DECISION SUPPORTED
Which groups of needs, uses or capabilities really call for different strategies?
05 · Segment
Building a segmentation useful to an investment decision
DECISION QUESTION
Which groups of needs, uses or capabilities really call for different strategies?The builder compares several splits and distinguishes description, attractiveness, accessibility and ability to win.
Decisions supported
What the page really helps to choose.
- 01Choose a segmentation unit
- 02Compare several splits
- 03Prioritise the segments
- 04Test the gain of each split
ORIGINAL ASSET
Segmentation tree
Keeps a split only if it changes the need, the economics or the way to succeed, and shows the share and the gain of each branch.
INPUTSStarting marketSplit criteriaNeedEconomicsWay to succeed
→OUTPUTSBranches keptShare of each segmentGain per splitJSON tree
Decision reference
Move from the subject to the choice that depends on it.
ASSET TO USE
Segmentation tree: Keeps a split only if it changes the need, the economics or the way to succeed, and shows the share and the gain of each branch.
NEXT ELEMENT TO EXAMINE
Marketing segmentationExplore →34 · ORIGINAL ASSET
Segmentation tree by information gain
Decision tree
A split is kept only if it changes the need, the economics or the way to win, not merely if it describes the population more precisely.
Download the JSON tree ↓Market100%
Regulated decision42% · gain 0.31Unregulated decision58% · gain 0.18
Multi-site24%Single site18%Dedicated team33%Distributed team25%
Teaching case · simulated data · no real-world market conclusion.
MOVE FROM ANALYSIS TO YOUR DECISION
Build a segmentation that makes it possible to choose
Go deeper
The next questions to address.
Move from the notion to its application, then to the decision that depends on it.
01
Marketing segmentation
Does the split serve to adapt execution or to choose genuinely different strategies?
02Criteria
Which variables separate groups that call for different strategies?
03Segment attractiveness
Is the segment large, dynamic, profitable and accessible enough to justify a dedicated strategy?
04Prioritise segments
Which segments deserve investment, experimentation, monitoring or renunciation?
05Segmentation, targeting and positioning
How to link observable segments to a priority target and then to a genuinely differentiating position?
06Strategic business areas
When do two activities require genuinely distinct strategies and allocations?
07Needs-based segmentation
Which groups of customers share the same important, poorly served needs, and which of them justify a distinct offer or strategy?
01Explicit scope
Unit, horizon and boundaries visible.
02Qualified evidence
Source, date, method and confidence.
03Sensitivity tested
Weights and assumptions that tip the result.
04Review planned
Signal, threshold and owner.
MOVE FROM ANALYSIS TO YOUR DECISION