However, as has already been stated, segmentation is a strategic process where qualitative and creative judgements have to betaken. Opportunities have to be evaluated on their strategic fit. Not only do the assets and competencies of the organization have to have synergy with a particular market segment, but wider issues have to be considered as well.
Opportunities have also to be evaluated on the following somewhat subjective criteria:
These factors of compatibility with the internal practices of an organization are likely to prove critical to the successful implementation of a new segmentation strategy. The newly entered segment has to have clear departmental ownership. Reporting lines and information flows have to be able to monitor its progress.
In short, individuals within the organization have to embrace wholehearted the development of the new segment or failure will follow no matter how attractive the segment or how well the organization’s overt assets and competencies might fit. A successful selection process will have identified a market segment or segments that are in alignment with the company’s assets and competencies and is also compatible with the wider organizational issues.
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Marketing Strategy Tutorial
The Strategic Perspective
Developing A Future Orientation
Targeting, Positioning And Brand Strategy
Product Development And Innovation
Alliances And Relationships
The Strategic Marketing Plan
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