JOURNAL OF

MARKETING
MANAGEMENT

Business psychographics revisited:

from segmentation theory to successful marketing
practice
James Barry, Huizenga School, Nova Southeastern University, USA*
Art Weinstein, Huizenga School, Nova Southeastern University, USA

Abstract Consumer marketers have realised that geodemographics seldom

provide adequate perspectives of todays complex markets. Instead, psychographic
segmentation has revealed more powerful target market insights while providing
marketers a springboard for adapting selling propositions and tailoring the
marketing mix. Although its application in business-to-business (B2B) markets is
also well acknowledged, there is limited evidence that psychographics has merit.
To illustrate its power, this study examines the body of literature and practitioner
experience that supports the usefulness of B2B psychographics as an alternative
or complement to firmographics. The study supports its specific relevance to
micro-segmentation where insights into a buyers motives, risk aversion and
relationship style can help determine favourable or unfavourable predispositions
to marketing initiatives. A case application of a B2B services firm demonstrates
its value in sales management.
Keywords B2B marketing, Psychographics, Market segmentation

INTRODUCTION
Research in organisational segmentation has gained momentum as firms seek ways
to differentiate their value propositions based on what their target accounts value
the most. By now, astute marketers recognise that a Henry Ford Model-T one size
fits all approach to marketing runs the risk of connecting to no one. Consequently,
*Correspondence details and biographies for the authors are located at the end of the article.
JOURNAL OF MARKETING MANAGEMENT, 2009, Vol. 25, No. 3-4, pp. 315-340
ISSN0267-257X print /ISSN1472-1376 online Westburn Publishers Ltd.

doi: 10.1362/026725709X429773

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Journal of Marketing Management, Volume 25

firms count on segmentation techniques that enable them to craft their selling
strategies around a buyers unique personality, beliefs and organisational influences.
Starting with the target identification process, segmentation is seen as the key to
focusing on a firms most profitable customers (Peppers and Rogers 2004). Strides
made particularly in psychographic segmentation have led to the widely publicised
approaches to adaptive selling behaviours (Weitz, Sujan and Sujan 1986) and product
planning (Weinstein 2004). With growing interests in global marketing, these adaptive
strategies will become even more important as marketers seek to find common ground
with buyers of different cultures (Hofstede 1980).
Such perspectives are further challenging the efficacy of demographic segmentation
as it fails to capture the personality nuances (e.g. psychographics) that separate
customers by meaningful brand experiences and relational behaviours. Instead,
a growing argument is developing in favour of using business-to-business (B2B)
psychographic segmentation to characterise a purchasing agent or managers buying
mentality. As this paper will demonstrate, firms do indeed pervade cultures much
like an individuals personality or lifestyle. The entertaining Apple versus IBM
promotional campaign (Mac vs. PC cultures) is an excellent illustration of two widely
contrasting corporate identities.
In spite of the acknowledged usefulness of psychological segmentation in
organisational settings, the formalisation of marketing and operational plans
around psychographic dimensions is limited. Frameworks for classifying buyers
along psychographic dimensions are subjective and difficult to measure. Moreover,
regardless of support for the concept of corporate cultures (Cameron and Freeman
1991; Deshpande, Farley and Webster 1993), the viability of planning around
enterprise-wide personalities is in doubt. Even if a pervasive personality were
adequately defined, questions remain as to their situational nature and relevance.
Further compounding the adoption of psychographics to organisational settings
is the complexity of the buying centre. Industrial market characteristics, for
example, differ sharply from consumer markets (B2C) on several dimensions which
impact segmentation analysis and other strategic marketing decisions (Kotler and
Keller 2009). Not only are many individuals involved in B2B settings, but special
justifications, authorisations, and approvals often restrict the influence of personality
on buying decisions. The industrial salesperson is instead confronted with a more
formula-driven buyer than is typically found in the consumer sector. But despite its
apparent objectivity in decision making, ample evidence suggests this organisation
buying process reacts to socio-sentimental factors that some may attribute to the
inherent psychographic make-up of a firms unique personality (Deal and Kennedy
1982; Handy 1995; Rangan Moriarty and Swartz 1992).
So how far have we come from the inception of organisational psychographics?
In this paper, we examine the degree to which B2B psychographic segmentation is
growing in adoption and sophistication. As testimony to its strides over the past
fifteen years, William D. Neal, the founder of SDR Consulting (Atlanta, Georgia,
USA) and former president of the American Marketing Association, acknowledges that
business managers have relearned the benefits of target marketing. Most marketers
now recognise that simplistic segmentation schemes based on demographics, geography
or SIC codes are suboptimal at best and disastrous at worse (Neal 2002, p.37).
Hence, the purpose of this article is to critically examine the current state-of- affairs
in organisational psychographics. First, we review the relevant scholarly literature
from both a conceptual and application perspective. Next, we develop and discuss a
case application of a high technology company (Collins Aviation Services, a division

Barry and Weinstein Business psychographics revisited

of Rockwell Collins) to illustrate how to effectively conduct a business psychographics

study. We conclude with practical implications for marketing managers and a research
agenda for segmentation scholars.

LITERATURE REVIEW AND EXTENSION

This section reviews the foundation work on consumer psychographics and traces
the transition to B2B segmentation. Building on the conceptual research of Bonoma
and Shapiro (1983), we then propose a definition of business psychographics. An
assessment of the segmentation literature ascertains the merit of this personalitybased perspective. This examination includes empirical research that validates
organisational psychographic contributions. An in-depth discussion of the three
proposed dimensions of business psychographics motivation, risk and relationship
styles follows.
Psychographic segmentation
Arguably, the term psychographics was coined by Emanuel Demby, a marketing
researcher, in 1974. His edited, revised definition of psychographics is
the use of psychological, sociological, and anthropological factors, self-concept, and
lifestyle to determine how the market is segmented by the propensity of groups within
the market - and their reasons - to make a particular decision about a product, person,
or ideology

(Demby 1989, p. 21)

In a seminal work, Wells (1975) defined psychographics as quantitative research
intended to place consumers on psychological as distinguished from demographic
dimensions (p. 197). While Wells reviewed 24 articles and 32 definitions (including
Dembys), his end product (Wells definition) is by no means definitive. He adds
that the broad view of psychographics may include personality traits and lifestyles
(activities, interests, and opinions), as well as attitudes, beliefs, motivations, needs,
and values.
McDonald and Dunbar (2005) explain that psychographics is a customers inner
feelings and predisposition to behave in certain ways, (p. 158). Useful for target
marketing and promotion, they suggest that marketers should view psychographics as
a contributor to a successful segmentation project (McDonald and Dunbar 2005).
In a comprehensive analysis of the industrial segmentation literature, Plank
(1985) noted that there were three approaches for selecting segmentation bases unordered segmentation notions (a single segmentation dimension is chosen with
no specific rationale for how it was selected), two-step notions (such as macro/micro
segmentation), or a multi-step approach. An example of this might be as follows.
Firms engaged in relationship selling through differentiated value propositions will
conduct segmentation research to isolate the desirables from the undesirables. An
example of the two-step approach is demonstrated by Peppers and Rogers (2004).
The authors propose that marketers craft different service treatment strategies
according to a customers value to a firm. Using observable data, customers are
then assigned to firmographic segments labelled as Most Growables, Most Valuables,
Migrators and Below Zeroes. Once the targeted prospects are identified from this

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macro-segmentation, a subsequent exercise in micro-segmentation is conducted in

order to reveal greater insights into what the Most Valuables and Most Growables
value the most. This second stage is often based on less observable data extracted
from attitude surveys or subjective judgments from an individuals dress, office dcor
and demeanour.
Plank (1985) adds that there has been limited work on the potentially powerful
multi-step approach with the exception of Bonoma and Shapiros (1983) nested model.
This five ring process advocates a shift from observable and objective descriptions
of a buyers industry (firmographics), operating variables, purchasing criteria and
situational factors to psychometric segmentation variables.
An insightful adaptation of the nested framework was recently applied to resupplier
markets (retailers and wholesalers) by Christ (1997). Manufacturers can use three sets
of segmentation bases - external, internal, and interpersonal - to segment markets and
find appropriate target markets. Specific variables include type of intermediary, size,
location, life cycle position, form of ownership, and financial condition (external
variables); markets served, current product purchases, infrastructural factors, location
of purchasing, and resuppliers perceived image (internal variables); and benefits
sought, resuppliers use of product, buyer-supplier similarities, purchasing policies,
and characteristics of individual buyers (interpersonal).
Although the nested approach was developed in the 1980s, it holds up remarkably
well to the segmentation challenges of industrial markets; and, in fact, no new
multi-step models have earned widespread attention by business marketers. Ben
Shapiros thoughts on the nested approach two decades after its development are
still insightful:
What will give todays marketers a competitive edge is those who can unlock the key to
address personal characteristics of the buyer and situational factors that can be tapped
into by the supplier. The three outer rings are still there but should play far less a role in
the importance than the two inner most rings

(Shapiro 2002)
Defining business psychographics rationale and support
Like consumer (B2C) analysis, B2B marketers must understand people, relationships,
and psychological drivers. A notable distinction of the industrial buyer, however, is
its membership of a complex buying centre influenced by enterprise expectations
and business objectives. Moreover, the role of lifestyles (prevalent in B2C settings)
is arguably subjugated to the culture that suffuses an enterprise. The importance of
job security likely leads to risk reducing behaviours more applicable to organisational
than to consumer settings.
We advocate that organisational psychographics research focus on the innermost
ring of Bonoma and Shapiros (1983) nested approach. The work of Bonoma and
Shapiro (1983) combined with that of Mitchell and Wilson (1998) would suggest
that industrial buyers are largely influenced not only by their underlying motives and
relational styles but by their risk orientations as well. Consequently, we propose that
organisational psychographics be defined as:
the segmentation of organisational buyers into homogenous clusters of mindsets and
behaviours that are distinguished by motives, risk perceptions and social interaction
styles in order to identify prospects as well as predict the predispositions of the firms

Barry and Weinstein Business psychographics revisited

decision makers for the sake of adapting products, marketing messages and relational
selling behaviours

From this definition, buyer motives and styles are assumed to be influenced by
the buyers personal needs as well as from the cultural norms at the enterprise
and country level. By capturing these personal variables that influence a buyers
predispositions, suppliers can better tailor their value propositions and adjust their
communication styles. According to Bonoma and Shapiro (1983), an understanding
of these variables requires a suppliers ability to understand and appreciate the
subtle signals sent by buyers in day-to-day interactions, (p. 88). These signals are
gleaned from examination of the buyers motives, buyer-supplier relationships and
risk perceptions (Mitchell and Wilson 1998). Shown in Figure 1 are the inner ring
buyer decision influences discussed in the following literature review. The usefulness
of organisational psychographics to marketing has been demonstrated in a number
of empirical studies that validate its contribution to predicting buying innovativeness
(Robertson and Wind 1980), product adoption (Verhallen, Frambach and Prabhu
1998) and purchase intentions. The latter is impacted indirectly through the similarity
(e.g. shared values) a buyer sees between themselves and their supplier (Bonoma and
Shapiro 1983).
Some empirical studies have also demonstrated the incremental impact that
organisational psychographic variables (e.g. conflict behaviour, open communications,
etc.) have on the explanatory power of marketing decision making. Robertson and
Wind (1980), for example, found that employing organisational psychographic
FIGURE 1 Influences on buyer personal characteristics (Adapted from Inner Ring of
Bonoma and Shapiro Model, 1983)
Personal Needs
Strategic Planning
Culture & Corporate
Decision Style
Technical Orientation

Risk Perceptions
Uncertainty
Avoidance Behaviour

BUYER
MOTIVATION

BUYER
RISK
MANAGEMENT
BEHAVIOUR

BUYER
RELATIONSHIP
STYLE

Social Interaction Style

Temperament Style
Cultural Relationship Style

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variables improved the explained variance by more than 25% versus demographics
alone. Through cluster analysis, others demonstrate distinct purchasing motivations
(File and Prince 1996; Rangan, Moriarty and Swartz 1992; Verhallen et al. 1998),
risk behaviours (Mitchell 1994; Wilson 1971) and relational styles (Fine 1991) when
buyers are grouped along psychographic dimensions.
Business psychographics the three dimensions of personal characteristics
Personal characteristic: motivation dimension of the innermost nest
By analysing purchase motives, marketers can better understand why buyers act
the way they do in the marketplace. A critical step to sizing up a buyers personal
characteristics is to get a firm grasp of the psychographic motivators to which the
supplier appeals (Shapiro and Bonoma 1984; Russell 2008). According to Bonoma
and Shapiro (1983), the process of thinking through the motivational classes clarifies
selling strategy and can lead to better tailoring of selling tactics to buyer motivations,
(p. 79).
Traditionally, this perspective of motivators was based on rational assessments
(e.g., price, quality and service). In their discussion of the innermost nest, however,
Bonoma and Shapiro (1983) point out that the non-rational or social aspects of
industrial buying are at least as important as the rational motives. The authors refer
to evidence presented by Webster (1968) that industrial buying is a joint function
of the personal needs of purchasers for recognition and advancement and their social
needs to satisfy those in the firm who will be the users of the purchased good (Bonoma
and Shapiro 1983, p. 88)
One theory that perhaps best classifies these personal needs along dimensions
of recognition, advancement and social needs is Maslows Hierarchy of Needs.
According to this theory, a buyers psychographic motivators advance from survival
(basic needs) and security (safety) to a desire for affiliation (belonging), recognition
and advancement (self-esteem) and self actualisation. As a widely used sales training
tool, this approach to grasping a buyers psychographic motivators has stood the test
of time. Much of its popularity as a type selling approach stems from its legacy in
organisational buying behaviour as well as its relatively easy approach to classifying
buyers. For example, extensive cues from a buyers dress, office setup and body
language are offered in the practitioner ranks. Soper, Milford and Rosenthal (1998),
however, do warn against its use beyond a cognitive map given its limited scientific
support.
Beyond these intrinsic needs, it behoves suppliers to grasp an understanding of
their buyers extrinsic motivations as well. A number of studies demonstrate how
corporate cultures influence a buyers motivations through their planning approaches.
Studies by Cameron and Freeman (1991) and Deshpande et al. (1993), for example,
found that differences in corporate cultures account for variances in market strategy
emphasis. In particular, they discovered distinctions across groups divided by
processes (e.g. processes characterised by flexibility and spontaneity vs. control and
stability) and corporate orientation (e.g. internal maintenance vs. external market
positioning). These two dimensions, which are psychographic proxies, are then used
to cluster organisations around four corporate cultures:
1 Market culture (focuses on competitiveness and goal achievement)
2 Adhocracy culture (focuses on innovativeness, entrepreneurship and risk taking)
3 Clan culture (focuses on loyalty, smoothing and tradition)

Barry and Weinstein Business psychographics revisited

4 Hierarchical culture (focuses on predictability and smooth operations)

Still others argue that motivations are influenced largely by the strategic decision
making mentality of the enterprise. In their reappraisal of B2B segmentation, Mitchell
and Wilson (1998) suggest that the decision making process itself be used as a basis
for segmentation because it could help in determining the appropriate methods
of personal selling and communications, (p. 434). Some propose that the CEO
decision style greatly influences the motivation of the purchasing decision maker. As
an example, small and medium-sized, family business clients of professional service
providers (accounting, insurance, and law firms) were researched using organisational
psychographics (File and Prince 1996).
Finally, a number of studies reflect a technology adoption behaviour that influences
a buyers psychographic motives. In a study of car phone purchases by 200 Dutch
firms (a new buy purchase decision in six major industries), the authors demonstrate
distinctions in corporate strategy behaviour that extend beyond demographics
to unobservable characteristics. They classified buyers as defenders, prospectors,
analysers, and reactors. In contrast, the two firmographic variables, firm size and
industry, had little explanatory value with respect to the adoption or non-adoption
of the proposed technology (Verhallen, Frambach and Prabhu 1998).
According to the diffusion literature, there are five categories of new product
acceptance - innovators, early adopters, early majority, late majority, and laggards
(Rogers 1983). Lead users or super-innovators face strong market needs months or
years before the bulk of the marketplace and expect to benefit significantly by helping
to find a solution to those needs (von Hippel 1988). According to Easingwood and
Koustelos (2000), innovators may be techies (users excited by the new technology)
or visionaries (managers who can see a products potential for improving processes,
enhancing operations, or delivering value to gain a competitive advantage).
This distinction in technology adoption behaviour is reflected in a number of
empirical studies. For example, a qualitative research study by Weinstein (2004)
revealed six potential market segments for automatic pacemakers based on
technology adoptive behaviour. Although a battery of factors were considered in
segment formation, one major psychographic attitudinal variable (user orientation)
was most useful in understanding the automatic pacing market. This was expressed as
a primary interest in technology, simplicity, or conservatism in decision-making.
As demonstrated in Table 1a, these and other studies support Shapiro and
Bonoma (1984) inclusion of psychographic motivators when classifying a buyers
personal characteristics (innermost nest). Despite the distinct origins and typological
dimensions, the table also suggests we consider buyers as either cost cutters, early
adopters, organisers or fraternities. Knowing this will help the sales force to tailor
feature emphasis and value propositions (e.g. based on value, cutting edge features,
simplicity, etc.).
Personal characteristic: risk dimension of the innermost nest
The second dimension of personal characteristics relates to a buyers risk adversity.
According to Bonoma and Shapiro (1983), a purchasing managers reaction to risk
is central for understanding and segmenting the purchasing situation, (p. 84). In the
specific case of industrial purchasing, this risk focuses on either the buyers personal
risk or the organisations risk (Mitchell 1994).
A number of studies found risk reduction to be associated with vendor selection

321

Strategic
Planning
Culture &
Corporate
Decision
Style

Maslows
Hierarchy of
Needs Theory

Personal
Needs

Belongers

Seek
competitive
advantage

Seek policies
adherence
& smooth
operations
Autocrats

Seek
teamwork &
loyalty

Loving Parents

Empire Builders

Markets

Hierarchies

Product Life
Cycle Theory

Phase of the
Purchase
Decision
Purchase
Relationship
Buyers

Transaction
Buyers
Seek best
price & service
trade-off

Seek large price discount

Bargain Hunters

Seek help to make product

work for them

Seek later adoption of

differentiation

Analyser

Seek technology
talk, compatibility &
customisation

Seeks evidence
of success

Reactor

Seeks results in real asset

growth

Fortune Hunters

Seek innovation, growth &

flexibility

Adhocracies

Sophisticates

Seek supplier
Seek
rotation
partnerships

Programmed
Buyers

Self-Actualists

Novices

Seeks
efficiency

Seeks
innovation

First Time
Prospects
Seek trust,
information &
hand holding

Defender

Prospector

CEO Objectives Seeks long- Seeks course Seeks business

term financial
direction
growth
stability

Myers & Snow

(1978) Typology

Egos

Seek
Seek
Seek
Seek affiliation
achievement
information &
recognition
& free time
& job
assurance
& promotion
fulfilment

Security
Conscious

Clans

Seeks cost
savings

Survivors

Psychographic Classifications

Price &
service
offerings

Sales
interaction
& image
management

Product
adoption
& selling
strategies

Adaptive
selling
behaviours
& product
bundling

Negotiations
& product
adoption

Selling
strategies

Moderate

High

Moderate

Moderate

Moderate

Low

Documented Measurability
Uses
1)

Usefulness

Verhallen,
Frambach &
Prabhu (1998)

File & Price

(1996)

Cameron
& Freeman
(1991), Quinn
(1988),
Deshpande et
al. (1993)

Soper, Milford
& Rosenthal
(1995)

Study
References

172 buyers
of industrial
packaging

Rangan,
Moriarty &
Swartz (1992)

Case study
Robertson &
of leading
Barich (1992)
industrial firm

205 Dutch
firms

Hierarchical
cluster
analysis of
397 samples

US &
Japanese
executives

Widespread
popularity
lacks
scientific
support

Empirical
Context

JMM

Cameron
& Freeman
Model of
Organisational
Culture Types

Typology
Underpinnings

Influence
on Buyer
Decision
Making

TABLE 1a Buyer motivation dimension of personal characteristics

322
Journal of Marketing Management, Volume 25

NA

Forrester
Research
Technographics

Berens
Interaction
Styles Model,
Social Styles
models and
DiSC

Miller Heiman
Executive
Impact &
Large Account
Mgmt Process
(LAMP)

Seek continuous cost

reduction

Seek supply
chain
optimisation
support

Black Box
Devotees

Progressives

Show Mes
Seek
evidence

NonBelievers

Seek reason
to purchase

No Perceived
Needs

Seek
Seek
Seek affiliation
achievement
recognition &
& free time
& job
promotion
fulfillment

Seek
Seek simplicity demonstration
of success

Seek time
savings &
productivityoriented
technologies

Seeks
frequent
upgrades
& trendy
technologies

Cyber Snobs

Traditionalists

Fast Forwards

Seek to get
desired result
Mouse
Potatoes

Seek to get an embraced

result

Seek to get
an achievable
result

Seek to get
an integrated
result
Hand Shakers

Get-Things-Going

In-Charge

Behind-theScenes

Seek
technology
innovation

Contract
negotiations

Product
adoption

Product
adoption

Influencing
buyers;
conversation
tone & speed

Thinkers
Skeptics
Followers
Controllers
Key account
Seek decision
Seek
Seek to
selection
making
Seek only those similarity of
manage every & resource
methodology
things that fit decisions to
aspect of the
planning
(review every their world view those made
decision
pro/con)
in the past

Economisers

Operationalisers

Chart-theCourse

Seek new,
bold &
innovative
ideas

Charismatics

Optimisers
Seek fast &
responsive
support
to make
transitions

Low

Low

Low

High

Low

Pace maker
case study

No known
empirical
support

Limited
empirical
support

Widespread
popularity
lacks
scientific
support

Dow Corning
case study

Weinstein
(2004)

Weinstein
(2004)

Berens (2001)

Miller,
Williams &
Hayashi (2004)

Ballinski,
ALlen &
DeBonis
(2003)

BioInformatics
Scientific
Personality
Assessment

Enthusiast

Explorer

Leader

Organiser

Questionanire
collaboration
Selling to
Seek to
Questionnaire
from
Seek to venture Seek to guide &
scientific
BioInformatics
interact &
Seek cautious decision
administered
community
into uncharted manage other
reach group
making from facts & data communities
of
biomedical
territories
researchers
consensus
researchers
1) High - classifications are based on objective statistical methods (e.g. sales data); Moderate - derived from attitude surveys: Low - derived from subjective evaluations (e.g.
office dcor, body language, conversation, demeanor and dress).

Technical
Orientation

Strategic
Planning
Culture &
Corporate
Decision
Style

Innovators
Generic
Seek leading
Customer
ideas or
Value Segment
technology to
Matrix
create edge

Barry and Weinstein Business psychographics revisited

323

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Journal of Marketing Management, Volume 25

and brand trust (Cardozo 1968; Cooper et al. 2006; Valla 1982). Buyers prefer known
vendors and long-term relationships to unknown vendors. Evidence of risk reduction
through product alignment was found in a segmentation study of physicians that led
to more efficient sales calling. This analysis examined the intersection of doctors
values with the brand proposition and their script writing potential. Based on this
research, the firm eliminated 39% of the doctors in their panel (two segments) due
to their lack of belief alignment with the brands proposition. The remaining, highly
targeted physicians (61% of the market, comprising three segments) increased the
brands total prescriptions by 50% within a year, while the non-detailed physicians
cut their prescription writing by only 10% during that period (Kuenne 2000).
Another aspect of segmentation by risk adversity is found in the cross-cultural
work of Hofstede (1980). One widely studied variable in marketing literature is the
role of uncertainty avoidance. Hofstede (1980) defines uncertainty avoidance as the
extent to which the members of a culture feel threatened by uncertain or unknown
situations (Hofstede 1994, p. 113). Classification of nations is made through a
country score. Subsequent to Hofstedes (1983) study, a number of researchers have
validated the influence of uncertainty avoidance in determining a buyers system of
norms and governance. For example, countries characterised with high uncertainty
avoidance are comfortable with legislation. Buyers in Germany (Uncertainty
Avoidance Index of 65), for example, are known to operate under an extensive set
of rules and regulations. The UK (UAI of 35), a nation with no written constitution,
operates under less formal arrangements (Hofstede 2001). Besides using the UAI
score for formality understanding, others (Giarratana and Torres 2007) have found
that lower UAI leads to a propensity for product innovativeness.
Shown in Table 1b are the additional studies suggesting typologies for risk perception
and risk management segmentation. In a study of purchasing agents and managers,
Wilson identifies three psychographic segments: conservatives (seek reassurance of
risk reduction), switchers (seek best deal), and normatives (seek maximum value).
In a similar vein, a study of buyers in the UK (Mitchell 1994) found distinct buyer
behaviours along financial and psychosocial risk. Their study refers to young recruits,
new timids and old timers.
Personal characteristic: relationship styles dimension of the innermost nest
Beyond purchasing motives and risk adversity, buyers differ widely on social factors
as well. Mitchell and Wilson (1998) argue that firms often operate within markets
where powerful social networks exist. Yip (1993) reports a case of how Shell
Lubricants UK improved their sales results after segmenting their customers into
eight such groupings of buyer personality traits.
Here, too, national culture plays a role in shaping buyer predispositions.
Specifically, the buyers nation of origin or operation has much to do with their
relational orientation. Hofstede (1980) refers to collectivism and individualism as
measures of a countrys orientation to individual desires versus group interests.
Later empirical results (Doney, Cannon and Mullen 1998; Williams, Han and Qualls
1998) found this dimension to be a useful classifier of a buyers socio-sentimental
attachment (high collectivism) or economic attachment (high individualism) to a
supplier. Similarly, buyers of cultures characterised by high masculinity place far
greater emphasis on bottom line results than do those of high femininity. Buyers of
feminine cultures place greater emphasis on personal relationships and trust (Barry
and Johnson 2005).

Country
Uncertainty
Avoidance
Index (UAI)

Seek to maximise
economic value

Seek reassurance of risk

reduction

Seek best deal

Low UAI

Normatives

Conservatives

Switchers

Characterised by low
financial risk and low
psychosocial risk

Old Timers

Characterised by low
financial risk and high
psychosocial risk

New Timids

Characterised by high
financial risk and low
psychosocial risk

Young Recruits

Psychographic Classifications

Moderate

Moderate

Personal
selling
Personal
selling &
pricing
strategies

Documented Measurability
Uses
1)

Usefulness

185 UK
purchasers
of planning
consultant
services
132
purchasing
agents &
managers

Empirical
Context

Wilson (1971)

Mitchell (1984)

Study
References

High UAI

Arindell et
Numerous
al. (1997),
Relationship
cross-cultural Giarratana &
High
Calm, happy and Lo-emotional
Nervous, stressful, emotionallymarketing
marketing
Torres (2007) &
countries
expressive countries
studies
Litvin, Crotts &
Hefner (2004)
1) High - classifications are based on objective statistical methods (e.g. sales data); Moderate - derived from attitude surveys: Low - derived from subjective evaluations (e.g.
office dcor, body language, conversation, demeanor and dress).

Uncertainty
Avoidance
Behaviour

NA

Risk
Perceptions

Wilsons
Industrial
Buyer Decision

Typology
Underpinnings

Influence
on Buyer
Decision
Making

TABLE 1b Buyer risk management dimension of personal characteristics

Barry and Weinstein Business psychographics revisited

325

Social
Interaction
Styles

Seek business
socialising & trust

Social Buyers

Alessandras
Rapport &
Tension Model

Berens
Organising
Patters of
Personality

Carl Jung
Cognitive
Process
Stabiliser
(Logistical)
Seek
responsibility &
to fit in
Socialser

Catalyst
(Diplomatic)

Seek to be
authentic &
empathic

Director

Relater

Seek expertise &

rationale

Theorist
(Strategic)

Intuitive Thinkers
Seeks logical
options from big
picture

Usefulness

Relationship
building

Thinker

Seek to have
impact & to get
results

Improvisor
(Tactical)

Seeks vision
contribution

Intuitive Feelers

Building
buyer
relations

Communication,
interaction &
sales focus

Value
propositions
& selling
approaches

High

Moderate

Moderate

Low

Moderate

Documented Measurability
Uses
1)

Adaptable
selling
behaviours
Seeks results in from initiation
real asset growth
through
closure

Expressives

Seek to prove
their case

Factual Suppliers

Seek problem
Seek
Seek to control &
Seek status quo & solving & working
admiration &
achieve
strong networks
toward tangible
acknowledgement
results

Seeks loyalty &

personal service

Sensing Feelers

Seeks business
growth

Seeks course
direction

Seeks factual
clarification

Sensing Thinkers

Amiables

Seek to sell
themselves

Social Suppliers

Analyticals

Factual Buyers
Seek more
business
information &
less chat

Psychographic Classifications

Drivers
Merrill-Reid
Assertiveness &
Responsiveness Seeks long-term
financial stability
Model

Berkovitz
Theory of
Knowledge
& Chisolm
Typology

Typology
Underpinnings

Widespread
popularity
lacks
scientific
support

Widespread
popularity
lacks
scientific
support

70 executives
(Galln 2006
study)

Limited
empirical
support

384 industrial
buyer/
supplier
dyads

Empirical
Context

Alessandra
(1996)

Berens (2000)

Myers et al.
(1998)

Merrill & Reid

(1981)

Fine (1991)

Study
References

JMM

Influence
on Buyer
Decision
Making

TABLE 1c Buyer relational style dimension of personal characteristics

326
Journal of Marketing Management, Volume 25

Seeks control &

quick decisions

Dominants

Keirseyan
Temperament
Theory

Feminine

Seek to expedite
& improvise
(Hemingway)

Artisans

Passive
Seek appreciation
& conflict
avoidance
(watcher style)

Seek stability,
information &
organisation

Supporters

Masculine

Seek to inspect,
supervise
& conserve
(Washington)

Guardians

Seek accuracy
& proof (thinker
style)

Analytical

Seeks
correctness;
analytical; needs
to see value

Compliant

Seek
competitiveness,
Seek social bonds, Seek quality of life
material
harmony & loyalty & people concern
needs & goal
accomplishment

Collectives

Idealists
Seek diplomatic
integration
through
mentoring
& conferring
(Gandhi)

Seek recognition
(talker style)

Expressive

Need personal
relationships

Influencers

Advertising,
relationship
marketing &
global brand
strategies

Building
trust &
rapport

Building
trust &
rapport

Communication
& sales
recruiting

High

Moderate

Low

Moderate

Keirsey (1998)

Boe (2006)

McCarty &
Hattwick
Numerous
(1991);
cross-cultural
Gregory &
marketing
Munch (1996);
studies
Roth (1995) &
Zandpour et
al. (1994)

Limited
empirical
support

Widespread
popularity
lacks
scientific
support

Considerable
empirical
Marston (1929)
support

1) High - classifications are based on objective statistical methods (e.g. sales data); Moderate - derived from attitude surveys: Low - derived from subjective evaluations (e.g.
office dcor, body language, conversation, demeanor and dress).

Seek personal
gratification

Individualists

Seek strategic
planning,
configuring
& inventing
(Einstein)

Rationals

Aggressive
Hippocrates
Seeks bottom line
Theory of
Temperament results (worker
style)

Cultural
Hofstedes
Relationship Cross-Cultural
Style
Dimensions

Temperament
Styles

Social
Interaction
Styles

Marstons
DiSC
Behavioural
Styles

Barry and Weinstein Business psychographics revisited

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Journal of Marketing Management, Volume 25

In addition to cultural understandings, the literature includes several references to

a buyers social interaction and temperament style. Shown in Table 1c are the methods
most often referenced for adaptive sales behaviours and relationship marketing. For
example, an industrial psychographics study, at the wholesale level, was useful for
matching salespeople with purchasing agents based on social interaction. The four
market segments derived from a 52-item psychographic instrument were subsequently
identified as social buyers, factual buyers, social suppliers, and factual suppliers (Fine
1991).
In their widely acclaimed Social Styles Matrix, Merrill and Reid (1981) encourage
use of their tool for adapting to buyer personality types. The authors suggest that
suppliers divide their buyer along dimensions of responsiveness, assertiveness and
versatility. Buyers are then seen as either drivers, analyticals, expressive or amiables.
Others propose that buyer psychographics reflect their temperament or cognitive
style. For example, from Carl Jungs cognitive process, Myers et al (1998) suggest
that buyers be divided as sensing thinkers, sensing feelers, intuitive thinkers and
intuitive feelers. This approach has led to several publications on adaptable selling
behaviours (Brock, 1994). Though more complex than the social style approaches
cite above, these categories are heralded for their alignment with the selling process.
For example, proponents of the approach suggest that suppliers be aligned with
the buyers process for collecting data (relevant to the needs discovery stage) as
well as for making judgments and reaching closure. These and other studies are
shown in Table 1c along with their measurability and scientific support. Despite
their very distinct origins and typological foundations, each method has common
characteristics. As stated by Paul Reid, Director of DHL sales training: at the end
of the day, all of these methods lead us to three personality types: the factual, the
analytical and the touchy-feely. DHL uses these personality types in its new sales
recruit program as an indicator for adjusting negotiation styles, marketing messages
and value propositions.

CASE APPLICATION: COLLINS AVIATION SERVICES

An example of how psychographics can be employed within the framework of a
formalised enterprise planning process can be found at Rockwell Collins. This
B2B producer of aircraft avionics products adopts a firmographic approach to
high level planning. At the operating level, however, one of its service operations,
Collins Aviation Services (CAS), embarked on a segmentation exercise that grouped
its customers into personality clusters in order to manage sales resource priorities.
Rather than giving equal sales attention to all buyers, CAS developed a segmentation
scheme to determine which premium customers were provided face-to-face service
and investments (e.g. consigned inventory) and which were given minimal personal
contact and resources (e.g. communicated through catalogue distribution only).
Since its inception in 1999, CAS has defined its markets by product support groups,
alignment with other Rockwell Collins business units, geography and distribution
channel. This firmographic form of segmentation was used to track company successes
and examine opportunities for market share growth. Although such information was
useful to strategic planning staffs in their annual marketing planning exercises, it had
little if any value to the sales management teams seeking direction on target prospects
and ways to prioritise sales attention across its estimated 3,000 customers.

Barry and Weinstein Business psychographics revisited

In their search for a viable prioritisation model, CAS business development and
sales management teams adopted a more customer-centric form of segmentation to
grow its $450 million per year business. The intent was to group customers into
various categories of revenue potential while permitting a customer profile for
adaptive sales strategies.
The existing segmentation approach lacked a psychographic foundation required
to target prospects. For example, little was known of the business culture, channel
characteristics or overall service applications of top CAS prospects that could help
sales personnel in their key account assignments.
Following its annual sales conference, CAS executives rolled out a sales planning
process that encompassed the components and applications of the new view
of market segmentation which combines internal business planning structures,
geographics, channels and psychographics. Overall, as demonstrated in Figure 2
(over page), the new service organisation appears to have developed a more practical
segmentation framework for sales resource allocation planning, and competency
growth planning.
Buyer motivation played a major role in the psychographic analysis. A database was
created to reflect the personality of customers and categorise them as strong or weak
prospects for growth. Psychographic profiles along with sales records and prospect
commentary, are used to determine the allocation of the following sales resources:
scheduled sales and customer service visits, customised proposal development, onsite
customer technical support, electronic warranty administration, order fulfilment and
documentation support.
By developing databases according to account personalities, the company has a
better grasp for divvying up its scarce sales resources. For example, one sales manager
admitted that customers considered daters would only be provided the annual parts
number catalogue and reference to the firms web site. Previously, such an account
was given the same attention in field sales rotations as accounts deemed far more
sales worthy.
Buyer risk was also evaluated as a psychographic component. Research found
that new airline start-ups and smaller charter operations had a more entrepreneurial
approach to vendor management. This often required a less formalised negotiation
process and stronger relationships with front-line sales personnel.
Finally, buyer relationships were an important psychographic variable. Despite its
worldwide market presence, little was done previously to target and qualify prospects
in geographic territories. The global sales force acknowledges the great disparity in
cultural characteristics that would indeed influence selling strategies. Segmentation
such as that offered in Hofstedes (1983) country scoring would better characterise
customers by geography as well as help identify distinct strategies for building longterm loyalty.
The segment descriptors further indicate the style of relationship preferred by
customers. For example, many of the Far East, Southern Europe and Latin American
prospects were described by the sales force as being far more relational than
Americans. Finally, the more fraternally oriented operations (e.g. Star, SkyTeam,
Wings and Oneworld Alliances) required large scale and high level team selling.
Overall, the following baselines were considered when segmenting CAS prospects
into account profiles:
1 Degree of country collectivism - relational versus individualistic (relationship)
2 Degree of corporate stability and longevity - entrepreneurial versus institutional
(motivation)

329

Daters

Relational
Harmonisers

Drag
Racers

Airline
Operators

Plea
Bargainers

Aircraft Mod
Centers

Europe, Middle East

& Africa (EUMEA)

Passenger
Systems

Test
Trialers

Aircraft
OEMs

FIRMOGRAPHIC
GROUPINGS

Bargain
Shoppers

Best Value
Calculators

PSYCHOGRAPHIC CLUSTERS
Back
Scratchers

Aftermarket

Asia Pacific

Materials

Government

Maintenance

Business &
Regional

National
Fraternities

Parts
Brokers

Americas

Air
Transport

Tech Ops

Collins Aviation
Services

JMM

Rockwell
Collins

FIGURE 2 CAS blending of psychographic market planning into corporate operating plans

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Journal of Marketing Management, Volume 25

Barry and Weinstein Business psychographics revisited

3 Degree of reliance - market constrained and service critical versus low risk from
switchover (risk)
4 Degree of fraternal connection - alliance bound versus autonomous
(relationship)

An example of how sales prospects were clustered along these dimensions is shown in
Figure 3. A segment profile for one key segment, the relational harmonisers, is then
shown in Figure 4. Note the depth of the marketing information available through
this clustering approach. As its name implies, relational harmonisers want to be in
the relationship and seek vendors and service providers that are committed to a
partnership, deliver value and are trustworthy.

FIGURE 3 Clusters used by CAS for sales planning and marketing communications
Buyer
Technology:
High Tech

National
Culture: Collectivist

Relational
National
Harmonisers Fraternities

Collectivist

Low Tech

Individualistic

High Tech

Individualistic

Low Tech

Daters

Plea
Bargainers

Back
Scratchers

Drag
Racers

Best Value
Calculators
Test
Trialers

Bargain
Shoppers

Firm Size:

Small Operation

Moderate/Large

Small Operation

Moderate/Large

Maturity:

Young Firm

Mature

Young Firm

Mature

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FIGURE 4 Example account profile of relational harmonisers

Segment
Characteristics

Behaviours

Relational Needs

Collectivist

Governed by relational
norms (e.g. solidarity,
mutual goals, etc.)

Social benefits

50-100 aircraft

High emphasis on conflict

resolution

High trust in supplier

(benevolence)

10(+) years in business

High sense of loyalty

(non-opportunistic)

Information exchange
Shared values

Switching Opportunities

Trends

Incumbant performance
and/or relational
issues

Moderate growth

Customers
Braathens

Competitors
Regional brethren (other
airlines)

Lan Chile
Air Jamaica

3rd parties

China Eastern
Air 2000

OEMs

Buyer/Supplier Power
Balanced
Strategies
Build social bonds (high face-toface contact, social events)
Demonstrate empathy,
willingness to compromise/
resolve conflicts
Select front-line employees in
line with customer traits and
values
Indoctrinate relational norms
Signal pledges (trust) with
relational investments

MANAGERIAL IMPLICATIONS AND STRATEGIC INSIGHTS

In the literature review and CAS case application, we have shown where B2B
psychographics has relevance in the innermost nest (Bonoma and Shapiro 1983). In
particular, the CAS case study demonstrates that psychographic segmentation can help
sales management devote the optimal amount of resources for communicating with
and servicing their customers by understanding buyer predispositions via an analysis
of motivations, risk management behaviour and relationship styles. Such knowledge
is vital for adaptive selling, account prioritisation and resource allocation.
Buyer motivation can be manifested as a B2B psychographic variable through
needs, corporate cultures /decision styles and technical orientation. What the literature
does suggest is that organisational segmentation based only on the observable and the
objective (e.g., firmographics) will have limited application beyond strategic planning
and opportunity analysis. For front-line sales personnel to be truly effective, however,
it behoves them to understand and adapt buyers needs and predispositions from the
many subtle and subjective insights gathered about their personality and motivations.
For example, Bayer Diagnostics sought a fresh approach to segmenting the point-ofcare (POC) medical testing market. Its current model was informative but incomplete
for understanding market dynamics. While the company acknowledged its strong

Barry and Weinstein Business psychographics revisited

grasp of the demographic and usage variables (e.g. volume, geographics, physician
and patient profiles, etc.), greater insights were needed about the whys and hows of
purchasing behaviour.
Psychographics are often combined with usage and benefit segmentation when
crafting strategies for brand recognition and product feature development (Nijmeijer
et al. 2004; Tapp and Clowes 2002). As an example, Nokias strategic decisionmaking process historically considers aspects of lifestyle with both usage and price
to derive a three-dimensional perspective of target users. A subsequent exercise then
collapses the many segment possibilities (usages x lifestyles x price levels) into fewer
cell phone categories labelled as the expressive, fashionable, communicator, classic and
basic. This same argument for combining segment criteria has merit in the business
market. Instead of lifestyle and personality categories, however, relationships among
organisational buyers and suppliers are affected by a cultural persona. Shown in
Figures 5 and 6 are examples of how the combined consideration of business usage
and cultural persona led to more distinct positioning strategies in the case of B2B
services and products, respectively. Using one dimension (usage or culture) as the
dominant baseline allows the collapsing of too many segment combinations to a
manageable few.
Technical orientation is another important consideration that impacts buyer
motivation.
As an example, Motorola University identified ten market segments as it expanded
its core market of training courses to customised knowledge. The info grabbers segment
was of particular interest to the market segmentation team. A value proposition was
created for this target market and expressed as follows right knowledge, right now.
Qualitative research revealed that info grabbers valued immediacy, off-site access,
customised knowledge chunks rather than traditional courses, the latest/greatest
information, and highly practical solutions.
FIGURE 5 Positioning strategies from personality/usage segmentation (B2B services)
Business Use
Working Lunches

Reception Events

Nutritionists

Persona

Nutritionists
Penny Pinchers

Caf Support

Boxed to Go
Delighters

Spoon Feds
Kitchen Sergeants

Maitre De
Elegants
Targeted Segment

Value Proposition

Product & Service Bundle Channel for Awareness

Boxed to Go

Eat on the go

Individually wrapped

Yellow pages, online ads

Nutritionists

Eat healthy

Well balanced selections

Health food chains, spas

Kitchen Sergeants Always on time

JIT deliveries, freshness

Personal selling

Delighters

Elegant ambiance, decadent

desserts

Upscale hotels, event

planners

An event to remember

Courtesy of B2B Marketing Concepts

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FIGURE 6 Positioning strategies from personality/usage segmentation (B2B products)

Business Use
Restoration

New Construction

Blenders
Persona

334

Jet Setters

Innovators
Artsy
Wannabees

Perk Me Up

Expressives
Cheap Chics

Shoppers
Targeted Segment

Architect Trend
Conformance

Value Proposition

Product & Service Bundle Channel for Awareness

Jet Setters

Elegance with a new flair

Classy, contemporary
designs

Architect & real estate

developers

Perk Me Up

Grandiose

Aesthetically pleasing,
conveniently applied
products

Media & home improvement

stores

Expressives

Strut your stuff

Unique design structures

Internet, construction
firms, builders & art deco
magazines

Cheap Chics

Most bang for your buck

Discounted package offerings Remodeling magazines and

local ads

Courtesy of B2B Marketing Concepts

Buyers risk adversity may also play a major role in organisational purchase decisions.
Most B2B firms find comfort in having well defined metrics in which to base their
decisions. Consequently, switching to psychographics places uncertainty on the
accuracy of market share forecasts and other marketing plan calculations. Decision
makers must therefore be convinced that gains in strategic pinpointing outweigh the
research and implementation challenges of using psychographic analysis.
An analysis of buyer relationship styles can assist in designing effective product
strategies and promotional campaigns. Sportmed, a marketer of medical instruments
to sports medicine specialists and general practitioners, used psychographics
for product planning. Its primary market was traditionalists or price buyers seek
relatively low-end instruments. An advanced product line, however, was introduced
primarily in response to an emerging progressives segment in developing nations. In
this case, Sportmeds high-end, leading-edge product appealed to this psychographic
segment. Product (features, functionality, accuracy, and image) and non-product
needs (education, information, service, and image) were carefully evaluated in the
identification of the progressives via psychographic research.
Finally, in the case of B2B promotional campaigns, Citrix Systems applied
psychographics for its online, multi-media, multi-party conferencing product.
Recognising the sports inclination of its Go-to-MeetingTM segment, Citrix runs a
highly successful advertising campaign on Sirius Satellite Radios National Football
League Channel 124 to reach this lifestyle segment.
The segmentation literature explained how psychographics are utilised as a means
of tailoring promotional messages and selling strategies. In particular, the research
identified areas where psychographics provide insights into a buyers personal

Barry and Weinstein Business psychographics revisited

motivations as well as their interaction styles and response to risk. Without these cues,
marketers may underestimate how buyers are influenced from enterprise behavioural
norms and country-of-origin effect. Moreover, they may fail to assess the degree of
buyer aspirations that impact their willingness to adopt new technologies or change
strategic direction. Finally, only through a psychographic analysis can marketers
get an accurate view on the buyers preferred method of social interaction this
is especially important during initial selling approaches and negotiations for sales
closure.
An exclusive reliance on personality typologies is not sufficient for adaptive selling
or sales resource planning. An overemphasis on psychographics may neglect other
salient segmentation variables such as order size, product application, urgency of
need or other factors described in Bonoma and Shapiros (1983) nested model. Few
consumer-oriented empirical studies, in fact, rely solely on interpersonal variables
such as lifestyle, attitudes or opinions when targeting key prospects.
Of the conceptual and empirical work to date, however, few studies can explain
that psychographics plays a more powerful role than firmographics. Much of this
may relate to the lack of valid psychographic baselines in which to divide buyers
into relevant groups. Consider the Social Styles Matrix widely used in sales training
seminars. Despite its widespread support for a buyers responsiveness and assertiveness
as a demarcation for buyer personalities, no evidence suggests that these dimensions
best represent style distinctions that are most relevant to building rapport or reaching
sales closure with buyers.
As more case studies reveal its practicality in marketing decision making, the
authors believe more firms will embrace the power of business psychographics.

RESEARCH AGENDA
This paper provides a current snapshot of how far the field of psychographics has
progressed in B2B settings. From its origins in consumer behaviour research nearly
forty years ago, few would debate that psychographics has become a well accepted
segmentation method particularly in consumer markets. Customer profiling has
advanced to a point where entire product launch campaigns are designed around
complex personality profiles. Companies such as BellSouth, Best Buy, Ikea and
Porsche use psychographics as a basis for their target market strategies.
Just as consumer psychographics evolved from a practical and insightful segmentation
tool for advertising profiling to the entire marketing mix, adoption in the B2B sector
will likely spread beyond its roots in selling and product adoption. Some research
possibilities include using business psychographics in marketing research to improve
response rates by profiling likely participants, web and field-based customer service
applications, pricing/value and price sensitivity studies, creating online communities
of customers, supply-chain management and global marketing practices such as sales
negotiations.
A widespread acceptance of B2B psychographics seems to be most impeded
by lack of awareness and knowledge by managers, insufficient tangible evidence
of successful performance and traditional corporate planning structures. Beyond
its limited exposure in scholarly marketing journals, psychographics has been the
purview of consumer advertising boutiques and syndicated lifestyle researchers such
as SRI international and the Yankelovich Monitor. We hope this article will heighten

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the awareness of this segmentation approach by B2B marketers and encourage other
marketing scholars to do work in this area. Developing valid and reliable measurement
scales for the innermost nest on buyer motivation, risk management behaviour and
relationship style (see Figure 1) is a logical point of departure.
For psychographics to establish a strong foothold in the B2B marketing arena,
systems must be designed to marry product plans and promotion campaigns to the vital
benchmarks used by marketing managers. For example, unless corporate executives
allocate their operating plan resources in line with psychographically defined market
opportunities, such a segmentation model will remain as only an interesting tool for sales
training sessions. With the continued adoption of customer relationship management
(CRM) databases, however, systems for tracking sales results (market share and share of
customer) by psychographic segments are now in place. This makes it much easier for
marketers to plead their case for success in performance evaluations. Hence, research
on relating significant business psychographic variables to marketing metrics (e.g. via
the marketing dashboard concept) is an important topic for investigation.
In addition to the measurement and tracking challenges, corporate planning groups
may be hesitant to adopt a psychographic-based strategic orientation -- in large part,
this is due to accountability and business definition challenges. Often, businesses base
their compensation systems on sector or SBU performance. Simkin (2004) suggests
that many companies do not understand the true essence of segmentation and fail to
distinguish business sectors (sectorisation) from market segments.
Dibb and Simkin (2001) encourage additional marketing scholarship on B2B
psychographics to overcome infrastructure, process and operations problems.
Infrastructure issues occur prior to undertaking segmentation. Relevant research
topics include corporate commitment (personnel, financial resources and top
management buy-in); overcoming resistance to new ways of segmenting markets; and
customer focus. Procedural issues occur during the segmentation process. Here we
are concerned with specifying the segmentation design, data collection and analysis,
training, communication within the organisation and potential strategic fit. Finally,
operational issues facilitate segmentation implementation. Possible areas of study
include the changes to corporate culture and systems, the value of a segmentation
champion, rolling out segment solutions and monitoring performance.
While we acknowledge that these segmentation implementation barriers may be
evident in all types of studies, they are more likely to be pronounced in psychographic
research since this is typically a new endeavour for B2B marketers. As the Collins
Aviation Services case illustrates, the time is now to turn business psychographics
from a nice idea to a real-world solution for increasing segment-specific business
performance.

ACKNOWLEDGEMENTS
The authors thank two anonymous reviewers and the co-editors for their valuable
input and insights in this article.

Barry and Weinstein Business psychographics revisited

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ABOUT THE AUTHORS AND CORRESPONDENCE

James Barry received his D.B.A. from Nova Southeastern University where he
currently teaches as an Assistant Professor. Prior to his academic career, he served
in a variety of strategic planning and executive marketing roles with AT&T, GE
Aerospace, BFGoodrich Aerospace, and Rockwell-Collins. His publications are
found in the European Journal of Marketing, the Journal of Services Marketing, the

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JMM

Journal of Marketing Management, Volume 25

Journal of Business and Industrial Marketing, and Academy of Marketing Science and
American Marketing Association Educator Conferences.
Corresponding author: James Barry, D.B.A., Huizenga School, Nova Southeastern
University, 3301 College Avenue, Carl De Santis Building, Fort Lauderdale, FL
33314-7796, USA.
T +001 954 262 5145
F +001 954 262 3965
E jmbarry@huizenga.nova.edu
Art Weinstein is Professor and Chair of Marketing in the H. Wayne Huizenga School of
Business and Entrepreneurship at Nova Southeastern University. He earned his Ph.D. in
Marketing from Florida International University. As the author of six books and more
than seventy scholarly articles and papers, his two latest books include the Handbook
of Market Segmentation, 3rd edition (Haworth Press 2004) and Superior Customer
Value in New Economy (CRC Press, 2004). Dr. Weinstein teaches a variety of courses
with a customer-oriented, marketing strategy focus. These include Delivering Superior
Customer Value, Marketing Strategy, Buyer Behaviour, and Market Segmentation. In
addition, he has consulted for leading high-tech manufacturers, publishers, service
firms, universities, government agencies, and trade associations.
Professor Art Weinstein, Ph.D., Huizenga School, Nova Southeastern University,
3301 College Avenue, Fort Lauderdale, FL 33314-7796, USA.
T +001 954 262 5097
F +001 954 262 3965
E art@huizenga.nova.edu