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Sub 2 2_4
Sub 2 2_4
Sub 2 2_4
Sub 2 2_4
Bases for Segmenting B2B Markets
Demographic
Operating Variables
Purchasing Approach
Situational Factors
Personal Characteristics
Industry, company size, location
Technology, user status, customer capabilities
Power structure, nature of existing relationship
Urgency, specific application, size of order
Buyer-seller similarity, loyalty, risk attitude
Sub 2 2_4
INDUSTRY
COMPANY SIZE
LOCATION
Sub 2 2_4
Sub 2 2_4
Location Of Industries to Be Served
Operating Variables
Technology
Customer Capabilities
User Or Non User Status
Purchasing-function organization : Highly centralized or decentralized purchasing organization?
Power structure: Engineering dominated, financially dominated companies ?
General purchasing policies : Companies that prefer leasing? Service contract? Systems
purchases? Sealed bidding?
Purchasing criteria : Companies that are seeking quality? Service? Price?
Sub 2 2_4
URGENCY
Focus On Large Or Small Orders
Personal Characters
LOYALITY
ATTITUDE TOWARDS RISK
BUYER-SELLER SIMILARITY
Serving With High Loyalty To Sellers
Should Company Serve Loyal Sellers Or Those Which Fetch Large Sums?
Serving Risk Taker or Risk Avoid Businesses

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Sub 2 2_4

Notes de l'éditeur

  1. Table 8.5 lists major questions that business marketers should ask in determining which segments and customers to serve. A rubber-tire company can sell tires to manufacturers of automobiles, trucks, farm tractors, forklift trucks, or aircraft. Within a chosen target industry, it can further segment by company size and set up separate operations for selling to large and small customers. Business marketers generally identify segments through a sequential process. Consider an aluminum company: The company first undertook macrosegmentation. It looked at which end-use market to serve: automobile, residential, or beverage containers. It chose the residential market, and it needed to determine the most attractive product application: semifinished material, building components, or aluminum mobile homes. Deciding to focus on building components, it considered the best customer size and chose large customers. The second stage consisted of microsegmentation. The company distinguished among customers buying on price, service, or quality. Because it had a high-service profile, the firm decided to concentrate on the service-motivated segment of the market.