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 ‘similar’ 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. ‘Big data’ 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 – especially NPD and marketing – 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 team’s 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 ‘leading lights’ 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

Energy challenges for ICT

The energy consumption from the expanding use of information and communications technology (ICT) is unsustainable with present drivers, and it will impact heavily on the future climate change. However, ICT devices have the potential to contribute signi - cantly to the reduction of CO2 emission and enhance resource e ciency in other sectors, e.g., transportation (through intelligent transportation and advanced driver assistance systems and self-driving vehicles), heating (through smart building control), and manu- facturing (through digital automation based on smart autonomous sensors). To address the energy sustainability of ICT and capture the full potential of ICT in resource e - ciency, a multidisciplinary ICT-energy community needs to be brought together cover- ing devices, microarchitectures, ultra large-scale integration (ULSI), high-performance computing (HPC), energy harvesting, energy storage, system design, embedded sys- tems, e cient electronics, static analysis, and computation. In this chapter, we introduce challenges and opportunities in this emerging eld and a common framework to strive towards energy-sustainable ICT

CCTV Technology Handbook

This CCTV Technology Handbook provides emergency responders, law enforcement security managers, and other security specialists with a reference to aid in planning, designing, and purchasing a CCTV system. This handbook includes a description of the capabilities and limitations of CCTV components used in security applications

Neuro-memristive Circuits for Edge Computing: A review

The volume, veracity, variability, and velocity of data produced from the ever-increasing network of sensors connected to Internet pose challenges for power management, scalability, and sustainability of cloud computing infrastructure. Increasing the data processing capability of edge computing devices at lower power requirements can reduce several overheads for cloud computing solutions. This paper provides the review of neuromorphic CMOS-memristive architectures that can be integrated into edge computing devices. We discuss why the neuromorphic architectures are useful for edge devices and show the advantages, drawbacks and open problems in the field of neuro-memristive circuits for edge computing

Computationally Efficient Target Classification in Multispectral Image Data with Deep Neural Networks

Detecting and classifying targets in video streams from surveillance cameras is a cumbersome, error-prone and expensive task. Often, the incurred costs are prohibitive for real-time monitoring. This leads to data being stored locally or transmitted to a central storage site for post-incident examination. The required communication links and archiving of the video data are still expensive and this setup excludes preemptive actions to respond to imminent threats. An effective way to overcome these limitations is to build a smart camera that transmits alerts when relevant video sequences are detected. Deep neural networks (DNNs) have come to outperform humans in visual classifications tasks. The concept of DNNs and Convolutional Networks (ConvNets) can easily be extended to make use of higher-dimensional input data such as multispectral data. We explore this opportunity in terms of achievable accuracy and required computational effort. To analyze the precision of DNNs for scene labeling in an urban surveillance scenario we have created a dataset with 8 classes obtained in a field experiment. We combine an RGB camera with a 25-channel VIS-NIR snapshot sensor to assess the potential of multispectral image data for target classification. We evaluate several new DNNs, showing that the spectral information fused together with the RGB frames can be used to improve the accuracy of the system or to achieve similar accuracy with a 3x smaller computation effort. We achieve a very high per-pixel accuracy of 99.1%. Even for scarcely occurring, but particularly interesting classes, such as cars, 75% of the pixels are labeled correctly with errors occurring only around the border of the objects. This high accuracy was obtained with a training set of only 30 labeled images, paving the way for fast adaptation to various application scenarios.Comment: Presented at SPIE Security + Defence 2016 Proc. SPIE 9997, Target and Background Signatures I

Bioelectronic Sensor Nodes for Internet of Bodies

Energy-efficient sensing with Physically-secure communication for bio-sensors on, around and within the Human Body is a major area of research today for development of low-cost healthcare, enabling continuous monitoring and/or secure, perpetual operation. These devices, when used as a network of nodes form the Internet of Bodies (IoB), which poses certain challenges including stringent resource constraints (power/area/computation/memory), simultaneous sensing and communication, and security vulnerabilities as evidenced by the DHS and FDA advisories. One other major challenge is to find an efficient on-body energy harvesting method to support the sensing, communication, and security sub-modules. Due to the limitations in the harvested amount of energy, we require reduction of energy consumed per unit information, making the use of in-sensor analytics/processing imperative. In this paper, we review the challenges and opportunities in low-power sensing, processing and communication, with possible powering modalities for future bio-sensor nodes. Specifically, we analyze, compare and contrast (a) different sensing mechanisms such as voltage/current domain vs time-domain, (b) low-power, secure communication modalities including wireless techniques and human-body communication, and (c) different powering techniques for both wearable devices and implants.Comment: 30 pages, 5 Figures. This is a pre-print version of the article which has been accepted for Publication in Volume 25 of the Annual Review of Biomedical Engineering (2023). Only Personal Use is Permitte

Competing for Tomorrow’s Customers: A View from the Future

This paper includes a compilation of the most important activities that marketers will need to perform in order to be competitive in the coming years. As changes occur and new competitive processes or practices are developed, practitioners often create acronyms that come into general use as a type of shorthand. This paper will discuss several acronyms that have become central to competing for tomorrow’s customers. The purpose of this investigation is to provide marketing professionals with important information about where they will need to focus their efforts, update their knowledge, and continue to build their marketing skill sets if they are to succeed in the future and to provide business professors with leading edge information so that they can best prepare their marketing students to be highly competitive when they graduate and enter the business world.