elements pertaining to appearance, general behavior and particularly consumption. Then, back in those days, if you knew one element of a particular cluster, you could quite easily guess the others. But all this has changed. As people are becoming gradually more individualistic, and as possibilities have multiplied, people have become less and less definable as types. First of all, let's face it, our consumer refuses almost completely to abide by segments that create homogeneous groups (heterogeneous from others) according to demographic, socio-economic variables, or even according to lifestyle. Our customer will not behave and consume under our stereotypical forecasts. He is a "collector", and therefore I call him the "eclectic consumer". He likes the old (Frank Sinatra), as well as the new (fast internet), the expensive (BMW) as well as the economical (hardware do-it-yourself stores), the international (Giorgio Armani) as well as the locally rooted (folk dancing), the epicure (a double Makiato) as well as the crude (football). The eclectic consumer has become frenzied by the abundance of opportunities, and is now addicted to the concept. He does not want to miss anything and so, his life is multiplex, yet laden. So, how do you market to the eclectic customer who is afraid of missing out? One central insight for the re-designing of market segmentation is as follows: the eclectic consumer, who will not miss anything, "connects" to different, even contradictory, motivations he has at different times. Because these motivations are not necessarily compatible with one another, the eclectic consumer is constantly in motion from one stereotype to another, from one lifestyle to another. In order to adapt to this consumer reality, our segmentation (and subsequently, our products and services, our advertising and so on) should be formulated not according to groups of people, but according to motivations and uses. Note that when I refer to "uses" I mean, among other things, psychological uses, such as mood control, self-esteem enhancement, and fantasy support, and I also mean social uses, such as signaling others things like group affiliation, specific atmospheres, or impression control. The new method is called "Contextual Segmentation": segmentation according to contexts of purchasing or using/consuming. Note that this constitutes a formation of a real revolution in segmentation thinking. Some of you would probably comment that this is not so much about segmentation
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than Starbucks'. So contradictory was this claim to the two companies' reputations for this demographic group that the colleagues refused to put the matter to a taste test. 5. Extensions. With a well-established brand, you can spread the respect you've earned to a related new product, service or location and more easily win acceptance of the newcomer. For instance, when a winery with a good reputation starts up regional winery tours, then adds foreign ones, each business introduction benefits from the positive perceptions already in place. 6. Greater company equity. Making your company into a brand usually means that you can get more money for the company when you decide to sell it. A Coca-Cola executive once said that if all the company's facilities and inventory vanished all around the world, he could walk into any bank and take out a loan based only on the right to the Coca-Cola name and formula. 7. Lower marketing expenses. Although you must invest money to create a...
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