6,120 research outputs found
To boardrooms and sustainability: the changing nature of segmentation
Market segmentation is the process by which customers in markets with some heterogeneity
are grouped into smaller homogeneous segments of more âsimilarâ customers. A market
segment is a group of individuals, groups or organisations sharing similar characteristics and
buying behaviour that cause them to have relatively similar needs and purchasing behaviour.
Segmentation is not a new concept: for six decades marketers have, in various guises, sought to
break-down a market into sub-groups of users, each sharing common needs, buying behavior
and marketing requirements. However, this approach to target market strategy development
has been rejuvenated in the past few years. Various reasons account for this upsurge in the
usage of segmentation, examination of which forms the focus of this white paper.
Ready access to data enables faster creation of a segmentation and the testing of propositions to
take to market. âBig dataâ has made the re-thinking of target market segments and value
propositions inevitable, desirable, faster and more flexible. The resulting information has
presented companies with more topical and consumer-generated insights than ever before.
However, many marketers, analytics directors and leadership teams feel over-whelmed by the
sheer quantity and immediacy of such data.
Analytical prowess in consultants and inside client organisations has benefited from a stepchange,
using new heuristics and faster computing power, more topical data and stronger
market insights. The approach to segmentation today is much smarter and has stretched well
away from the days of limited data explored only with cluster analysis. The coverage and wealth
of the solutions are unimaginable when compared to the practices of a few years ago. Then,
typically between only six to ten segments were forced into segmentation solutions, so that an
organisation could cater for these macro segments operationally as well as understand them
intellectually. Now there is the advent of what is commonly recognised as micro segmentation,
where the complexity of business operations and customer management requires highly
granular thinking. In support of this development, traditional agency/consultancy roles have
transitioned into in-house business teams led by data, campaign and business change planners.
The challenge has shifted from developing a granular segmentation solution that describes all
customers and prospects, into one of enabling an organisation to react to the granularity of the
solution, deploying its resources to permit controlled and consistent one-to-one interaction
within segments. So whilst the cost of delivering and maintaining the solution has reduced with
technology advances, a new set of systems, costs and skills in channel and execution
management is required to deliver on this promise. These new capabilities range from rich
feature creative and content management solutions, tailored copy design and deployment tools,
through to instant messaging middleware solutions that initiate multi-streams of activity in a
variety of analytical engines and operational systems.
Companies have recruited analytics and insight teams, often headed by senior personnel, such as
an Insight Manager or Analytics Director. Indeed, the situations-vacant adverts for such
personnel out-weigh posts for brand and marketing managers. Far more companies possess the
in-house expertise necessary to help with segmentation analysis. Some organisations are also
seeking to monetise one of the most regularly under-used latent business assets⊠data.
Developing the capability and culture to bring data together from all corners of a business, the open market, commercial sources and business partners, is a step-change, often requiring a
Chief Data Officer. This emerging role has also driven the professionalism of data exploration,
using more varied and sophisticated statistical techniques.
CEOs, CFOs and COOs increasingly are the sponsor of segmentation projects as well as the users
of the resulting outputs, rather than CMOs. CEOs because recession has forced re-engineering of
value propositions and the need to look after core customers; CFOs because segmentation leads
to better and more prudent allocation of resources â especially NPD and marketing â around the
most important sub-sets of a market; COOs because they need to better look after key
customers and improve their satisfaction in service delivery. More and more it is recognised that
with a new segmentation comes organisational realignment and change, so most business
functions now have an interest in a segmentation project, not only the marketers.
Largely as a result of the digital era and the growth of analytics, directors and company
leadership teams are becoming used to receiving more extensive market intelligence and
quickly updated customer insight, so leading to faster responses to market changes, customer
issues, competitor moves and their own performance. This refreshing of insight and a leadership
teamâs reaction to this intelligence often result in there being more frequent modification of a
target market strategy and segmentation decisions.
So many projects set up to consider multi-channel strategy and offerings; digital marketing;
customer relationship management; brand strategies; new product and service development;
the re-thinking of value propositions, and so forth, now routinely commence with a
segmentation piece in order to frame the ongoing work. Most organisations have deployed
CRM systems and harnessed associated customer data. CRM first requires clarity in segment
priorities. The insights from a CRM system help inform the segmentation agenda and steer how
they engage with their important customers or prospects. The growth of CRM and its ensuing
data have assisted the ongoing deployment of segmentation.
One of the biggest changes for segmentation is the extent to which it is now deployed by
practitioners in the public and not-for-profit sectors, who are harnessing what is termed social
marketing, in order to develop and to execute more shrewdly their targeting, campaigns and
messaging. For Marketing per se, the interest in the marketing toolkit from non-profit
organisations, has been big news in recent years. At the very heart of the concept of social
marketing is the market segmentation process.
The extreme rise in the threat to security from global unrest, terrorism and crime has focused
the minds of governments, security chiefs and their advisors. As a result, significant resources,
intellectual capability, computing and data management have been brought to bear on the
problem. The core of this work is the importance of identifying and profiling threats and so
mitigating risk. In practice, much of this security and surveillance work harnesses the tools
developed for market segmentation and the profiling of different consumer behaviours.
This white paper presents the findings from interviews with leading exponents of segmentation
and also the insights from a recent study of marketing practitioners relating to their current
imperatives and foci. More extensive views of some of these âleading lightsâ have been sought
and are included here in order to showcase the latest developments and to help explain both
the ongoing surge of segmentation and the issues under-pinning its practice. The principal
trends and developments are thereby presented and discussed in this paper
Scenarios for the development of smart grids in the UK: literature review
Smart grids are expected to play a central role in any transition to a low-carbon energy future, and much research is currently underway on practically every area of smart grids. However, it is evident that even basic aspects such as theoretical and operational definitions, are yet to be agreed upon and be clearly defined. Some aspects (efficient management of supply, including intermittent supply, two-way communication between the producer and user of electricity, use of IT technology to respond to and manage demand, and ensuring safe and secure electricity distribution) are more commonly accepted than others (such as smart meters) in defining what comprises a smart grid.
It is clear that smart grid developments enjoy political and financial support both at UK and EU levels, and from the majority of related industries. The reasons for this vary and include the hope that smart grids will facilitate the achievement of carbon reduction targets, create new employment opportunities, and reduce costs relevant to energy generation (fewer power stations) and distribution (fewer losses and better stability). However, smart grid development depends on additional factors, beyond the energy industry. These relate to issues of public acceptability of relevant technologies and associated risks (e.g. data safety, privacy, cyber security), pricing, competition, and regulation; implying the involvement of a wide range of players such as the industry, regulators and consumers.
The above constitute a complex set of variables and actors, and interactions between them. In order to best explore ways of possible deployment of smart grids, the use of scenarios is most adequate, as they can incorporate several parameters and variables into a coherent storyline. Scenarios have been previously used in the context of smart grids, but have traditionally focused on factors such as economic growth or policy evolution. Important additional socio-technical aspects of smart grids emerge from the literature review in this report and therefore need to be incorporated in our scenarios. These can be grouped into four (interlinked) main categories: supply side aspects, demand side aspects, policy and regulation, and technical aspects.
Scenarios for the development of smart grids in the UK: synthesis report
âSmart gridâ is a catch-all term for the smart options that could transform the ways society produces, delivers and consumes energy, and potentially the way we conceive of these services. Delivering energy more intelligently will be fundamental to decarbonising the UK electricity system at least possible cost, while maintaining security and reliability of supply.
Smarter energy delivery is expected to allow the integration of more low carbon technologies and to be much more cost effective than traditional methods, as well as contributing to economic growth by opening up new business and innovation opportunities. Innovating new options for energy system management could lead to cost savings of up to ÂŁ10bn, even if low carbon technologies do not emerge. This saving will be much higher if UK renewable energy targets are achieved.
Building on extensive expert feedback and input, this report describes four smart grid scenarios which consider how the UKâs electricity system might develop to 2050. The scenarios outline how political decisions, as well as those made in regulation, finance, technology, consumer and social behaviour, market design or response, might affect the decisions of other actors and limit or allow the availability of future options. The project aims to explore the degree of uncertainty around the current direction of the electricity system and the complex interactions of a whole host of factors that may lead to any one of a wide range of outcomes. Our addition to this discussion will help decision makers to understand the implications of possible actions and better plan for the future, whilst recognising that it may take any one of a number of forms
Systemische Vernetzung urbaner und lĂ€ndlicher RĂ€ume â Erkennen, Formulieren, Entwerfen
Im Rahmen von Planungsvorhaben beschrĂ€nken sich Kontextanalysen oftmals nur auf rĂ€umliche VerĂ€nderungsprozesse von âLandâ oder âStadtâ. Damit hierbei alle gesamtgesellschaftlichen Aspekte zielfĂŒhrend mitgedacht werden können, sollten diese bewusst frĂŒhzeitig maĂstabsĂŒbergreifend erfasst werden. Das Aufbrechen fokussierter Planungssichten stellt hierfĂŒr einen notwenigen ersten Schritt dar. Die Systemgrenze der Betrachtungsweise sollte dabei grundlegend erweitert werden. Somit können frĂŒhzeitig wichtige Akteursgruppen und sozial-rĂ€umliche Wechselwirkungen in das Sichtfeld treten, deren ansonstenvernachlĂ€ssigte Belange nur schwer bzw. nicht mehr in die laufende Planung zu integrieren sind. Analysen von verschiedenen Personen-, Waren-, Informationsströme etc. dienen als Ansatz einer vernetzten Betrachtung von âLandâ und âStadtâ. Diesem Gedanken folgend wird ein ganzheitlicher analysebasierter Planungsansatz, der zu einem integrierten Lehrkonzept fĂŒr Architekturstudenten forschungsnah aufbereitet wurde, vorgestellt. Als Basis und Alleinstellungsmerkmal gegenĂŒber der klassischen Entwurfsausbildung wird eine breitgefĂ€cherte Potentialanalyse an den Anfang einer planerischen Entwurfsaufgabe gestellt. Praxisnahe Lehrveranstaltungen, basierend auf den frĂŒhen Phasen der Projektentwicklung, schulen mit verschiedenen planerischen Instrumentarien die Studierenden, um planerische Problemstellungen zu regionalen und ĂŒberregionalen Verflechtungen (Stadt-Landbeziehungen) sowie Eingriffe auf verschiedenenMaĂstabsebenen wie Nachbarschaft und Quartier zu identifizieren und problemgerecht zu qualifizieren. In der weiteren Bearbeitung entsteht hieraus ein integrales, bauliches und rĂ€umliches Entwurfskonzept
Teaching Computer Programming Through Hands-on Labs on Cognitive Computing
In this work we report the experience of a long-lasting educational project that we have been carrying since a couple of years. In particular, we summarize the results achieved by students in the last year, when they were put to work on the collaborative development of small, yet full featured, software projects. At the same time, based on more recent findings, we seek to lay the foundations to build a pragmatic model to teach cognitive computing programming. The experience was carried on in a Programming course at the Universities of Naples âFederico IIâ and Genoa, in Italy, and fostered the use of a PaaS (Platform as a Service) environment for a cooperative learning activity, used to disseminate theoretical concepts acquired within the course, also by means of cognitive computing tools. The project, from its inception, has involved a relevant number of students. Initially, the experiment had to be concluded in one year but, instead, has continued evolving with new projects, as new tools and services were made available, carrying new opportunities. The evolution has led, in the most recent release, to using the IBM Bluemix platform with its wide range of components, including Watson. This work goes in the direction of developing the smart university model, by using innovative and intelligent services to help develop a new generation of applications, but also to promote and disseminate a new way for designing and building them
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