the isbm spring meeting - s3.amazonaws.com 4… · 28.02.2013 · the isbm spring meeting from...

The ISBM Spring Meeting

From Data, to Insight, to Action:

Mobilizing Customer and Market Insight

to Drive Profitable Growth: B-to-B …Keys and Concrete “How To’s” for Marketers in Gathering and

Leveraging Customer and Market Knowledge

An Overview/Summary

ISBM Members Meeting– February 27-28, 2013:

The Renaissance Tampa International Plaza Hotel

Better Enable You and Your Team To:

• Bring Insight to Your Innovation Process

• Mobilize Insight for Strong Value Propositions

• Use Data to Reduce Customer Churn

• Understand the Role of “Big Data” in B-to-B

• Learn From Member Cases

…And More

1

TM

Our Objectives –

Better Enable Members to:

Better understand the nature of "Insight" itself --the

places/people it comes from, processes for gaining it,

Learn and deploy new frameworks, tools, and

approaches to getting and mobilizing Insight from

diverse sources: Customers, Markets, More…

Gain know-how from ISBM Member cases:

What works and what doesn’t

Plenty of time to learn from one another, build

connections and dialog..

2

ISBM Members Meeting, February 27-28, 2013

Renaissance Tampa International Plaza Hotel

Wednesday, February 27, 2013 8:00 a.m. Introduction/Welcome

8:30 a.m. Larry Prusak, Thought Leader, Author, Founder, IIM

“What is Insight: Getting it, Using it, Profiting from it"

9:15 a.m. Networking Break 9:45 a.m. Philip Fracassa, Sr. VP, Planning and Development, Timken “Mobilizing Customer Segmentation Insights: A Transformation Underway at Timken”

10:30 a.m. Break

11:15 a.m. Jerry Alderman, CEO/Author Valkre

“From Data, to Insight to Action:

Essentials for Understanding, Creating and Delivering

Superior Customer Value in Business Markets"

11:45 a.m. Networking Lunch (Costa del Sol Ballroom E-H) 3

Larry Prusak:

4

With Apologies -

- please don't tell him!

TM

What is Insight?

Getting it,

Using it,

Profiting from it.

5

The knowledge "got out" --

…everyone has it

Insight is what's scarce

6

Brilliance (given)

1. Luck

2. The Strength and

durability of his

network

Lessons in gaining insight:

Those who won a Nobel Prize

…and those who almost did…

7

"Network

with people

who have

different

toolsets

from

yours…" 8

Invest in Gaining Insight:

Set aside time

Read and engage with the

right sort of stuff…

Set the stage for

separating "Signals" from

"Noise" in an

environment where the

"Signal to Noise Ratio" is

quite poor.

Signal

Signal + Noise

9

"See through the noise:"

Manage your knowledge and

your network to:

"Be the fertile ground"

for Insight

10

Change Your Story:

See the world and

yourself from a

different perspective

11







10:30 a.m. Break






CREATING VALUE THROUGH STRATEGIC CUSTOMER SEGMENTATION

Philip D. Fracassa

Senior Vice President

Corporate Planning & Development

13

MARKET ECONOMICS / COMPETITIVE POSITION

14

Phil Fracassa,

Timken

14

Customer Financial

Attractiveness

(Ability to compete)

Value proposition fit H

H

L

CUSTOMER SEGMENTATION – 2007/2008

15

15

-50%

-40%

-30%

-20%

-10%

0%

10%

20%

30%

40%

50%

20% 30% 40% 50% 60% 70% 80% 90% 100%

Fin

anci

al A

ttra

ven

ess

Value Propostion Fit

2008: Financial Attractiveness vs. Value propostion Fit

Increasing Shareholder Value

Decreasing

Shareholder Value

Zero EBIT

Positive EP

Negative EP

Cost of Capital

FINANCIAL ATTRACTIVENESS VS. VALUE PROPOSITION FIT - 2008

16

EP = Economic Profit

16

-50%

-40%

-30%

-20%

-10%

0%

10%

20%

30%

40%

50%

20% 30% 40% 50% 60% 70% 80% 90% 100%

Fin

anci

al A

ttra

ctiv

en

ess

Value Proposition Fit

2011: Financial Attractiveness vs. Value propostion Fit

Increasing Shareholder Value

Decreasing

Shareholder Value

Zero EBIT

Positive EP

Negative EP

Cost of Capital

FINANCIAL ATTRACTIVENESS VS. VALUE PROPOSITION FIT -

2011

17

EP = Economic Profit

17

TIMKEN FINANCIAL PERFORMANCE

18

0%

2%

4%

6%

8%

10%

12%

14%

16%

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

EBIT

Mar

gin

Sale

s ($

M U

SD)

Historical Timken Sales and EBIT

18

• Must tie to corporate strategy

• Alignment with business leadership

• Customer Segmentation must tie to your Value Proposition

• Must have internal alignment to segmentation

BIG TAKEAWAYS

19

19







10:30 a.m. Break






DATA TO ACTION:

SPEED OF THE GAME

ISBM : Winter Meeting

February 27, 2013

21

MARKETING IS THE NEW PROFITABLE GROWTH CHANNEL

© 2013 Valkre Solutions, Inc. 22

Marketing

Data Insight Action

There is real business downside What is your plan?

Marketing

Customer Supplier Sales

22

Jerry Alderman

23

1:15 p.m. Abbie Griffin; ISBM Fellow, University of Utah

“Gathering and Mobilizing Insight Direct from the Customer:

Lessons from 'Serial Innovators'"

2:00 p.m. Networking Break

2:30 p.m. George Parr, Optimal Strategix, (Former CMO; Diversey)

“Creating and Mobilizing Segmentation Insight to

Drive Growth Strategy: A Case Study”


3:45 p.m. Pam Brown, Global Manager-Customer/Market Insight; DuPont

“ Mobilizing a Strategic Information Resource:

A Journey in Progress”

4:30 p.m. Wrap-up/Summary Discussion

6:00 p.m. Networking Reception/Dinner (La Fuente Courtyard)



Wednesday, February 27, 2013

25

http://optimalstrategix.com/

Insights from

Serial Innovators -

The path to success:

“You have to synthesize new solutions to

existing problems.”

“In order to make a company successful, you have to

have a product that people really need. When you call up

and talk to a wide banner of customers who say the

same thing, you know you have an opportunity. They

don’t have an invested interest other than to get their

problem solved.”

“Innovators must make sure that the product meets that

customer’s needs and makes him money and makes him

look good.”

Dr. Abbie Griffin

26

Serial Innovator Model: Process

28

From this arises DIY needs

gathering as a process

“Every person on the team has an obligation

to understand our market deeply. This

comes from 2 beliefs:

1. None of us do.

2. The market morphs and so we need to

have a lot of antennae out there to

discern the wheat from the chaff.”

29

Process Steps for Finding and

Understanding

Build rapport

Observe

At the customer location

Ask “Why” questions

Listen effectively

30

Creating the Solution

Enlist “Customers of Difference”

Indwell: live with the problem

Tom Osborn

Simultaneous focal and subsidiary

awareness (forest and trees)

31

















32


©2013 | Optimal Strategix Group | www.optimalstrategix.com 33

A Fact-Based Value Proposition Development Was At The Core Of Our Growth Strategy For The Business

How does the market segment?

Which segments should we target?

• Primary

• Secondary

• Opportunistic

How does the market segment?

Which segments should we target?

• Primary

• Secondary

• Opportunistic

Segmentation &

Targeting

Segmentation &

Targeting

Points of Preference

• What will inspire loyalty?

Points of Difference

• What will differentiate us?

Points of Entry

• What is required to compete?

Points of Preference

• What will inspire loyalty?

Points of Difference

• What will differentiate us?

Points of Entry

• What is required to compete?

Value Proposition Value Proposition

Deliver Ideal End User Experience

• Offering (Product & Service)

• Brand/Communication

• Channel

• Pricing

Deliver Ideal End User Experience

• Offering (Product & Service)

• Brand/Communication

• Channel

• Pricing

Go-To-Market Strategy Go-To-Market Strategy

GROWTH STRATEGY

Empirical Customer & Market Insights

Value Creation Value Creation Delivery Delivery

33

George Parr

33


Sustainable Profitable Growth Requires A Multi-dimensional And Disciplined Approach ….

34

CATEGORY/MARKET

Level Insights

CATEGORY/MARKET

Level Insights

PRODUCT

Level Insights

PRODUCT

Level Insights

END CUSTOMER Usage Insights

END CUSTOMER Usage Insights

Market-Level & Customer Needs-

Based Research

Product-Level Benefits Hierarchy

Research

Ethnographic and U&A Research

Market

Insights

34


The Power of Segmentation Provide a Robust and Complete Understanding of the Customer

Solutions-Based

• Manufacturing

• 45,000 sqf

• 630 kW demand

• Buys through a broker

• Hassle-free support

• Manufacturing

• 41,000 sqf

• 870 kW demand

• Buys online

• Changes providers often

• Protection against the

unexpected

• Manufacturing

• 38,000 sqf

• 300 kW demand

• Buys online

• Shops for best rates

• Lowest price

“Firmographic”

• Manufacturing

• ~40,000 sqf

• 250-1,000 kW demand

• 3+ locations

Behavioral

• Manufacturing

• 41,000 sqf

• 300 – 900 kW

• Buys online

• Changes providers often

• Shops for best electricity rates

• Manufacturing

• 45,000 sqf

• 630 kW demand

• Buys through a broker

• Establishes long-term contracts

Good Better Best

• 10-18% Topline Growth • 6-8% Bottom Line Growth • 10-18% Topline Growth • 6-8% Bottom Line Growth

Market

Insights

35


Resulted in a fact-based understanding of each segment characteristics and profile

Segment Interpretation:

This type of customer wants to

partner directly with a cleaning

chemicals company to improve

cleaning results for their site(s).

These customers are highly

collaborative, see differences in

cleaning chemical companies

and would rather use a single

manufacturer for all of their

needs. They want the

manufacturer to get to know

their business and provide

advice as they believe

distributors provide biased

information.

Further Defining Attitudes

Total Respondents: 18% Total Spend: 24% Spend Index: 128

Enhance your company’s reputation

Cleaning chem. co’s should find ways to reduce operating costs

Prefer to work with co that allows you to purchase chems, serv, equip from one source

Willing to pay more for environmentally friendly

Prefer self-service tools that help me choose products and resolve problems

Distributors provide unbiased info

Cleaning chem. co’s are all the same

Do seek advice from

cleaning chemical

companies

Prefer cleaning chemical

companies that can

enhance their cleaning

results

Value collaboration with

sales people

Believe tools and

accessories are essential to

enhancing cleaning results

Rely on chem. cleaning co’s

to comply with sanitation

standards

0.52

Discriminating Attitudes

0.31

0.6

0.53

-0.19

-1.09

-0.75

-2 +2

Variance from the overall mean

Performance

Partners

Market

Insights

36


Brand Was Positioned To Appeal To Target Segments And Activate Marketing Strategy Successfully

37

Target

To business and facility owners and managers who want more from cleaning and sanitation solutions and they seek partners who have the expertise to deliver them

Frame of Reference

Diversey is the cleaning, sanitation and hygiene solutions provider …

Point of Difference

who is the leading expert in superior and sustainable performance

Reasons to Believe

superior performance, results you need, enhance your reputation, right solutions, integrated product solutions, leading edge solutions, what you need when and where you need it

‘Green’ Leadership (superior knowledge & expertise) and ‘Green’ Enablement (helps transition to green)

Brand Essence

PoP

Points

of Difference

Points of Entry

Brand Equity

37

















38


Major Methodologies and Tools that we used early in our journey to

Create the Intelligence Services Center of Excellence

1. Stakeholder Needs Assessment

2. Maturity diagnostic

3. Launch of a Corporate Best Practice Intelligence Cycle

4. Training to Embed best practices

5. Highlight of a few Supportive Tools

A. Company and Landscape Monitoring

B. Web Enabled Customer Intelligence

C. Country level specific market intelligence portals

39 39

Pam Brown

39

40 40

Methodology # 2: Maturity Diagnostic –How Well Is A BU Practicing Intelligence ?

Beginner Adv Beginner Intermediate Maturing Mature

Process

How is Intell

typically

conducted?

o Reactive.

o Ad hoc. As-

needed basis.

o Uncoordinated

information

purchases.

o Some secondary

info source

collection.

o Little or no

analysis.

o Regular secondary

info collection /

dissemination.

o Centralized

analysis with limited

scope.

o Some primary Intell

effort for KITs.

o Complex market

monitoring.

o On-going,

focused primary

Intell efforts for

KITs, KIQs.

o Advanced

analysis.

o Training for

relevant cross team

members.

o Primary and

secondary Intell

integrated into key

business

processes.

o Applied to key

decisions.

o Future-oriented

with early warning

system.

o Advanced

training available.

Tools

What tools

are used to

conduct

Intell?

o No specific or

dedicated tools.

o Dissemination of

special reports.

o Collection tools in

place. o

Structured access to

public info

. o Info

posted to shared

files. o SWOTs/ 5

Forces analysis.

o Fully integrated

content production.

o Alert generation.

o Info and analysis

posted to Web-

based portal.

o Collaboration

features for end

users.

Deliverables

How is Intell

typically

delivered to

users?

o Ad-hoc.

o One-offs.

o Special event,

market assessment

or project-based

reporting.

o Structured reports,

news-letters.

o Competitor

profiles.

o Targeted,

personalized alerts

to key

stakeholders.

o General and

deep-dive analysis.

o Presentations to

targeted audiences.

o Analyst

commentary

offered and

solicited. o

Regularly

scheduled analysis

and sharing.

o Analysis

integrated into key

decisions. Adapted from Hedin & Thieme and Husar & Gayoso, both 2010; Herring & Leavitt, 2011.

40

3rd Methodology: Launch of DuPont Corporate Best Practice

Intelligence Cycle

41

This cycle is deployed across all managing frameworks, Innovation, marketing and Sales

41

42 42

Category and Chain Focus

• Industry trends

• Technology/Patent/Regulatory Trends

• Market size, share, segmentation

• Leading indicators

• Demand sensing / forecasting

• M&A or JV activity

Customer Focus

• Ideation, unmet needs

• Concept, value proposition and positioning testing

• Needs-based segmentation

• Pricing sensitivity

• Awareness & image tracking

• Product satisfaction tracking

Company (us) Focus

• Sales by product or portfolio

• Production costs

• Marketing activities like promotion type or spend

• Historical customer sales or relationship data

• Patent estate and other technology benchmarking

Market Intelligence Information relative to

a company’s market(s)

TO

Determine market

opportunity,

penetration &

development metrics

Customer Intelligence Information about existing

or prospective customers

FOR

Increased understanding

of preferences &

behaviors

Competitive

Intelligence Advance understanding

of intent, capabilities and

activities of competitors

or other industry players

FOR

Better strategy and tactic

formulation

and action

Business

Intelligence Key past company

transaction data

FOR

Measurement and

benchmarking to

improve current

performance

Competitor Focus

• Profiling Competitors

• STEEP, PEST, SWOT or 4 Corners analysis

• Product benchmarking

• Technology benchmarking

• War gaming and scenario planning

• Collective intelligence

Moving Beyond Silo-ed Intelligence Disciplines to Holistic Intelligence

To Achieve More Integrated, Impactful Insights

42

BUSINESS X KNOWLEDGE PORTAL

Key Intelligence Topics (KITs)

“Y”

Key Benefits

Birds eye view on all key

aspects of market and

competitive landscape

including emerging threats

Daily gathering made

exponentially more efficient

Time is better spent on

valuable synthesis (i.e. “What

does it all mean?)

One-stop shopping for daily

information needed in prep for

customer visits; Ability to track

competitor activities in

response to sales tactics, etc.

By automating the

routinized tasks of CI,

resources are better

spent on communication

Collaboration Spaces Foster Enhanced Communication

Corporate

Leadership

BU

Leadership

Brand, Marketing,

& Product Mgrs.

Finance, MR,

Marcomm/PR & CR&D

Sales

43

Solving the Access to Sample: The DuPont Market Advisory Panel

Marketing leaders can investigate the attitudes, behaviors and opinions of this community using web enabled tools

The DuPont Market Advisory Panel is a global community of 4000 dedicated contacts, which include •Customers/Distributors •Specifiers/End Users •Retailers •Industry Experts In key strategic markets •Alternate energy •Food •Protecting Lives and the Environment •Electronics •Construction •Transportation

• Results available instantly

• $1/complete

• 50-75% response rate (compared to 10% for non-panelists)

• 44 languages for local customization

• Corporately sponsored spend and resources • Panelist serve for 2 years, with 4-8 touch

points/year. • We provide information on their markets in

return for their voice on steps in the strategic marketing process

44

Thursday, February 28, 2013 7:00 a.m. Continental Breakfast (Costa del Sol Ballroom E-H)

8:00 a.m. Convene

8:15 a.m. Jean Angus, Saint Gobain; Dan Adams, Advanced Industrial Marketing “Seven Practices for B2B-Optimized Customer Insights - And How Saint-Gobain Implemented Them”

9:15 a.m. Networking Break

9:45 a.m. Paulo Costa, Director, Advanced Analytics, Cisco

“The Wallet, Acquisition and Retention Program

at Cisco: Lessons, Pitfalls, Applications…”

10:30 a.m. Quick Break

10:45 a.m. George Brown, Blue Canyon Partners “Mobilizing Customer Insight at 'Stage-Gate Zero'"

11:30 a.m. Summary/Wrap-up 12:00 Adjourn



45

http://www.peachnewmedia.com/index.htm

Agenda for

1st

Part…

1. Begin with a customer tour when possible

2. Interview customers using digital projectors

3. Let customers guide your interviews

4. Use trigger methods in customer interviews

5. Send commercial-technical interview teams

6. Use advanced listening and probing

7. Add quantitative customer interviews

© AIM, Inc.

7 Practices for B2B–Optimized Customer Insights

…and How Saint-Gobain Implemented Them

Dan Adams

46

E

AMUSE Methodology for B2B Tours

Activity

Activity

Activity

A

M U S

Accelerate Activity

Minimize Input

Upgrade Output

Simplify Transition

Eliminate Activity

Faster

Cheaper

Better

Streamline

Or combine activities

… reduce labor costs, increase capacity

… reduce material, energy & capital

… fewer defects, more customer benefits

… reduce inventory & lead time

… lower overall costs

Practice 1. Begin with a Customer Tour When Possible

47

Supplier-Directed Interview (Traditional)

Customer-Directed Interview (New Product Blueprinting)

First answer

1. First question

Second answer

2. Second question

Third answer

3. Third question

No idea where they’re going!

What else?

Better Outcomes

More Engagement

Less Effort

© AIM, Inc. 48

5 Parts of Discovery Interviews

1. Current State

2. Problems

3. Ideal State

4. Triggered Ideas

5. Top Picks 2-3 Questions in traditional Q&A format Record on yellow digital “sticky notes” Record on green digital “sticky notes” Record on blue digital “sticky notes” Drag customer favorites to the top

© AIM, Inc. 49

Consultant Only?

Sales Rep Only?

Technical-Commercial

Team?

Technical-Commercial

Team

Functional Alignment

Richer Content Customer

Willingness

Clarity of Purpose

Practice 5. Send commercial-technical interview teams

© AIM, Inc. 50

Agenda for

2nd

Part…

1. Saint-Gobain’s innovation approach

2. Strategically selling the “product”

3. Finding market opportunity fit to core

4. Commissioning the team

5. Train, follow-up and coach

6. Track and measure

7. Lessons Learned

7 Practices for B2B–Optimized Customer Insights

…and How Saint-Gobain Implemented Them

Jean Angus

51

Workshop using Five Step Process…

Blueprint Market Needs

Recognize Strengths

Identify the competitive advantages

Assess Against Market

Rank to competitors;

identify competencies

Discover Core Competency

Combine competencies;

& describe

eXplore Market Fit

Allows access to many markets? Rank best fit to Core

Build Strategy from Core

Point 3. Finding market opportunity fit to core

52

© Advanced Industrial Marketing, Inc.

Questions to help pick the best team members…

In what regions do you want to focus this market?

What resources are in this region to support process?

Who is the lead marketing person in this region?

Who is the primary technical contact for customers?

Which technical people can listen/communicate well?

Who’s the sales rep for major accounts in the market ?

For new markets… Who’s a hunter, not a farmer?

53


Point 7. Lessons Learned

1. Lessons from the field (S-G Blueprinters) a. Look for the “non-obvious” during interviews

b. Done well, interviews let you engage customers

54



2. Market segments a. Pick ones where resources are available and

within your strategy

b. If existing market, consider entire value chain;

schedule 1st interviews with ones you know best

c. If new with no contacts, find industry expert

3. Team leads and support

a. Leaders with good planning and project

management excel

b. Sales support who are “hunters” help move faster

55



4. Process support a. Have shared information site; translate support

materials in local language

b. Train regional coaches

5. Interview a. Have commercial and technical on interview

b. Know and practice role beforehand

c. Have coach on 1st interview

d. Debrief after

Celebrate successes and failures… and learn from both 56


8:00 a.m. Convene











57


© 2010 Cisco and/or its affiliates. All rights reserved. 58

How to Compete

Determine the optimum marketing mix for each sub-market for a given set of marketing

objectives (Wallet Share Improvement, Acquisition and Retention).

How to Compete

Determine the optimum marketing mix for each sub-market for a given set of marketing

objectives (Wallet Share Improvement, Acquisition and Retention).

Map WAR Objectives

Identify in each priority sub market

what is the core marketing objective

associated with each company

Analytical Models that support it:

Bi-Dimensional or Multi-dimensional

Game Boards

Map WAR Objectives

Identify in each priority sub market

what is the core marketing objective

associated with each company


Bi-Dimensional or Multi-dimensional

Game Boards

Define/Optimize Mktg Mix

Determine the appropriate marketing

mix (4 Ps) for each sub market and for

each core marketing objective


Purchase Behavior Segmentation

Propensity to Buy

Market Basket

Price Optimization

Partner Optimization

Define/Optimize Mktg Mix

Determine the appropriate marketing

mix (4 Ps) for each sub market and for

each core marketing objective


Purchase Behavior Segmentation

Propensity to Buy

Market Basket

Price Optimization

Partner Optimization

Where to Compete

Identify sub markets of interest:

countries, industries, sub-

industries, empl-size, etc, on

which CISCO needs to focus


Portfolio analysis with

dimensions such as market

attractiveness, market position

and competitive strengths

Where to Compete

Identify sub markets of interest:

countries, industries, sub-

industries, empl-size, etc, on

which CISCO needs to focus


Portfolio analysis with

dimensions such as market

attractiveness, market position

and competitive strengths

Ex.: each company in the sub

market S1 will be assign to

one WAR Game Board Cell

W A R

Product …. … …

Promotion . … ..

Price .. .. .

Place …… … ..

Customer Valuation Models

Segmentation Models

Paolo Costa

58


Wallet Share Improvement, Acquisition Retention

Product P2B, Refresh Cycle, Market Basket, Adoption Curve

Promotion “Marketing Mix Optimization”, Brand Optimization, Funnel Stage

Identification

Price Price Optimization, Price & Adoption Curve

Place Partner Led, Partner Optimization, Partner Wallet Share

Forecasting, Economic Analysis & Models

Customer & Prospects Valuation Models (Wallet & LTV)

Customers and Prospects Segmentation Model

59


How can we verify if a predictive model produces

the expected results?

1. Start with all companies from the market in study;

2. Use the model to score companies on likelihood of

responding to the action;

3. Randomly select companies to be part of the control

group;

4. To create the target group select companies with

the highest scores (and which are not already in the

control group);

5. Merge both groups to create a single list for action,

but hide the scores and the group associated with

each company. (This allows the analysis of the

model independently of the effect of the marketing

actions that will follow);

6. Use the list in marketing actions (may include

touches: !);

7. When ready to analyse results separate each

company back to its original group;

8. Compare success metrics from each group.

Companies from

the market in study

Target group

(only highest scores)

++ - - -

+++

+++

+++

++

+

+

- - -

- - -

- -

- -

-

- - +

+

- - - - -

- -

- - -

+++

+++

-

++ +

++

- -

+++

1 2

Control group

(random)

+ - - - - -

+++

- ++

+++

+++ +++

+++

+++

3 4

5

List of companies for actions

! !

! !

Target group Control group

+ - - - - -

+++

- ++

+++

+++ +++

+++

+++

6

7

8

60


• Identifiability

• The ability to identify the customers in each segment using available variables.

• Substantiality

• The size of each segment need to be a large enough portion of the market to ensure the profitability of target marketing programs.

• Accessibility

• The ability to reach the targeted segments through promotional or distributional offers

• Stability

• If the segments maintain their characteristics for a reasonable time horizon

• Responsiveness

• If the segments respond uniquely to market actions targeted at them

• Actionability

• Segments are actionable if their identification provides guidance for decisions on the effective specification of marketing actions.

Source: Frank, Messy and Wind

How can I evaluate a segmentation model? Segmentation Effectiveness Criteria

61


8:00 a.m. Convene











62


George Brown

63

TM

Our Objectives –

Better Enable Members to:

Better understand the nature of "Insight" itself --the

places/people it comes from, processes for gaining it,

Learn and deploy new frameworks, tools, and

approaches to getting and mobilizing Insight from

diverse sources: Customers, Markets, More…

Gain know-how from ISBM Member cases:

What works and what doesn’t

Plenty of time to learn from one another, build

connections and dialog..

66

67

Thanks to all of you and our speakers!

See you at our 30th Anniversary

Meeting, September 24-25, 2013

at Penn State!

• Thank you for being with us,

• Sharing your Insight

• ...and your support of ISBM

Safe home!

From Data, to Insight, to Action:

Mobilizing Customer and Market Insight

to Drive Profitable Growth: B-to-B

The ISBM Spring Meeting

67

the isbm spring meeting - s3.amazonaws.com 4… · 28.02.2013 · the isbm spring meeting from...

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