Skip to main content

Navel-Gazing & Sales Segmentation Strategy

Sales segmentation is a 'vital first step' in building a platform for more profitable and efficient sales strategies, according to a study by IDC. Their research indicates that for companies who make the investment in thoughtful, and thorough, data-based sales segmentation policies and practices, the payoff will be substantial.

"Simply put, the goal of sales segmentation is to identify the unique needs of groups of customers and to efficiently serve those needs," said Lee Levitt, director of IDC's Sales Leadership Board.

"Some customers require extensive hand-holding and large account teams. Other customers expect specific industry expertise from their account manager or account team. Smaller accounts must be served efficiently by territory account managers covering 30-50 accounts or by channel partners."

Feedback from IDC survey research participants shows that customer buying dynamics and support requirements vary by segment, and an effective sales segmentation strategy will identify both the specific segment requirements and the investments necessary for success.

"Effective segmentation strategies must consider the scope and quality of data necessary to conduct useful segmentation analysis and the range of investments required to serve accounts across segments," continued Levitt.

"The management practices necessary to effectively manage the people deployed around the world on sales and support teams, the magnitude of the 'upside' in properly segmenting and serving customers, as well as the ability to effectively measure the ROI of those investments, are also crucial elements needed for a successful strategy."

IDC's second new study in its series of best practices in sales improvement processes analyzes the importance of share of wallet (SOW) as a critical sales element. IDC believes SOW provides a fundamental measure of opportunity and upside, providing actionable information on where to invest sales assets more accurately than perhaps any other single measure.

With precise SOW information, sales executives can identify both the magnitude of specific opportunities and the resources and activities necessary to capitalize on those opportunities.

As IDC defines it, SOW is much more than a simple measure of share of spend for a specific budget line item. It encompasses both data (customer buying history, historical and forecast account spend, and the representation of relationships between business units) and an analytical and prescriptive process (information gathering, account planning, customer interaction, opportunity analysis, and resource allocation).

Implemented effectively, this broader application of SOW provides the road map to growth in revenue, profitability, and customer satisfaction on an account-by-account basis. However, IDC doesn't mention who will likely be tasked to perform this vital segmentation at a typical company -- perhaps that's the ultimate issue to consider.

Based upon my own experience, it's rare to find an individual or group of people that are recognized -- and respected -- as the company policy thought-leader on segmentation strategy and associated business processes. The problem is often centered on the fact that even in the largest of sales, marketing and customer care organizations -- they lack a qualified 'customer advocate' within their talent pool.

The sad truth -- there is rarely a designated champion who clearly articulates the customer's collective needs, and then selectively groups those weighted needs into logical clusters of common interest. In contrast, most customer-facing organizations are still way too internally focused. Essentially, these corporate navel-gazers are flying blind, and at increasingly higher speeds.

Popular posts from this blog

Digital Talent Demand Exceeds Supply in Asia-Pac

Even the savviest CEO's desire for a digital transformation advantage has to face the global market reality -- there simply isn't enough skilled and experienced talent available to meet demand. According to the latest market study by IDC, around 60-80 percent of Asia-Pacific (AP) organizations find it "difficult" or "extremely difficult" to fill many IT roles -- including cybersecurity, software development, and data insight professionals. Major consequences of the skills shortage are increased workload on remaining digital business and IT employees, increased security risks, and loss of "hard-to-replace" critical transformation knowledge. Digital Business Talent Market Development Although big tech companies' layoffs are making headlines, they are not representative of the overall global marketplace. Ongoing difficulty to fill key practitioner vacancies is still among the top issues faced by leaders across industries. "Skills are difficul

Mobile Device Market Still Awaiting Recovery

The mobile devices market has experienced three years of unpredictable demand. The global pandemic, geopolitical pressures, supply chain issues, and macroeconomic headwinds have hindered the sector's consistent growth potential. This extremely challenging environment has dramatically affected both demand and supply chains. It has led to subsequent inflationary pressures, leading to a worsening global cost of living crisis suppressing growth and confidence in the sector. In tandem, mobile device industry stakeholders have become more cautious triggering market uncertainties. Mobile Device Market Development Operating under such a backdrop, the development of mobile device ecosystems and vendor landscapes have been impacted severely. Many of these market pressures persisted throughout 2022 and now into 2023, borne chiefly by the smartphone market. According to the latest worldwide market study by ABI Research, worldwide smartphone shipments in 2022 declined 9.6 percent Year-over-Year

Open Banking Usage to Grow by 470 Percent

The Open Banking business model has been advantageous for Third-Party Providers (TPPs), helping them to extend their offerings into other areas of financial services with new capabilities. Open Banking is also advantageous for traditional banking institutions, despite the perceived loss of custodianship over their data, by providing greater accessibility to more bank services. Furthermore, Open Banking can help serve Mobile Internet providers that are able to leverage it to create tailored services according to customers’ preferences and/or economic limitations. Open Banking Market Development Since traditional banking services are made more convenient by TPPs via greater data access, customers can proactively manage their finances and shape the development of new financial offerings. This is particularly noticeable in the realm of Digital Payments, where retail merchants and customers transact through eCommerce, which has the greatest number of use cases for Open Banking. These includ