiation and by price differentiation. The technological differentiation is what establishes the background of the conceptual segmentation.
John Doe
The conceptual segmentation approach, focusing on the core attributes of value propositions and their ability to satisfy customer needs, indeed forms the backbone of effective marketing strategies. Let’s delve deeper into the three distinct facets you’ve outlined.
- Desirability – Subjective Differentiation: This aspect centers on the emotional appeal and perceived value of the product or service from the perspective of the potential buyer. It’s not solely about what the product does (its use value), but also the unique competitive advantage it offers compared to other options available in the market. This differentiation often taps into the psychological and emotional aspects of decision-making, highlighting how a product or service aligns with a buyer’s values, aspirations, or identity.
- Consistency – Objective Differentiation: On the other hand, objective differentiation focuses on the tangible, functional aspects of a product or service, and how it stands out in terms of functionality and price. This includes the direct benefits offered, efficiency, quality, and cost-effectiveness. This differentiation can be clearly measured and compared, and often plays a critical role in B2B environments where purchases tend to be high-stake and driven by rational evaluation.
- Technological Differentiation: This serves as the underpinning of conceptual segmentation, often driving both subjective and objective differentiation. It refers to the unique capabilities enabled by the product’s or service’s underlying technology. Technological differentiation can often be a key driver of competitive advantage, especially in sectors where technological innovation is rapid and impactful.
In essence, conceptual segmentation weaves these facets together to create a holistic understanding of the value proposition’s appeal to the customer, from both a subjective and objective perspective. It therefore guides the development of marketing strategies that are deeply aligned with the needs, preferences, and contexts of the potential buyers.
Peter Belohlavek
Relationship Segmentation
The relationship segmentation defines the influence a provider has or might have on potential customers or clients.
It is defined by the complementary attributes with the client that reinforce the value proposition, the empathetic attributes that allow building the necessary personal relationships and the influential attitudes that include both functional and subjective aspects.
The competitive attributes of the provider supplement the position of the buyers and empower the value propositions. The types of relationships define the actions that are needed to sustain the critical mass of a B2B marketing process.
John Doe
Relationship segmentation indeed provides crucial insights into the potential influence a provider might have on its customers or clients, thereby informing the development of effective marketing strategies. As you rightly pointed out, this type of segmentation is determined by three key factors:
- Complementary Attributes: These are characteristics of the provider that supplement or enhance the position of the buyers, thereby reinforcing the value proposition. For example, a software vendor providing customized solutions could have a complementary attribute in its ability to adapt to diverse business needs, thereby enhancing its customers’ operations.
- Empathetic Attributes: This refers to the provider’s ability to build meaningful, personal relationships with its customers or clients. Empathy, in this context, could mean understanding and addressing the customer’s needs, anticipating their challenges, and consistently providing solutions that bring value to their business. Empathetic attributes contribute to trust building, customer satisfaction, and long-term relationship nurturing.
- Influential Attitudes: These pertain to both functional and subjective aspects of the provider’s behavior that can sway the customer’s perceptions and decisions. A provider with influential attitudes is adept at persuasive communication, demonstrating expertise and reliability, and can positively affect how customers perceive their value proposition.
The types of relationships that providers foster with their customers are instrumental in building and sustaining the critical mass necessary for successful B2B marketing. A well-crafted relationship segmentation approach helps providers understand where they stand in terms of these attributes and how they can enhance their influence over potential and existing customers.
Peter Belohlavek
Institutional Segmentation
The institutional segmentation sustains the credibility of buyers and providers. It establishes the compatibility between the roles of both parties and allows defining when there is a true possibility of building up a business.
This segmentation is defined by the market orientation of the provider, the reliability attributes that define the focus of the value propositions, the trustability attributes that define the influence that can be exerted, and the functional evidence that proves the validity of the positioning.
The market orientation is materialized by the promises that are implicit in the provider’s value propositions.
John Doe
Institutional segmentation is indeed a critical component of an effective B2B marketing strategy, focusing on the compatibility of roles between the buyer and provider, and providing insights into the potential for a successful business relationship. Your points highlight four key elements of this segmentation:
- Market Orientation: This reflects the provider’s strategic approach to satisfying customer needs and achieving business goals. It manifests in the promises implicit in the value propositions, indicating the provider’s understanding of the market dynamics and their commitment to delivering value to their customers. The provider’s market orientation might be product-oriented, sales-oriented, or customer-oriented, each implying different strategic focuses and ways of interacting with customers.
- Reliability Attributes: These refer to the factors that assure customers of the provider’s ability to deliver on its promises. The focus of value propositions, be it on quality, consistency, innovation, or customer service, can influence the perceived reliability. Providers with strong reliability attributes are seen as dependable, consistent, and trustworthy in their delivery of promised services or products.
- Trustability Attributes: These define the provider’s capacity to exert influence, usually through ethical conduct, transparency, and a proven track record of meeting customer expectations. Trustability is critical in B2B relationships where long-term engagements, significant investments, and strategic dependencies are common.
- Functional Evidence: This is the tangible proof of a provider’s claims about its products, services, or capabilities. Functional evidence, such as case studies, testimonials, or demonstrated success in delivering results, can greatly enhance the perceived credibility of the provider.
Institutional segmentation, therefore, helps assess the credibility of both buyers and providers and can guide strategic decisions regarding potential business relationships. By understanding these institutional factors, providers can better align their strategies with the realities of their target markets, enhancing the likelihood of successful engagements.
Peter Belohlavek
Brand Power Segmentation
Brand power segmentation works as a catalyst of the B2B marketing processes. Brand power is a basic condition to sustain marketing. The absence of brand power transforms any value proposition into a marginal proposal.
This segmentation is defined by the influential power attributes, which drive the constructive power of a company, the power denotation attributes that define the recognized attributes of the brand, the power connotation attributes that define the implicit values, and the dissuasion power attributes that define the slope of the influence of the brand.
Brand power works as a catalyst when the brand of the provider is influential and works as an inhibitor when the influence of the buyers supersedes the influence of the suppliers.
John Doe
Brand power segmentation plays a pivotal role in B2B marketing processes. A strong brand not only differentiates a company from its competitors but also creates trust and credibility in the market. This segmentation focuses on four main areas:
- Influential Power Attributes: These relate to how a brand can affect the perceptions and behaviors of its target audience. Influential power is often built on a brand’s history, reputation, and demonstrated ability to deliver value. It can greatly enhance a company’s ability to win business and foster long-term relationships.
- Power Denotation Attributes: These are the recognized or explicit attributes associated with the brand. They are often linked to the core offerings or unique selling points of a brand, such as high-quality products, exceptional customer service, or innovation. Power denotation attributes can help a brand stand out in a crowded market and influence purchasing decisions.
- Power Connotation Attributes: These refer to the implicit values or emotions that a brand evokes. This could be the sense of trust, prestige, or reliability associated with a brand. These attributes often play a significant role in shaping the brand’s identity and perception in the market.
- Dissuasion Power Attributes: These aspects define the slope of influence of a brand. They refer to the brand’s capacity to discourage or dissuade potential buyers from choosing competitors’ offerings. This could be due to superior product features, better service quality, more competitive pricing, or any other factor that gives the brand a competitive edge.
Brand power can act as a catalyst, accelerating marketing efforts when the provider’s brand is influential. Conversely, it can also act as an inhibitor when the influence of the buyer surpasses that of the supplier. This underscores the importance of constantly enhancing and maintaining brand power in the B2B marketplace.
Peter Belohlavek
Segmented B2B Customer Profiles
B2B Segmentation is necessary for supply-driven markets. Product differentiation and innovations generate supply-driven markets that are not driven by urgencies. Therefore, adequate profiling of the prospects is basic to know if it is meaningful to invest in a marketing process to make a specific business.
Supply-driven markets require a high level of reliability and the need of having the necessary critical mass to influence a company. The critical mass is given by the aesthetics of the solution, the influence of the provider, and the credibility that allows having the necessary level of reliability.
The benefit of using B2B Customer Profiles and Unicist Conceptual Marketing is that it allows beginning with a “cheap” promotional process to define possible leads and invest when the prospects fit into the necessary Company Profile to become buyers.
John Doe
Absolutely, B2B segmentation, particularly in supply-driven markets, is key to ensure targeted and effective marketing. Products or services that are highly differentiated or innovative may not address immediate needs or urgencies, and hence require a more nuanced understanding of potential buyers.
Segmented B2B customer profiles allow for a precise identification of ideal customers and their needs, preferences, and buying behaviors. These profiles consider a myriad of factors, including:
- The type and size of the business,
- The industry sector,
- Their operational needs,
- The decision-making process,
- The budget, and
- The value they place on certain features or services.
Understanding these facets can inform the development of personalized and targeted marketing strategies.
In supply-driven markets, the focus is on reliability and critical mass. Reliability is important because buyers need to trust that the product or service will meet their needs consistently. On the other hand, critical mass – defined by aesthetic appeal, provider influence, and credibility – determines the company’s ability to affect market trends and buyer decisions.
Using B2B customer profiles in conjunction with unicist conceptual marketing brings a level of efficiency to the marketing process. The initial promotional activity can be more broad-based and cost-effective, focusing on identifying potential leads. Once prospects are identified that align with the necessary company profile to become potential buyers, further marketing investments can be made to nurture and convert these leads. This approach ensures resources are allocated in a manner that optimizes the return on marketing investment.
Peter Belohlavek
The Segmentation of the Buyers in Companies
The approach to officers in companies, which are a sort of consumer in supply-driven markets requires using the conceptual B2C segmentation to define the approach that will be used.
The conceptual B2C segmentation was developed based on the research on the functionality of the human decision-making process and its application to buying decisions. It is used for rational, ethical, and impulse buying processes that define segments that have differentiated buying arguments.
The Unicist B2C Segmentation includes:
A) Hard Segmentation, which defines the objective boundaries of the segments based on the characteristics and features of the product/service. The hard segmentation works as the gravitational force of a specific segment.
B) The Lifestyle Segmentation, which defines the segments of the context where a marketing action occurs. It works as a catalyst or inhibitor of the behavior of the market segments.
C) The Market Segmentation, which allows defining segments and is the input for developing customer profiles in the B2C business, which includes:
- Functional Segmentation
- Psychological Segmentation
- Conceptual Segmentation
The integration of these three segmentations defines the unicist conceptual market segmentation. It permits the development of accurate market segmentations that ensure marketing results.
The unicist conceptual market segmentation lays the grounding for structural marketing. It provides the necessary information to design the concepts of product positioning and marketing campaigns.
John Doe
Indeed, understanding the segmentation of buyers in companies is a critical aspect of B2B marketing, especially for supply-driven markets. These individuals, as you correctly pointed out, can be likened to consumers in a B2C setting, and hence the application of conceptual B2C segmentation methodologies can be very effective.
Let’s dive deeper into the aspects of Unicist B2C segmentation you mentioned:
- Hard Segmentation: This refers to the segmentation based on tangible and objective characteristics such as demographics, industry, company size, or specific product/service requirements. It helps identify clear boundaries of market segments based on measurable variables. As you highlighted, this hard segmentation serves as the gravitational force of a market segment, defining the primary audience that a company can target.
- Lifestyle Segmentation: This approach segments customers based on their lifestyles, values, attitudes, and general outlook on life. Lifestyle segmentation plays a crucial role in shaping the context within which marketing actions occur, acting as a catalyst or inhibitor of market behavior. It can greatly influence the perception and acceptance of a product or service, especially in markets where personal or cultural values strongly impact buying decisions.
- Market Segmentation: This type of segmentation can be further broken down into functional, psychological, and conceptual segmentations:
- Functional Segmentation: This divides the market based on practical or functional needs and considerations such as price sensitivity, product features, or usage rate. It is primarily concerned with the practical benefits a product or service offers to the customer.
- Psychological Segmentation: This approach segments customers based on psychological factors such as personality traits, lifestyle choices, attitudes, motivations, or risk aversion. These factors often influence consumers’ buying decisions and brand preferences.
- Conceptual Segmentation: This focuses on how customers perceive a product or service conceptually. It takes into account customers’ understanding and interpretation of the product, its value proposition, and the problems it solves.
By integrating these three segmentations, marketers can develop a comprehensive understanding of their target audience, enabling the design of tailored and effective marketing strategies. This unicist conceptual market segmentation lays the groundwork for structural marketing, which provides the necessary information to design product positioning and marketing campaigns that resonate with the target audience.
Peter Belohlavek
Thank you for your participation in the debate.