Segmentation Marketing Research must involve Engineering, R&D Teams

The Conundrum of Who to Involve in the Segmentation Development Process

Segmentation marketing research (especially attitudinal segmentation) is a key component to product development research.Yet, when marketers and product managers consider a new segmentation research project involving their customers and prospects, they usually don't think of going to the engineering and R&D teams for input. 

Why not? Some may argue marketers and engineers are generally different personalities and frequently have different approaches to getting the customer what they want and need.

Truth be told, the fact they both have different approaches and are both in essence trying to do the same thing (get the customer what they want and need) is an excellent reason why they should be included in your next segmentation project.

Before Reese’s created their famous “peanut butter in my chocolate” commercials, peanut butter may not have been the first thing that would come to mind when you were looking for something to eat with your chocolate. Just because peanut butter wasn’t top of mind doesn’t mean it didn’t go with chocolate.

Skeptical? You may be thinking, "How am I going to explain the segmentation development process to them? They view the customer as someone they already know, and view their needs the same way".

"Aren’t I just signing up for a battle I don’t need?"

Actually, it is a battle you do need. While maybe what you are saying is true (and is definitely not true in many companies), they will be excellent partners with you in this effort.

The next question is "What is the best way to approach their involvement?"

First, explain the segmentation development process with them (or ask your friendly marketing research partner to explain it). Help them understand the purposes of segmentation marketing research and its benefits to the company. Select a team member and have them represent Engineering/R&D and offer ownership. At this point you are ready to get started.

Begin with Using Engineering/R&D-Driven Innovations as the Basis for Segments

First, ask questions surrounding differing technical approaches to the problems you solve for your customers. How different do they feel they are being perceived? What are the biggest differences?

Begin to categorize these ideas and ask how they think your customers and prospects react to these changes.

• How does your product's approach to solving your customer's problems provide benefits?
• What must your customers or markets believe in order to agree with your approach?
• How do these beliefs align with the prevailing wisdom or the gold standards for your business?

Key Question: Is the "Prevailing Wisdom" In Your Favor?

This is a critical question that must be honestly answered internally before you can properly segment your customers and prospects attitudinally.  Is your company’s technical approach based on an idea or worldview that runs with or against the “prevailing wisdom”? How popular is your approach to this technology?  This requires an engineering/R&D touch.  This combined with customer feedback will help you understand the degree to which you will need to make sure your segmentation  helps you understand what percentage of your target audience understands or believes in the direction you are going with your innovation.  The only way to truly get this requires your technical team members.

Create your Hypotheses and Meet Again

The next step involves the assimilation of what was learned in the previous step, and the sharing of the "translation" to hypothetical segment descriptions so you can receive feedback.  This step is critical, since there are different languages spoken here frequently (technical vs. advantages/benefits).  This validation step minimizes miscommunications and misunderstanding, and just as important, sends a clear message you are serious about including their input.

Ownership is Critical to Insure Customer and Market Segmentations Are Utilized

One of the most common comments we hear about segmentation schemes is that they are not taken seriously by non-marketing staff.  This does not always happen because the segmentation schemes are poorly constructed or do not serve their purpose, but because too often these individuals were not aware of how they were created and seem a gross oversimplification of their customers or audience.

Frequently this lack of ownership can be short circuited by insuring these indivuduals are present in the development process. 

Actionable Research specializes in developing effective attitudinal segmentation schemes that have technology components. Visit us for more information on this topic or arrange a brief call with Actionable Reseach to learn more about how we can assist with your unique project.