贝恩战略分析方法市场营销customersegmentation

贝恩战略分析方法市场营销customersegmentation第1页/共49页2customersegmentation.PPT

ThecustomersegmentationconceptApplicationsCustomersegmentationsteps segmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneeds-basedbehavioralKeytakeawaysAgenda第2页/共49页3customersegmentation.PPT

ThecustomersegmentationconceptApplicationsCustomersegmentationsteps segmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneeds-basedbehavioralKeytakeawaysAgenda第3页/共49页4customersegmentation.PPTCompetitorsCustomerSegmentationPurchaseCriteriaRating(ImportanceAnalysis)CompanyPositioning(EffectivenessAnalysis)AttractivenessAnalysisValuePropositionDevelopmentCustomerRetentionandLoyaltyCustomerAcquisitionCustomers

ToidentifycostreductionopportunitiesCustomersegmentationisanimportanttoolforcustomeranalysis.CostCapabilitiesStrategicPurpose:Tools:ToidentifyrevenueandprofitmaximizingstrategiesToachievedifferentiationandtopreemptcompetitors’movesTodeterminethestrategiesthatfitbestwithacompany’scorecompetenciesContext第4页/共49页5customersegmentation.PPT*Insomecases,therewillbeonlyonetargetsegmentCustomersegmentationisaprocessofidentifyinghomogeneousgroupsofcustomers.Oncecustomershavebeensegmented,acompanychoosestargetsegmentsandapproacheseachsegmentwithavaluepropositionthatmeetsthesegment’sneeds.EachcustomersegmentdescribesahomogeneousgroupofcustomersSegmentcustomers

(existingandpotential)Choosetargetsegments*Createvalueproposition

foreachtargetsegmentDetermineprofitpotentialTargetsegmentsarethemostattractivecustomersegmentsforagivencompanytofocusonAvaluepropositionisthecombinationofproduct,service,anddeliveryofferedtothecustomerThepotentialprofitfromservingthetargetsegmentswithproposedvaluepropositionsmustbedeterminedTheProcess第5页/共49页6customersegmentation.PPT

Customersegmentationisvaluablebecauseallcustomersarenotcreatedequal.EachcustomersegmenthasauniquesetofneedsandrequiresitsownvaluepropositionTheprofitpotentialdiffersbycustomersegmentCustomersegmentationhelpscompaniesfocusscarceresourceswheretheycanbemostleveragedWhyDoCustomerSegmentation?第6页/共49页7customersegmentation.PPT

ThecustomersegmentationconceptApplicationsCustomersegmentationsteps segmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneeds-basedbehavioralKeytakeawaysAgenda第7页/共49页8customersegmentation.PPT

Customersegmentationisusefulforbothcustomerretentionandcustomeracquisition.SegmentcustomersChoosetargetsegmentsCreatevaluepropositionforeachtargetsegmentRetaintargetcustomersAcquiretargetcustomersRetentionandAcquisition第8页/共49页9customersegmentation.PPT

Baincaseteamshaveusedcustomersegmentationto:IdentifygapsorredundanciesintheproductportfolioScreenoutunacceptablenewproductsChooseproductfeaturesDetermineproductpricingEstablishappropriateserviceoptionsDetermineoptimaldistributionstrategyAdviseonadvertisingstrategyApplications(1of2)第9页/共49页10customersegmentation.PPT

AlargeEuropeanbeermanufacturerwasfacedwithincreasingcompetitionandlowmarketgrowth.Bainusedsegmentationtoidentifyproductportfoliogapsanddetermineoptimalpositioningfornewandexistingbrands.Thisresultedinan8%marketshareincrease.Aninternationalcosmeticscompanywantedtoidentifyopportunitiesinthehighgrowthskincaremarket.ABainteamidentifiedunmetconsumerneedsforanti-agingcreamsandproposedanoptimalstrategyfortargetingtheappropriatecustomers.Thisresultedinapproximately$145MMinvaluecreation.Bain’scustomersegmentationworkhasbroughtsignificantresultsformanyclients.ExamplesofBain’sworkinclude:Applications(2of2)第10页/共49页11customersegmentation.PPT

ThecustomersegmentationconceptApplicationsCustomersegmentationsteps segmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneeds-basedbehavioralKeytakeawaysAgenda第11页/共49页12customersegmentation.PPT

Choosesegmentationmethod(needs-based,behavioral,ordemographic)basedonunderlyingissuesProcess:Tips:Choosetargetsegmentsbasedonattractivenessandabilitytoserveinadifferentiatedway(insomecases,therewillbeonlyonetargetsegment)Createvaluepropositionsbasedoncustomerneeds(eachtargetsegmentrequiresitsownvalueproposition)DeterminetherevenueandcostimpactsofofferingtheproposedvaluepropositionstothetargetsegmentsSegmentsshouldbemeaningfulMECE(onlyonesegmentpercustomer)measurablesubstantialactionableAttractivenessisbasedonprofitpotential(revenuepotentialandcosttoserve)Abilitytoserveinadifferentiatedwayrecognizesboththeclient’sandthecompetitors’corecompetenciesaswellasregulatoryfactorsEachvaluepropositionshouldaddress:productservicedistributionProfitpotentialshouldincludeprofitaswellas“hiddencosts”(e.g.,increasedtrainingandmarketingcostsfornewproducts)Segmentcustomers(existingandpotential)Choosetargetsegments*CreatevaluepropositionforeachtargetsegmentDetermineprofitpotential*Insomecases,therewillbeonlyonetargetsegmentCustomerSegmentationSteps第12页/共49页13customersegmentation.PPT

ThecustomersegmentationconceptApplicationsCustomersegmentationsteps segmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneeds-basedbehavioralKeytakeawaysAgenda第13页/共49页14customersegmentation.PPT

Customerneeds(e.g.,preferencesforlowpricevs.highservice)psycho-graphicsattitudesNeeds-basedBehavioralDemographicTypeofdatausedtosegment:Examples:ValuehighserviceoverlowpriceValuelowpriceoverhighconvenienceValuebrandnameoverlowpriceBuyonsaleonlyvs.atfullpriceBehaviors(e.g.,purchasingpatterns,usagepatterns)UseATMvs.usebranchShopweeklyvs.monthlyforgroceriesDrinkcoffeevs.donotdrinkcoffeeDemographics(e.g.,age,income,homeownership) Youngvs.oldHighincomevs.lowincomeHomeownersvs.rentersTherearethreemaintypesofsegmentation:

SegmentationMethods第14页/共49页15customersegmentation.PPT

PrimaryresearchnecessaryNeeds-basedBehavioralDemographicSegmentationprocess:Usefulnessincreatingvaluepropositions:High(showscausation)Descriptiveandactionable(describescustomersanddriversofpurchase)PrimaryresearchnecessaryonlyifbehavioraldatanotavailablefromclientdatabaseModerate(showscorrelation,notcausation)Descriptive,notactionable(describespurchasingbehavior,butdoesnotaddressdriversorpurchase)NoprimaryresearchnecessaryDemographicdatasometimesreadilyavailablefromclientLow(occasionallyshowscorrelation,nevercausation)Descriptive,notactionable(describescustomersbutdoesnotaddressdriversofpurchase)Needs-basedsegmentationisthemosttimeconsumingtoexecute,butalsothemostvaluable.MostofBain’sworkinvolvesneeds-basedsegmentation.ComparisonofSegmentationMethods第15页/共49页16customersegmentation.PPTMakeacompletelistofpotentialcustomerandnon-customerneedsfocusgroupsorasmallnumberofunpromptedcustomerinterviewsbrainstormingpreviousclientworkorBainresearchCreateaneedslistCollectdataConductFactor/

Cluster

analysistodeterminestatisticalsegmentsSteps:Askarepresentativesampleofcustomersandnon-customersabatteryofquestionsdesignedtogaugetheirneedsconcerningaproduct/serviceCustomersandnon-customersareplacedintosegmentsbasedontheirresponsestothekeyvariablesthatdrivepurchasebehaviorDefiningcustomergroupsinaneeds-basedsegmentationbeginswithidentifyingthelikelycustomerandnon-customerneeds.Needs-BasedSegmentation第16页/共49页17customersegmentation.PPT

TheBainResearchandDataAnalysisGroupinBostonshouldbecontactedwhenrunninganeeds-basedsegmentationtoensureproper,statisticallyvalidanalysisThesetoolscouldgenerateanumberofstatisticallyvalidanswers.Inthatcase,thesegmentationoptionsmustthenbescreenedusingbusinessjudgement.FactorAnalysisandClusterAnalysisarestatisticaltoolsusedtodetermineappropriateneeds-basedcustomersegments.Factor/ClusterAnalysis第17页/共49页18customersegmentation.PPT

Therearetwomethodologiesforsegmentingadatabaseofbehavioralordemographicinformation.CHAID-ananalyticaltoolthatusestheChi-Squarestatistictofindthedriversofadependentvariable80/20Process:Statisticalvalidity:Drawbacks:DividecustomersaccordingtotheirprofitabilityHypothesizeastothevariablesthatdriveprofitability.Combinevariablestocreatesegments.LowIterative,manualprocessRequiressolidintuitionRisksleavingoutimportantvariablesDoesnotaddresscausationChoosedependentvariable(e.g.,profit),hypothesizeastothesegmentationvariables,collectdataonvariables,runCHAID,realitycheckresults,andcreatesegmentsbasedontheCHAIDHighProcessrequirescontactingtheBainResearchandDataAnalysisGroupinBostonforsoftware/statisticalexpertiseinconductingCHAIDanalysisBehavioralandDemographicSegmentation第18页/共49页19customersegmentation.PPT

CHAIDanalysisdeterminesandranksallofthestatisticallysignificantdriversofachosendependentvariable(e.g.,profit,retention,productivity)Specifically,itgroupsindependentvariablesintosubgroupsindependentvariablesarecategorizedaccordingtotheirstatisticalsignificance(e.g.,storelocation,age)CHAIDidentifiesinteractions/effectsbetweenvariablesCHAIDyieldssubgroupswhicharestatisticallysignificantandMECECHAIDisastatisticallyrobustmethodusedtosegmentademographicorbehavioraldatabase.CHAID第19页/共49页20customersegmentation.PPT

Meaningful-thereshouldbeenoughdifferentiationamongsegmentssuchthateachsegmentsseemsuniqueMECE-eachcustomershouldbelongtoone,andonlyone,segmentMeasurable-clearlydefinedwithamarketsharethatcanbequantifiedSubstantial-thereshouldbeenoughvolumeinasegmenttomeritanalysisActionable-weshouldbeabletodesignavaluepropositionforeachsegmentRegardlessofthetypeofsegmentationused,thecustomergroupsdeterminedbythesegmentationprocessmusthavethefollowingcharacteristics:SegmentationRequirements第20页/共49页21customersegmentation.PPT

ThecustomersegmentationconceptApplicationsCustomersegmentationsteps segmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneeds-basedbehavioralKeytakeawaysAgenda第21页/共49页22customersegmentation.PPT

Note:Insomecases,therewillbeonlyonetargetsegmentThetargetsegmentsshouldbechosenbasedontheirattractivenesstoagivencompanyandthatcompany’sabilitytoservethetargetsegmentsinadifferentiatedway.Attractiveness

(profitpotential)AbilitytoserveinadifferentiatedwayRevenuepotentialCosttoserveClient’petitors’ExternalfactorsSizeGrowthpotentialBuyerpowerProductrequirementsPricesensitivityAdvertisingrequirementsChannelpreferenceServicerequirementsStrategicobjectivesAbilitytoleverage:technologycostsskillsexistingresourcesExistingmarketperceptionsExistingbaseinsegmentLegalrestrictionsRegulatoryrequirementsTargetSegmentSelection第22页/共49页23customersegmentation.PPT

DevelopCapabilitiestoServethisSegmentTargetthisSegmentAvoidthisSegmentAdjustValuePropositiontoImproveAttractivenessofthisSegmentLowLowHighHighAbilitytoServeSegmentinaDifferentiatedWay

(Lever=Capabilities)SegmentAttractiveness

(Lever=ValueProposition)TargetSegmentSelectionMatrix第23页/共49页24customersegmentation.PPT

ThecustomersegmentationconceptApplicationsCustomersegmentationsteps segmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneeds-basedbehavioralKeytakeawaysAgenda第24页/共49页25customersegmentation.PPT

FeaturesPriceQualityBrandPositioningPromotion/

advertisingProductServiceDistributionBeforesaleDuringsaleAftersaleDeliverychannelsSpeedAftercustomershavebeensegmentedandthemostattractivesegmentshavebeenchosen,acustomizedvaluepropositionshouldbecreatedforeachtargetsegmentbytradingoffamongthefollowingelements:ActionsshouldleveragestrengthsandoptimizeresourceswiththegoalofincreasingmarketshareofthetargetsegmentsValuePropositionDevelopment第25页/共49页26customersegmentation.PPT

ThecustomersegmentationconceptApplicationsCustomersegmentationsteps segmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneeds-basedbehavioralKeytakeawaysAgenda第26页/共49页27customersegmentation.PPT

Oncethevaluepropositionshavebeenestablished,thepotentialprofittobegainedfromprovidingthemtothetargetsegmentsshouldbequantified.DetermineprofitpotentialCalculaterevenueincreaseCalculatecost

toserveCurrentcustomersNewcustomersCurrentcustomersNewcustomersProfitPotentialQuantification第27页/共49页28customersegmentation.PPT

ThecustomersegmentationconceptApplicationsCustomersegmentationsteps segmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneeds-basedbehavioralKeytakeawaysAgenda第28页/共49页29customersegmentation.PPT*DisguisedclientcaseSmith’sFashionCenterisalargediscountwomen’sretailerintheNortheastthatwantstounderstanditscustomerbasetodetermineexpansionoptions.AlistofthedriversofretailpurchasingbehaviorwasmadeCustomerswereasked~20questionstorecordtheirneedsFactor/ClusteranalysiswasusedtodeterminethesegmentsSegmentsizeandrevenuepotentialwerecalculatedAnexpansionmarketwaschosenandthemerchandisestrategywasadjustedbasedonthesegmentationresultsSmith’sFashionCenter*-Process第29页/共49页30customersegmentation.PPT

AfivesegmentsolutionwaschosenfromtheFactor/Clusteranalysis.FemaleapparelshoppersBargainsUtilityFashionPrimarymotivation:BargainsEfficiency/serviceFun(lovetoshop)Secondarymotivation:HighqualitybargainsServiceFashionBargainsNotmotivatedby:Fashion“FashionForwardShoppingLover”Segmentname:“FashionValue”“FashiononaShoestring”“UnfashionableBargainLover”“RichbutUnfashionable”$950$750$1,400Averagespendingperyear:$850$1,350Smith’sFashionCenter-Segments第30页/共49页31customersegmentation.PPT

Smithdeterminedthatitstargetsegmentswere“FashionValue”and“FashiononaShoestring”.*Inthiscase,spendingwasagoodproxyforprofitAbilitytoserveinadifferentiatedwaySmith'sFashionCenter-CurrentCustomers第31页/共49页32customersegmentation.PPTChosenExpansionCity

Smithchoseanexpansioncitywithahighmixofitstargetsegments.Smith'sFashionCenter-ExpansionCityCustomers第32页/共49页33customersegmentation.PPTImportanceofAccessories

MerchandiseQualityBasedontheneedsofthetargetsegments,themerchandisestrategywasadjustedtoincludeaccessoriesandmorelowqualitybrands.Smith'sFashionCenter-MerchandisingStrategy第33页/共49页34customersegmentation.PPT

ThecustomersegmentationconceptApplicationsCustomersegmentationsteps segmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneeds-basedbehavioralKeytakeawaysAgenda第34页/共49页35customersegmentation.PPT*DisguisedclientcaseSituation:Complication:Question:Hypothesis:Theclient,HighlandHotels,hashighmarginsandisoneofthefivelargesthotel/conferencecenterchainsinEuropeThemarketiscomingtotheendofaperiodofrapidgrowthandHighland’srelativecostpositionisworsethanitscompetitors’HowcanHighlandpreserveitshighmarginsinaslowingmarketwhereitfindsitselfatacostdisadvantage?Byofferingadifferentiatedvaluepropositiontothemostprofitablecustomersegment,HighlandcanpreserveitshighmarginsBainusedcustomersegmentationtodeterminethetargetsegmentsforHighlandHotelsandtocreatevaluepropositionsforthosetargetsegments.HighlandHotels*-Background第35页/共49页36customersegmentation.PPT

Bainconductedan80/20behavioral/demographicsegmentationforHighlandHotels.HighprofitcustomersweresegmentedbasedontheirbehavioralanddemographiccharacteristicsAtargetsegmentwaschosenbasedonitsattractivenessandHighland’sabilitytoserveitCustomersweredividedintogroupsbasedontheirprofitabilityThebehavioralanddemographicdriversofprofitabilityweredeterminedAvaluepropositionwascreatedforthetargetsegmentHighlandHotels-Process第36页/共49页37customersegmentation.PPT

OnethirdofHighland’scustomersaccountformorethan60%ofitstotalprofits.HighlandHotels-CustomerProfitability第37页/共49页38customersegmentation.PPT

OccasionVisitFrequencyLengthofVisitTheprimarydriversofprofitabilityarevisitfrequency,lengthofvisit,andoccasion.HighlandHotels-ProfitabilityDrivers第38页/共49页39customersegmentation.PPT

Highlandidentifiedfourtypesofhighvaluecustomersbasedontheprofitabilitydrivers.HighProfitSegmentsAnnualFrequencyLengthofStayOccasion“Hotel-aholics”“Honeymooners”“Helloagain”“One-timers”Veryfrequent(9.2x)Infrequent(1.5x)Frequent(6.2x)Infrequent(1.3x)Medium(3.9days)Long(10.0days)Short(1.8days)Long(5.4days)Business/leisureLeisureBusinessBusinessHighlandHotels-HighProfitSegments第39页/共49页40customersegmentation.PPT

Highlanddecidedtotarget“hotel-aholics”becausetheywerethemostattractivesegmentandagoodfitwiththecompany’scapabilities.AbilitytoserveinadifferentiatedwayHighlandHotels-TargetSegment第40页/共49页41customersegmentation.PPT

Baindesignedavaluepropositionforthe“hotel-aholic”segmentthatdifferentiatedHighlandfromitscompetitors.PriorityserviceSpecialservicesFavoriteroomready“Permanent”electronickeyComplimentarydrycleaningTwophonelinesFaxmachineinroomOne20minutecomplimentarycalltohomeRewardsFrequentfliermiles“KidsStayFree”daysHighlandHotels-ValueProposition第41页/共49页42customersegmentation.PPT

ThecustomersegmentationconceptApplicationsCustomersegmentationsteps segmentcustomerschoosetargetsegmentscreatevaluepropositionsfortargetsegmentsdetermineprofitpotentialofservingtargetsegmentswithvaluepropositionsExamplesneeds-basedbehavioralKeytakeawaysAgenda第42页/共49页43customersegmentation.PPT

Therearethreemaintypesofcustomersegmentation:needs-based,behavioralanddemographic.Needs-basedsegmentationisthemostdifficulttoexecute,butthemostvaluable.MostofBain’sworkinvolvesneeds-basedsegmentationneeds-basedsegmentationinvolvescreatingalistofneeds,collectingdata,andconductingFactor/Clusteranalysistoidentifysegmentstherearetwomethodologiesforsegmentingadatabaseofbehavioralordemographicinformationthe80/20methodinvolvesdividingcustomersaccordingtotheirprofitability,hypothesizingastothevariablesthatdriveprofitability,andcombiningvariablestocreatesegmentstheCHAIDmethodinvolveschoosingadependentvariable,hypothesizingastothesegmentationvariables,collectingdata,runningtheCHAID,realitycheckingtheresults,andcreatingsegmentsRegardlessofthetypeofsegmentationused,theresultingsegmentsmustbemeaningful,MECE,measurable,substantial,andactionableCustomerSegmentationStepsTypesofSegmentationCustomersegmentationinvolvesseparatingcustomers(existingandpotential)intohomogeneousgroups,choosingtargetsegments(oronetargetsegments),creatingvaluepropositionsforeachtargetsegment,anddeterminingtheprofitpotentialofservingthetargetsegmentswiththeproposedvaluepropositionsKeyTakeaways(1of2)第43页/共49页44customersegmentation.PPT

Targetsegmentsarechosenbasedontheirpotentialprofitabilityandtheclient’sabilitytoservethesegmentsinadifferentiatedwayDeterminingtheprofitpotentialofservingthetargetsegmentswiththeproposedvaluepropositionsconsistsofcalculatingtherevenueandcostimpactofservingbothcurrentandnewtargetcustomersThethreemajorelementsofavaluepropositionareproduct,service,anddistributionTargetSegmentsApplicationsCustomersegmentation,doneproperly,helpscompaniesfocusscarceresourceswheretheycanbemostleveragedBainusescustomersegmentationforbothcustomerretentionandcustomeracquisitionKeyTakeaways(2of2)第44页/共49页45customersegmentation.PPT

CustomerSegmentationStepsComparisonofSegmentationMethodsNeeds-BasedSegmentationBehavioralandDemographicSegmentationSegmentcustomers(existingandpotential)ChoosetargetsegmentsCreatevaluepropositionforeachtargetsegmentDetermineprofitpotentialChoosesegmentationmethod(needs-based,behavioral,ordemographic)basedonunderlyingissuesChoosetargetsegmentsbasedonattractivenessandabilitytoserveinadifferentiatedway(insomecases,therewillbeonlyonetargetsegment)Createvaluepropositionsbasedoncustomerneeds(eachtargetsegmentrequiresitsownvalueproposition)DeterminetherevenueandcostimpactsofofferingtheproposedvaluepropositionstothetargetsegmentsSegmentsshouldbemeaningfulMECE(onlyonesegmentpercustomer)measurablesubstantialactionableAttractivenessisbasedonprofitpotential(revenuepotentialandcosttoserve)Abilitytoserveinadifferentiatedwayrecognizesboththeclient’sandthecompetitors’corecompetenciesaswellasregulatoryfactorsEachvaluepropositionshouldaddress:productservicedistributionProfitpotentialshouldincludeprofitaswellas“hiddencosts”(e.g.,increasedtrainingandmarketingcostsfornewproducts)Process:Tips:

PrimaryresearchnecessaryNeeds-basedBehavioralDemographicSegmentationprocess:Usefulnessincreatingvaluepropositions:High(showscausation)Descriptiveandactionable(describescustomersanddriversofpurchase)PrimaryresearchnecessaryonlyifbehavioraldatanotavailablefromclientdatabaseModerate(showscorrelation,notcausation)Descriptive,notactionable(describespurchasingbehavior,butdoesnotaddressdriversorpurchase)NoprimaryresearchnecessaryDemographicdatasometimesreadilyavailablefromclientLow(occasionallyshowscorrelation,nevercausation)Descriptive,notactionable(describescustomersbutdoesnotaddressdriversofpurchase)Makeacompletelistofpotentialcustomerandnon-customerneedsfocusgroupsorasmallnumberofunpromptedcustomerinterviewsbrainstormingpreviousclientworkorBainresearchSteps:Askarepresentativesampleofcustomersandnon-customersabatteryofquestionsdesignedtogaugetheirneedsconcerningaproduct/serviceCustomersandnon-customersareplacedintosegmentsbasedontheirresponsestothekeyvariablesthatdrivepurchasebehaviorCreateaneedslistCollectdataConductFactor/

Clusteranalysistodeterminestatisticalsegments

CHAID-ananalyticaltoolthatusestheChi-Squarestatistictofindthedriversofadep