<img height="1" width="1" style="display:none;" alt="" src="https://dc.ads.linkedin.com/collect/?pid=61497&amp;fmt=gif">

5 questions to ask before targeting any customer segment

Posted by Jack Medland-Slater - 03 September, 2018

Make market research easier for you and your team. Ask yourself these five simple questions to determine whether a particular segment is the right target for your offerings.

5 questions to ask before targeting any customer segment


Read more: Understanding your Audience, the complete guide to market research.



1) Is this segment large enough?

Whatever segment you target needs to be significant enough to make your effort worthwhile.

“Large” in this context doesn’t necessarily mean volume of customers: it can refer to size of disposable income, or size of lifetime value, for example.

A larger audience is certainly more attractive, in that you’d be able to get a high level of return without needing as large a total market share. Despite this, a smaller segment with greater alignment with your product or service could end up being more profitable due to the potential for a higher conversion rate.

The key is balance. Too broad, and you run the risk of trying to be all things to all people. Too narrow, and you could put yourself at risk relying on a small handful of customers.

A typical strategy is to begin broad, then refine. Operating with a broad segment such as age, gender or location narrows your data sufficiently to spot relevant patterns, but not so narrowly that you miss out on larger trends.

In practice, this could mean starting with a target audience that is male, 30-40 and lives in Australia (broad segments), and then refine it further down the line to male, 30-40, Australian, loves cricket and has a household income of about $120,000 a year after further analysis.



2) Is this segment over-serviced already?

The more saturated a market is with competitors, the more difficult it will be for your business to stand out.

Targeting a segment that already has its needs met by several other competitors is unlikely to result in success for your company.

Some products may simply lend themselves to a very specific segment; a core demographic, geographic or psychographic. For example, trying to avoid targeting children when you are selling toys may be near-impossible, as would trying not to market a sports drink to people interested in sports.

If a core segment is being heavily targeted by competitors, companies should be ready to invest a lot more resource than normal in order to gain a foothold.

A segment that isn’t intrinsic to the product, on the other hand, can be successfully pivoted if already serviced.

A sports drink must be targeted towards those interested in sports, but there is still a lot of leeway in what other factors are targeted: age, location, gender and so on are all potential gaps in the market a business could exploit and avoid competition.



3) How much could this segment grow?

Often, it’s strategically viable to pivot towards an emerging trend (or audience, in this case) to obtain the ‘first-mover’ advantage.

Take Dungeons & Dragons as an interesting example. The latest version of this famous tabletop roleplaying game has seen an enormous growth in popularity over the last few years—something the developers of the game, the Wizards of the Coast, says is mostly down to the introduction of new technology like streaming and dedicated applications.

These technologies were invested in by the Wizards of the Coast early on, and they have paid dividends: one of the most popular Dungeons & Dragons-related apps, Roll20, has seen the number of sessions of the latest edition of the game more than triple since 2015.

The Wizards of the Coast (or more likely its owner, Hasbro) saw the opportunity for segment growth in its players—specifically for its digital players—and capitalised to enormous success in brand equity.

If you find yourself in a similar position, a smaller audience with the potential for rapid growth can be just as valuable as engaging with an existing segment.



4) How ready are we to service this segment?

Targeting a valuable segment isn’t much use if you are unable to service them properly.

At best, this results in an inefficient, flat business growth trajectory. At worst, it can permanently damage your company’s reputation.

Potential challenges you’ll need to address include everything from simple logistical issues (do you have enough capacity to deal with a sudden influx of additional customers?) right through to complex cultural considerations (does your team know how to effectively engage with this new segment?).

Resolutions may involve new training procedures, new facilities, new staffing volumes, and so on.


5) How much development would we need to service this segment effectively?

You’ve identified where you’d be lacking in servicing a segment beforehand, and now you need to define if it’s still worth targeting this segment.

Enter the Ansoff matrix. 

The more development required and the newer the audience, the higher risk you are entering into.

For example, if you were entering an existing market with an existing product or service (market penetration), you would be operating with very low risk—but potentially low reward as well.

On the other hand, if you were building a brand new product for an emerging audience (diversification)—both of which would require significant development both on your part and the audience’s—you are taking on a significant amount of risk.

Succeed on delivery, however, and you get first-mover advantages.

Ask these questions, and you’ll soon find yourself on the way to choosing the best target segment for your business.



Wondering how you can target your customer segments more effectively? Download the Persona Development Worksheet—our all-in-one guide to developing buyer personas.


Download the Brand Health Check

Topics: Customer Research

Recent Posts

Using smart technology to improve customer experience

read more

eNPS vs Employee Engagement: what's the difference?

read more

4 common market segmentation mistakes and why businesses fail

read more