Understanding the market segmentation process in a small engineering company

Lindsay Cheng

Research output: ThesisDoctoral Thesis

Abstract

The research follows the development of a strategic marketing and segmentation process in a small engineering company. Existing business-to-business segmentation literature demonstrates the necessity to balance diverse customer needs with the capabilities and resources of competing organisations in the marketplace, but there are also known problems associated with it. The researcher was employed in Eatec for the duration of the two-year case study research. Action research was adopted to monitor the development of the strategic marketing planning and segmentation process. Whilst a structured approach to the strategic marketing and segmentation process was encouraged, the researcher demonstrated pitfalls in adopting a structured approach to the decision making process when evaluating and selecting market sectors. Integrating all elements of marketing activities into one process was recognised to be important for success. The directors had previously used the notion of intuition in isolation. The introduction of a strategic marketing and segmentation plan encouraged the directors to use information gained from internal and external environmental analysis, as well as marketing intelligence to substantiate their ‘gut-feel’. This led to the requirement for an appropriate evaluation and selection method which has to be intuitively appealing without it being too structured or restrictive. At the individual level of each company, it is the defined company objectives and business strategies that determine the appropriate segmentation approach, but common elements exist to all companies. The researcher believes that a structured process helps to pull different tasks from different business areas together in one process. It is the balance of these elements that makes a segmentation process unique to each company. The research concludes that segmentation activities should be integrated into a structured strategic marketing plan but the complex decision making process that happens during segmentation, in contrast should be less structured. By using multi-criteria decision making in a measured approach, the value of experience and intuition can be incorporated in conjunction with market intelligence when evaluating between equally favourable market sectors.
LanguageEnglish
QualificationMPhil
Awarding Institution
  • University of Bath
Supervisors/Advisors
  • Ford, Ivan, Supervisor
Award date1 Sep 2007
StatusPublished - 2007

Fingerprint

Market segmentation
Segmentation
Strategic marketing
Intuition
Decision-making process
Multicriteria decision-making
Isolation
Marketing planning
Integrated
Information use
Evaluation
Business strategy
Marketing intelligence
Pull
Environmental marketing
Business to business
Case study research
Market intelligence
Customer needs
Environmental analysis

Keywords

  • business-to-business segmentation
  • B2B segmentation

Cite this

Understanding the market segmentation process in a small engineering company. / Cheng, Lindsay.

2007.

Research output: ThesisDoctoral Thesis

@phdthesis{cf3bf1e1aa614a9fa3b9b275c543e987,
title = "Understanding the market segmentation process in a small engineering company",
abstract = "The research follows the development of a strategic marketing and segmentation process in a small engineering company. Existing business-to-business segmentation literature demonstrates the necessity to balance diverse customer needs with the capabilities and resources of competing organisations in the marketplace, but there are also known problems associated with it. The researcher was employed in Eatec for the duration of the two-year case study research. Action research was adopted to monitor the development of the strategic marketing planning and segmentation process. Whilst a structured approach to the strategic marketing and segmentation process was encouraged, the researcher demonstrated pitfalls in adopting a structured approach to the decision making process when evaluating and selecting market sectors. Integrating all elements of marketing activities into one process was recognised to be important for success. The directors had previously used the notion of intuition in isolation. The introduction of a strategic marketing and segmentation plan encouraged the directors to use information gained from internal and external environmental analysis, as well as marketing intelligence to substantiate their ‘gut-feel’. This led to the requirement for an appropriate evaluation and selection method which has to be intuitively appealing without it being too structured or restrictive. At the individual level of each company, it is the defined company objectives and business strategies that determine the appropriate segmentation approach, but common elements exist to all companies. The researcher believes that a structured process helps to pull different tasks from different business areas together in one process. It is the balance of these elements that makes a segmentation process unique to each company. The research concludes that segmentation activities should be integrated into a structured strategic marketing plan but the complex decision making process that happens during segmentation, in contrast should be less structured. By using multi-criteria decision making in a measured approach, the value of experience and intuition can be incorporated in conjunction with market intelligence when evaluating between equally favourable market sectors.",
keywords = "business-to-business segmentation, B2B segmentation",
author = "Lindsay Cheng",
year = "2007",
language = "English",
school = "University of Bath",

}

TY - THES

T1 - Understanding the market segmentation process in a small engineering company

AU - Cheng,Lindsay

PY - 2007

Y1 - 2007

N2 - The research follows the development of a strategic marketing and segmentation process in a small engineering company. Existing business-to-business segmentation literature demonstrates the necessity to balance diverse customer needs with the capabilities and resources of competing organisations in the marketplace, but there are also known problems associated with it. The researcher was employed in Eatec for the duration of the two-year case study research. Action research was adopted to monitor the development of the strategic marketing planning and segmentation process. Whilst a structured approach to the strategic marketing and segmentation process was encouraged, the researcher demonstrated pitfalls in adopting a structured approach to the decision making process when evaluating and selecting market sectors. Integrating all elements of marketing activities into one process was recognised to be important for success. The directors had previously used the notion of intuition in isolation. The introduction of a strategic marketing and segmentation plan encouraged the directors to use information gained from internal and external environmental analysis, as well as marketing intelligence to substantiate their ‘gut-feel’. This led to the requirement for an appropriate evaluation and selection method which has to be intuitively appealing without it being too structured or restrictive. At the individual level of each company, it is the defined company objectives and business strategies that determine the appropriate segmentation approach, but common elements exist to all companies. The researcher believes that a structured process helps to pull different tasks from different business areas together in one process. It is the balance of these elements that makes a segmentation process unique to each company. The research concludes that segmentation activities should be integrated into a structured strategic marketing plan but the complex decision making process that happens during segmentation, in contrast should be less structured. By using multi-criteria decision making in a measured approach, the value of experience and intuition can be incorporated in conjunction with market intelligence when evaluating between equally favourable market sectors.

AB - The research follows the development of a strategic marketing and segmentation process in a small engineering company. Existing business-to-business segmentation literature demonstrates the necessity to balance diverse customer needs with the capabilities and resources of competing organisations in the marketplace, but there are also known problems associated with it. The researcher was employed in Eatec for the duration of the two-year case study research. Action research was adopted to monitor the development of the strategic marketing planning and segmentation process. Whilst a structured approach to the strategic marketing and segmentation process was encouraged, the researcher demonstrated pitfalls in adopting a structured approach to the decision making process when evaluating and selecting market sectors. Integrating all elements of marketing activities into one process was recognised to be important for success. The directors had previously used the notion of intuition in isolation. The introduction of a strategic marketing and segmentation plan encouraged the directors to use information gained from internal and external environmental analysis, as well as marketing intelligence to substantiate their ‘gut-feel’. This led to the requirement for an appropriate evaluation and selection method which has to be intuitively appealing without it being too structured or restrictive. At the individual level of each company, it is the defined company objectives and business strategies that determine the appropriate segmentation approach, but common elements exist to all companies. The researcher believes that a structured process helps to pull different tasks from different business areas together in one process. It is the balance of these elements that makes a segmentation process unique to each company. The research concludes that segmentation activities should be integrated into a structured strategic marketing plan but the complex decision making process that happens during segmentation, in contrast should be less structured. By using multi-criteria decision making in a measured approach, the value of experience and intuition can be incorporated in conjunction with market intelligence when evaluating between equally favourable market sectors.

KW - business-to-business segmentation

KW - B2B segmentation

M3 - Doctoral Thesis

ER -