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Segmentation Choices

In: Masterpieces of Swiss Entrepreneurship

Author

Listed:
  • Jean-Pierre Jeannet

    (International Institute for Management)

  • Thierry Volery

    (ZHAW School of Management and Law)

  • Heiko Bergmann

    (University of St. Gallen)

  • Cornelia Amstutz

    (University of Lucerne)

Abstract

At the outset of this chapter, the need to treat segmentation as distinct from focusing is explained. Both are important, and both have to be addressed separately. Successful segmentation implies choices, and carving out a segment from a market space is something that requires both skill and attention. Description of how to define segments is offered. The practice of targeting multiple segments, and how to define subsegments is explained, as well as how companies can play the product features game. Technology segments are not market segments. Special cases are premium price segments, high-volume segments, and niche segments, and when one or the other might apply. The chapter ends with the description of what a true niche segment strategy entails. A link between segmenting and a company’s internal organization is established.

Suggested Citation

  • Jean-Pierre Jeannet & Thierry Volery & Heiko Bergmann & Cornelia Amstutz, 2021. "Segmentation Choices," Springer Books, in: Masterpieces of Swiss Entrepreneurship, edition 1, chapter 11, pages 109-120, Springer.
    • Handle: RePEc:spr:sprchp:978-3-030-65287-6_11
    DOI: 10.1007/978-3-030-65287-6_11
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