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It is very important for firms to split their clients (or customers) into different segments, grouping
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together those clients with similar characteristics which have similar needs. This is not simply
about size or sectors but more about what services are bought, by whom, and why. The aim is to Constructing a three ye
plan.
identify true clients’ needs, which can be combined together to identify the best segments on
which to focus marketing efforts. Embedding successful
Marketing audit.
This process is called ‘segmentation’ and will identify the most attractive and profitable segments Marketing planning.
and also those with the highest potential for growth. One-year tactical or op
Winning work.
Operating a market segmentation strategy can offer considerable competitive advantage.
Segmentation centres around identifying the best way to distinguish the main sectors an
organisation works in within the total construction market. The skill is in choosing appropriate
segmentation criteria given the wide range of possibilities.
The criteria must refer to difference in demand by each customer group. For example the needs
and requirements of development directors of retailers are different to development directors
specialising in commercial office buildings. The features of an organisations range of services
benefit different clients in different ways and so organisations must distil the benefits they
experience and promote tailored messages to each segment group.
Commercial Wales
Industrial North
Infrastructure South
Each of the above industry classifications must also be segmented into further categories such
as; commercial retail, commercial office or public health, education and private health and private
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education etc. The same applies for geographical segmentation such as Midlands into East and
West Midlands. Snowfall at the Berkele
Whilst organisations must clearly segment accordingly to their own customer grouping it is
advisable to organise them in such a way that it is possible to layer over data and research
findings from industry research bodies to ensure consistency and compatibility. If organisations
fail to ensure their segmentation forecasting is based on quantitative research, it will not usually
be easy to measure potential segment size, or more importantly, progress. It is therefore critical to
recognise that the full implementation of a segmented strategy demands an adequate flow of data
for both planning and control purposes.
Without the use of segmentation organisations pursue a homogenous strategy, which may lead to
a product or service trying to be all the things to all people. This may work reasonably well when
an organisation is dominant, or in a monopoly situation, but it leaves their product or service RSHP create a fairytale
vulnerable to attack by competitors who target smaller sectors of the market. In time this could guests to The Berkeley
mean the 'homogenous' product or service appeals less and less to the total market whose needs
are being satisfied elsewhere, and leaves them with fewer potential customers.
Fragmented industry
This article was created by --Philip Collard 14:48, 10 December 2013 (UTC)
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