Marketing Channel Strategy
Service Output Priorities
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- Percentage of Respondents 16% 13% 61% 10% Respondents allocate 100 points among the following supplier-provided service outputs, according
| Service Output Priorities
Lowest Total Cost/ Pre-Sales Info Segment Responsive Support/ Post- Sales Segment Full-Service Relationship Segment References and Credentials Segment References and credentials 5 4 6 25 Financial stability and longevity 4 4 5 16 Product demonstrations and trials 11 10 8 20 Proactive advice and consulting 10 9 8 10 Responsive assistance during decision process 14 9 10 6 One-stop solution 4 1 18 3 Lowest price 32 8 8 6 Installation and training support 10 15 12 10 Responsive problem solving after sale 8 29 10 3 Ongoing relationship with a supplier 2 11 15 1 Total 100 100 100 100 Percentage of Respondents 16% 13% 61% 10% Respondents allocate 100 points among the following supplier-provided service outputs, according to their importance to the company: TABLE 10.1 Business- to-Business Channel Segments for a New High- Technology Product = Greatest Discriminating Attributes = Additional Important Attributes Source: Reprinted with permission of Rick Wilson, Chicago Strategy Associates, © 2000. END-USER ANALYSIS 334 the full-service segment. This study supports a trade-off between price and service outputs, recognizing that a segment’s demand for service outputs really reflects its willingness to pay for them—and highlights the need to include sensitivity to pric- ing levels in any such analysis. Some interesting insights arise from Table 10.1. First, marketing channels serv- ing any of the specific segments need to deliver more of some service outputs than others. Thus, it is unlikely that any one-channel strategy can satisfy the needs of all segments. For example, the lowest price is highly valued in only one seg- ment (i.e., lowest total cost segment, representing only 16 percent of respondents). The majority of the market simply is not driven primarily by price considerations. This information is invaluable for designing channel strategies that respond to the service output needs of customers, even if doing so implies higher prices than a no-frills solution might entail. In contrast, all the segments value installation and training support at least moderately; therefore, this support capability must be designed into every single channel solution. Similar insights stem from the rows of Table 10.1, which reveal the contrasts among segments in terms of other spe- cific service output demands. In Figure 10.2, we provide an overview of the steps involved in developing a service output segmentation template. Appendix 10.1 outlines the process in Figure 10.2 in greater detail, with prototypical examples for completing a service output segmentation template, which is a tool for seg- menting end-users to facilitate targeting by specific channel structures. Accompanying Appendix 10.1 is a blank service output segmentation template in Table 10.2, which can assist channel managers conducting end-user segmentation analyses. T A R G E T I N G E N D - U S E R S E G M E N T S After segmenting the market and identifying each end-user segment’s distinct ser- vice output needs, the channel manager can integrate these insights into an overall Step 1: Identify Segments Being Served Step 2: Establish Service Output Demand for Each Segment Step 3: Look for Patterns Allocate points across outputs by segment; de ine High, Medium, and Low demand segments Identify which segments value a particular output over all others FIGURE 10.2 Identifying Service Output Segments END-USER ANALYSIS 335 marketing channel design and management plan. In particular, this information should be used to: tải về 5.39 Mb. Chia sẻ với bạn bè của bạn:
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