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Sheth University of Illinois #44 REVELANCE OF SEGMENTATION FOR MARKET PLANNING Jagdish N. Sheth University of [llinois Segmentation is one of the four alternative strategies of market planning and analysis, As such, segmentation is not simply a set of analytical tools and techniques but rather a managerial philosophy or a viewpoint about the market place. The objective of this paper is to examine the relevance of segmentation to marketing problems, In the process, we will contrast segmentation with other strategies of market planning, specify conditions under which segmentation as a viewpoint is useful to marketing problems, and describe the specific marketing mix adjustments necessary to cater the market place in a segmented way, Definition of Market Segmentation The strategy of market segmentation refers to the conscious develop- ment and pursuit of separate marketing mix programs for essentially the same product or service but for different segments of the customers in the market place, The basic presumption in segmentation is that the market for a particular product or service is composed of customers with different expectations and/or different buying climates or situations, If these heterogeneous expectations and buying climates can be identified, then it is possible to develop specific marketing programs for each segment corresponding to its unique requirements, See Frank (1968), Kotler (1967), Smith (1956), Twedt (1970), and Lunn (1971) for other definitions, Later, we will describe the factors which determine the heter- ogeneity in buyer expectations and buying climates, It is sufficient here to state that positive and negative anticipations with respect to the same : : , sade ce Pee kt ee a od mre dnatoi3 ew ot 3% .auralisto aadyud ban er a aris reo OM * wring x #0 oe ¢ “a) oe th he) ee 20 sins chia tere 20 saotyaas 2968, ovitemesin ‘x00 ‘ons 38, ‘ana ai. conses to sae 2 efigate. don. at uo sadnowyoD dave nhs Atala b a % + chepenk ae teksegsonc a redser ‘dos eoupiadioe2 bae sons 8 ; we ud ‘soqng. edt Bo avsdoatde oat (Panta sedan cad bse " a add nl sneotion godsadzan a) ontaetategoe te ‘sonst 9 ‘Seater 26 solgesay ve ‘reide date asttadosmgoe ‘Seozgnoa| Eitw on St anitaqueiv a. an odseanomgea Ho dst webow anotatbaos queef sehen gutsoduao 219 t90ge sad edizaeab baa enotdong gatvoosen ¢ 44 4 ear) yaw betonesen ome vositg Seolnein ‘ons rete. 93 ‘qaavaatol Te i} J ; re ee ; ; ry Ne, wets qliniinense 203 eaimerq x sehnr griteteae w otmnanes o to ate ' . gf tamotave ‘an no ‘Steadtgag sid tgoLeadaas zotytzebay, ada “baa i) gukiaion 3e pvticat de: tebregense axis prone egelrd eieyinns a ry saeiae tout of hndsent wusies aio 20 nokdoate bias o2' peda ben ebesa ranosex3 mort braised strow o3 at atesdgne acd 1 a — o7amam duanayored an at ssouborg ap saseqolarob aid os ad3 elias erat) telaox 2300 Ye sanwale a. wh noksiaiteab, we * bs sgericecbal io “1a {spgenif> sntud thas ano ttn neces tomoraua 1 eoisongoxnsea ‘ad Aguona toa at at ganas shane tosos 7 ine tou racl_graasease eae ¢ cpa ental ban aboon Sexze ‘sada dgza9ass ae “ed sub bad: a)? a noksntnonyes to nolasameastqad intescoone A to abo at 43 tamotssbao anudeliine ows eorey mai amiirexe od indsakes eb a8 tet a bial sonal ,nolsomor” ee ean 2 atte oe btnode yinqno> sat e832 Qint! ated aes 20 sedan * nvgz0 soetva)sonieih.tb a. Joe tion ‘nds. to areas ts goers oa duekt 7b or N2)tde s"yamgeoa | a (alquaxt 30% em hit yn yesro.Jo a% gust oda ou. IR Fras noksayanoxe¥ tb agubosq: tegetlt eesio wk oobanaschyae2 enti ¥ ban stoiriad otmontaa 1 reodpiitondong. 7: cy wrahmel vd 4 basneseig. gtauozos ty nokta: a a eb ing 0 »fascaoyon nadsameemos brn ee " sare ae communicate individually to each segment. The identification is becoming a more and more difficult task as economies reach mass consumption levels because socio-economic and demographic differences are virtually nonexistant or unrelated to product preferences and brand loyaities, Similarly, it is often argued that selective communication to a segment is often impractical due to the true massness of mass media, the cost of communicating a selected group of customers may be higher than communicating to all the customers. The reader is encouraged to read Reynolds (1965), Frank (1968), and Wilkie (1971) for a review of the limitations, Despite these limitations that the two sufficient conditions impose, researchers are becoming more and more convinced that segmentation is a very useful viewpoint for managerial thinking. Partly this optimiem can be attributed to the limitations of alternative viewpoints of marketing strategy and planning. ae There appear to be three major alternative approaches to market planning and analysis in addition to segmentation analysis, They are (1) planned obsoiescence and new product innovations, (2) aggregate modeling of the market response, and (3) product or market variety. Planned obsolescence is directly reciprocal to segmentation as a philosophy of market planning and analysis. It is more of a technology- oriented concept. The fundamental assumption in planned obsolescence is to systematically introduce new products as and when technology permits to generate market growth, This market growth is derived not only by replacement of existing demand for alternative substitutes but by ah Gaddad Ki kdpakee. acl) orden floes of eLlaubivsbal esertiuagon dokia evinahoow ea tend ‘shen Rt eyo ba “sem is gnimoosd « 2 atigs i gonad: bra abe uae: sonbou pi uwyDd Shewai ontsimna “oan touboxg 0) bedotenen “i anadeinenee, etRauty oa atidiniia | Rowgie mbzio er 3, ia ° snnkatayol board bon, decay iste / dedadosrgut an $2e ae aaomaes a O8 goksnoheuesios svisoalon ee : Baigaolidamos La $202 eee cathe 6 atom do woven, avs, ota 2 9 gorkestoumos alia ake ad — #r9od wits ho quoms haaoeton a, eee it. Es ft't PROD B29 td ate oe bia - COdRT) toa’ (coe) ebionyea baet oF Segatuoane ah mE! — a | shauttaddabs dg 2p wolves» ani (Anes, i = > esaogr2 enoki tba seetsttivua pus elo isa ‘wontaad bans aac) 9 @-ak odteaabegn ands buca tvs sz0u bos sod ‘gainnced on ain ma torkage bias ‘itxo4 _wQnbdatda, ialxogniag x04 snkoqnesy. siagednn do addilogues ty ovianctaa in am eoubdsttent “eda a? & qukaonls dtoteaM 203m Ae Seen t _ Sedzeaw O32 ita wrkanasag fe olay wun? os ay sanqah o is is een noddesoimpas od anda kbp ad okaylean hor, #8 atdneteen (5) asap tdavernk aauborg won’ ‘hens, conmoerlonmio f itaekwuy Jadiae to Pnahhorg (E) bes sence aectane ws 20 # i Oa eOk sate rnp J a i eiaoen th, ‘pdunasatanda’ pe { ~yndicntans = 30 s20m a at, ‘vexagtana bins raphy) c ar snitlinee Lowi honanls, my Lpeaienes Pana ar hiteg Spdtontons, cent Bro #A. ators won 7 : ‘yd lap 400 bier aad ak duane Beceem ide nee i 7 yi bik Bet Nosussdidyn erkaanrasta 10 ‘nas 3 Ia.3 di i “in fi at ake stimulating additional demand in the market place, As such "innovate or perish" becomes the watchword in companies believeing in planned obsolescence, Pianned obsolescence has proved to be a limited concept despite its popularity until very recently, First, technology tends to become a common knowledge among competing companies and, therefore, generates intense competition which is both unprofitable and resented by the consumers, The classic examples are the automobile industry and the passenger airlines in the United States. Second, planned obsolescence tends to generate often vast numbers of new products which the market place simply rejects as unnecessary complications in buying and consumption activities, It is therefore, not surprising to find that more than 10,000 new grocery products are introduced every year, and approximately 65 percent of them fail to succeed, A second approach tbhaatiet planning and analysis is aggregate modeling of market responses, In this approach, effort is concentrated on establishing invariant relationships or laws between the marketing effort such as price and promotion, and the market reactions to these efforts such as sales, market share, etc, It is assumed that the market place is composed of homogeneous customers who deviate from the aggregate or average response systematically only in terms of the law of normal error. Thus, once the aggregate parameters of the relationship between marketing effort and market response are established, the marketing manager should attempt to optimize his scarce resources in light of this relationship. The aggregate modeling approach received a great deal of impetus in the late fifties and early sixties from management science, operations research, and simulation techniques. See Montgomery and Urban (1969) for eee at DAN ‘i aa lee hy ve y 7% atavoont® dowa oy eb omde aoatene ‘ert ‘on 2 ah enti . ee sefeasntonde binant ln ansovented svrmanne nd haseanr patie: ons , ; cy Media ba i peut rt ; . 7 B42 oatgeab: Janae bocihatt ° ad 93 haven ah * wend te os ‘hon ansohitzed Sai srtsesioo waey fiona ata ; re Oe HN ' ; ananzoomy ewtinereds (ban eedonages ‘nakseqnod seen ophoty in ree hs sesseuanas sus el bosmaacy pai Aides qrifaw Maéd er dota sgbaningh ‘ 20% wena de negutseag ‘iat eal eyaaubak iE beboniogun ts sol volgen. ts _gette esernnng at ebasa anaoadonds beards Booed “ameaeae L ca edant a iene mig joven. ont Hotdw tous won 30. ~ ; bb 35: ondavidos veda gaumaioa bas getycud Hit: apoktantiquas asouives4 visa073 yen tea, (Of ners eto cod hak o> ‘aia 0m - Sind mois te saaorey #8 eaamezecqot tas roe sawn 8 a en rent a : veh et. i hi ee - 5 songergag wi ebrytans Peet andomala anstes 3 awe i fA ; 1 ae bosangesoens ab rsdn dowcerge ekg at sapecoquen een : aa 8 7 v | tute gatsatene ont naowtoul wind 8 setenataear 2 Seasamh ape dome &tuotds sands 2 “Ano ttseae toutnen weld ‘Des: sto zona, pon soing & 3 rh me at onde anuhtac ong ants boone ak at site remade hime pear? otOT fturvan te paaml a ue to agen od 2 i este 2 * if u ovtasuerog: te aootzatiat! ads a6 ozawa ta one aw -ytawe qasbaalise bos sesiiay sates (qitorolatoy oe] Agsoew cic beqotevabxebm apa J aols tsa. bat foasaes notsetogoa ko oho a ehodyieugt banaavis deom aufero notation 3a waldosy 0 = “‘- é ai th =F eae | Bie fa a Instead, it is much more economical to commmicate the relative perceived instrumentality of a company's product for the present needs of consumers, 3. The customer-oriented concept in market segmentation eventually brings about a divorce between profits and sales (in which the Latter is presumed to be the means to achieve the former). This divorce between profits and sales is probably more beneficial in the long run because we have relied too heavily in the past on the man-made laws of accounting and economics to the detriment of a company's survival. 4, The market segmentation approach to market planning end analysis tends to bring about a marriage between company's profits and customer satisfaction, This immediately brings out the tremendous importance of word-of-mouth communication that satisfied customers generate on behalf of the company's product or service, In most situations, word-of-mouth has proven to be the single most important factor in the successful communication in contrast to company's advertising and promotion. 5. Finally, it becomes less and less costly to maintain satisfaction among consumers who ere Loyal to the company than to continuously attempt switching customers from competing altermatives, It is not at all uncommon today for some companies to drastically reduce their promotion budget and very pleasantly discover that their sales or market share position have remained unaffected, Mostly this is due to back of brand switching on _the part of company's loyal customers, . . Mi ijede 7 i i ay » i. (= a bevssiseag! enaets aa “reams on Akotuanan ro Ale at 2 : ‘ + my itsnawerix? 20 hoe ‘Aapedng ody x08 saebory a*yaagop: * 3a a ‘dn ~~ ‘eieutonve odgisongen dostssad ad sye2Ae ‘Dotmsre-ananans, ois 7 4 tae ats . B® 2: at jovial ‘eds doe my obiee ot asitorg) aoanesa \narovdh 4 Ce “ ‘ meewnied oma akan”, . Crate dau Wetion “a4 sia! ‘att a. a Ady! ow aauanod aur duet at cs tatortensd iron ended a wine A ine = ae rare oT. _grtanecoo Re eet ‘shes wid 0 isg nite nt chivas ood | 4 | mer hee eenagooe to bane ie act on si te sonadiagut sonkooees wa aaa bentid prota hoa site Lindod ue ogaz9eneg sipaoseue bonniaae! "eis aoktostnemae 3” fuon:to-troW .ts0l:qiate eben. of oie ou ,dblationg . : iaanaipan eas a2) sodsed 2anancen sou alent. say of 09 ae “stake bas bein pssoybe at yongos 07 a oD ore | nt, notSoaedtas niniotea ay Keo eaaenve panes th et sweat “7 i, ee r | Shahing kookzesairqas ‘sayud othrodyj-emezd ot sl sinh ea | | ry Sromueeags nibauiw ae yoomnosavns itelbow fio BANE Gls aunbdabtia wena Di Aogs af statins ae saan ok ae) | i ‘nan iy ee mats, » eh ptsn detaw my wenn obntone mos a il ede ih Wee A) ov { 1) Pedic ae PP ae) ye 10 agent in buyer expectations over a period of time, However, a specific social factor is not likely to equally dominate in developing buyer expectations in all buying situations; to the contrary, the process of developing choice criteria is presumed to be specific to each buying behavior. Secondly, the same sociel factor may create different expect- ations among various segments in one buying situation and very similar expectations in some other situations. The four major social factors determining buyer's expectations are (1) family, (2) social and organizational setting, (3) life style and social stratification, and (4) culture including ethnic subcultures, It is not within the purview of this paper to describe the process by which these social factors shape buyer expectations, The reader is referred to Howard and Sheth (1969) for a general discussion, and to Sheth (1971) for a specific theory of family influences on buyer expectations. In addition, Levy (1966), Bourne (1963), Hustad and Pessemier (1971), and Kassarjian and Robertson (1968) are useful sources for empirical evidence on the influence of these factors on buying behavior, I do wish to emphasize, however, that buyer expectations are probably more shaped by the consumer's social environment (past and present) than either by his biological needs, his personality or by the marketing efforts of the company. The second factor in my conceptual framework is called the buying Climate, It refers to the specific situation in which consumers make decisions to buy and consume goods and services, It includes the economic, demographic, and physical settings in which buyers go about choosing and consuming products and services, The buying climate, therefore, may vary wa Stooge, * 3 9a 4o bang A sees, icin posonee naw 8 tant ron 4 59 oud spngoteve | at samp bina, a setae’ ‘yon a | aw cava, ‘eta ein 00 walt co) Caense aeleot ifs wt ono, ot . 2 roy _gakdud dans 83 abitoegs rs wa: pleinone an aber ae Ri ik ‘stongen quoraTR tb aan: ‘yo aot kataos toons mis etttena ot | n p me : i : aS nike eae ewe obama sage wee ae iesiangiag, meray | ie Le a ae aetna wade wot a ’ 4 SSS a ; i a td ) oe saqnnisrongien 6 4 ‘ae. saint &. nat! te) yanearen, asoagpneng. boas ie oh cy rr om snalwe Oy, bat te woth ae : * ni 3 ie rb rs079a ialien Aetem e440 brs otts mane: sersaatuedi apnctto gonnbul vd anasorq ata nike amet 33 sega iad te vor a am adele. a3 yanolze2o0cns rel seats exosse Ta rood, - ; y ‘eh ie ey a9 bag Holsenoelh bain * wh denen), donde ‘bat aw a . toad’ ed wenn ‘abhtoodn & eh o ; i ; casted iat ‘pponbalhat ¥k * m7 * ; ert 1 shes. ean MOET) pues na (pare). wad, (03325 oi aon bos idixanans, bas (gens a anorw0n 1yaey-a20 canes) nowt pa robentind gu laud: Ld sera ann $4 apaoitttpr cd 50 son9btty eit Ae sscen yidaderg ss papatgn’ rd rogal cD as, eae ssadehiiqad 29 . oria 40 esos ei taneren a, ag 20, we Heniereg aia. tin sestaglalt a ee nate pads (apenas sed ‘ae am names sive satires emi 4: ie j { 1 5 = A { = A 7 (fe awa ould vation vi itive “rua 0 me a ha boogen wa axaaunnoe doa, * weaaawate: syenag a ai2_D3, syeben: rs “pages: ads nobus ox.” vom, ua hoy a aan -ll- from segment to segment primarily due to the time and space environments surrounding the consumers, The buying climate factor is perceived either to inhibit or to facilitate manifestation of buyer expectations into purchase and consumption of a brand, My own view is that there are four major factors which determine the buying climate specific to a product. ‘They are (1) financial situation, (2) geographic environment, (3) consumption environment, and (4) time pressure experienced by the buyers. Although not invariant, these four factors are presumed to be stable and not randomly fluctuating from day to day. Furthermore, I think changes in these factors, whenever they occur, are abrupt and somewhat cyclical, Once again, it is not within the perview of this paper to describe the process by which these factors determine the buying climate. The reader is referred to Howard and Sheth (1969) for a review of the effects of financial status and time pressure on buying decisions, Implications for Market Planning What are the implications of these two factors for market planning? By market planning, we mean the allocation of resources among the elements of marketing mix, Even though I do not agree with the traditional class- ification of marketing mix in terms of the four Ps (product, place, promotion, and price), we will examine the implications of segmentation in terms of developing either universal or selective marketing mix for various segments in the market place, Furthermore, when a selective strategy is implied, we will attempt to isolate specific elements of the marketing mix which should be adjusted and adapted to the requirements of the segments, Perhaps the simplest way is to examine whether there are similarities or wend niodanaonnie se Se ribet sida “ 0 . sbaieirs a 4b: eblsiqinaio dun i he = ts dubbiaane dine egal ‘both. si om anon tees ad; woke ive b 1 oe deduce tmouan 22. ‘ar oan ot Yabo, 7 08 anaes aan ty Be ina 9 ne chino, nekonatines ay van 0 a " S005 hads: Anniston ‘on ame ; th red old ui : tec Sats eh ey hottaiite et (titans ie ‘baw ohgeie od of ‘bomsmig” . | terials veda terenady iad susiea cy b magnaits: avid . joramaadraet =. i bas did aon wt 2 ahega, ‘wand wnetioyg Indvewo, ben on friaae’ ones dondw eat taasory ol paxronas ‘bt am ads ‘a ™ “itsee beta ‘Bxawott oJ barsiiers at roby we ) ‘oueants abel: of! oh M atietiong omits rot sudnee fatsoantt ie nroetan ‘a to wolves a8, 4 ee. wl 6 ay 4, Oe ce sect at ante 4 : % 0 fl j f “ , "a : a mt wr “ =, es m 4, 1 za whe sess if a i, ae Yeabanarg souun x09 rods wy ovr “panel ite sootunatiiont ‘ks “ae aa ae is” ‘nitaith sods hers ead igaw saga Ron ‘i ¥ agus wove? te BE pact Fomatg soit: outiong) ne ah wt 40. nara am ‘xin ean Yo ae 4 ST miied af ‘asd $8aieo ts eco FAIRE gel ines oe ting iid ow 008 | moaning eustyhy al subs vals ring ovivaniey 18 inwiovtaw “wsitsteg y pa om : i te cietiqut Pr ati ath » naive So i sisi side nani tupes abe seh i Carnes 40. porbtisttpie te omit ‘eitaeie bans: os ‘at =m { ~ a ae ¢ ‘a7 pice a i i GL (aa : 4) -12= differences among segments with vedbene to the buyer expectations or the buying climate or both, In figure 1, a four-fold classification is made based on the interaction of these two factors in a dichotomous way. A. If the buyer expectations and the buying climate are the same between any two segments, the planning shovld be based on @ common marketing mix program for both of them. in other words, no matter how we derived the two segments of the market, there are no differences between them to warrant separate and selective marketing programs. In the United States, there is a growing belief that many grocery products and some durable appliances should follow a universal marketing program because virtually there are no differences among consumers with respect to both the buyer expectations and the buying climate (Mayer 1963). In fact, this feeling of universal marketing is also prevalent in several companies which market their products on a multinational basis in most parts of the world, For example, the soft drinks industry follows virtually the same marketing program all over the world based on this concept of universal, undifferentiated market. The universal marketing programs typically tend to be very attractive to marketing managers for a number of reasons, First, the cost of selective marketing activities is minimized so that the same amount of financial resources go a longer way. This cost saving phenomenon is, furthermore, not limited to simply promotion but it is equally relevant to all the elements of marketing mix, Second, a simplified world is typically more preferred because it is a parsimonious worid in terme of organizational communication, coordination and control; the chances of the Murphy's Law being operative are less than in a more complex world of segmented markets, : QR aw BD studa moaned amoan9 dss oi 3% uoeds \2sdtaue wl 4g ae iis ‘ | . ‘ . * ae u . a ae , 4 a { Jal at a ae cA eA ves ee yf cre ects ingen ‘wee sit} a3, abagin dain 1 asin gene | | opin ay a * ; its ee ‘aban a wind anak? bea, HbR wot ry a oxy at ays avmandoriot ib nce, sin7De% oe) wonests 29 7 one ats say nam ta, paws ‘auld ba» eno antongns soeod ans “ ” weiaaanataaee Ce panne io tical geiko a ‘deeane owl wae : "9s Sowkaa ay i reritne wi sa ee tse, WE sae %o Aad fol sinha ai pcre roi bestow ‘wis ae ssinasiavrg wn a eiNe aves ree dee al . —_ew -tosnn2 iqas otdexnh wine bee nitvudborsg wrsacty yine tai, wera “or oie end yilaurr iv amunoad dorngore gotsongaa ‘Tavsorket e wn bra nato2 aioe Hyer wAT Mod 93 doegant. it2itw aa ROSS jaca, Saauevinw to nattost ai, toa) a oth regedit) adamalo “ ‘saoubarg ehodr’ jeacme Halee setungirse Laxeve® wh. iuateverq cola ae = s50 cuts ae gq 70% aioe outs ba ednly ‘wom ath aptnad Lawn: i ; 34 oe _ Ong wave tie AaIHOV aciderzam i aaah ats vlaaetake pol s02 ~ 7 aenalsier bexelsurx02? ibaa eee to Aynano’ aici a0. ‘ evisoexids yasv od at bila? iteotios usexg0 rt akrndeas iavaviag, _ _otaenden 30 FH a3 nae pibrodacee Ja ieee z, con wesagona gates Injonans %o tii wong oct ads pe bavdotoin aA gota ivissn id qoa yroerrodn fil nonionnety geiwin ane weet efiw tagno!, ) om sapere we. als ad Bheveles wi taupe mk 4h od so Lng utqnie ot | betas arg ere vbiastqus: ae b Ltn Sontatqon & sbagmit .axto gndtag (yt IMasEMO' tsnobinntanyre Ro ginis2, - silaiiad nsideigbacviici wank Sh Sipearey qnted wet selene ay ie wos ada lad bas itd nn et | .ehom vans To htzow xatgiy ai ®! ae vy aa a I : i y we ei Les pas iy 13 Figure 1 A Conceptual Framework of Segmentation for Market Planning Family <4 Same Social & ae Organizational | Setting eSeUySe Expectations Social Class— Culture saul Different Financial Geographic Consumption Time Situation Environment Environment Pressure Leena Buying Climate Same Different | Universal Selective Market Plans Adjustment in Product | & Distribution ? | Marketing Plans: | \ | } | Plans: | Marketing | | Adjustment in i i Plans | Advertising & | Promotion & Price mabyad a ae smn mld om, wasibosinal : aoe or.) orm naoktarangis Feameswiness (rely ndan nt -hmneia ow? or ts suoren tb sz ‘amuse bate Yad rads totaw et ‘aoc tates ods 4 ; | ovhitefon i “ena a oRAgna oat ‘brow oteorgeai Stweiiion aa F jarcetiolssut ectud rmsd be wis nk Seiacwiie wom Sd oF ents e zie 7 ‘Sao bis Jouhase Sara sean: tity. vs baie kn got soxties| ai : Ines : | Kis So a ie eee, ee adrian ls (ootaudtyae sey ToetIelo Ierves woe ars: Seuibs erin og 1oeqtiey AatW ot 4 ji at Sowivatng at to. gobindasis ai asi ges ‘att eRFELA bog ‘fret oilgarcyoathy wd3 alguien ale “hoitee ‘aillgadtadg dnoz093 bb = wae welt tt $0 sadmvis Sea 5 sed ie’ oda 25 sfors wher ie cotph - one taal doiva meneinan asdwtog saoaaito wascud scswiiiak. deere aight s a twitse ‘uta bes Jouboay stg he aia icvbent & aE disaigen 7 sumone bre akdgurhony etiatbaae. Sobbing, sane wc Xo youy ene aibswiad hodemtya gokcud tardiins Eb’ woubeay ota vee ode ~ amtaastang déinrsant nottgus teria ainewohs ib waite ‘iiioipoR UW | dame. te anloys pot sqmuennn ati. $2? Gs idaboxg sian “2 fo ieuke | Mada” aut no ‘oldedinva: ak dvzoaer etdatiilenet sanibigan thom eae nantaal bisa vcren gina doin: reer +howt) vated i¢réeda . _aeaborg Yo yea ebda aa Tidake (haoei ts iiing ye aaie . - 2 pews aiitron at peveu- stages te: soimenios oat oruaends ‘ _Reowt oma oatnngaor erat sap Y bets _ a: ie we 60} rau Bagod svt oe “eis ns i oy : - rs aa Pt . vo ie -15- example, chewing gum and cigarettes are packaged and sold in single units in many under-developed countries because the buying climate is considerably different. In a more subtle way, the buying climate also requires most companies to introduce new products in at least two sizea, A second type of product adjustment desired due to different buying climates among segments is product variety. Often, the same product is consumed by people at different places and occasions in which the surrounding environment necessitates some difference in the buying climate. For example, the second and the third television sets within the family require a different type or variety. Similarly, packaging variety is required when people consume the same product outside the home in contrast to in-home consumption. In this type of adjustment we include all the packaging varieties be it with respect to color, shape or design. A third type of product adjustment is with respect to the intrinsic quality of the product, Although buyer expectations are the same the financial factors often necessitate marketing of different qualities of the same product, This has led to the availability of durable appliances such as automobiles, radios, and television sets which vary considerably in quality. Finally, geographical and other factors often necessitate product change even though the image of the product remains the same. For example, detergents and gasolines are varied with ote ca ; Son sa nnn te essen hn aa a ts” anton: noriabnon begatovs- he oun a wade if eat” Tee elidim one wnt “supe “vai inees mt onsin} 2 anreot eoubovier at eetragne pase wexhupes ofa Want peewed odd. peor obs ‘tenbt a ak. ‘etonhorg nolan 7 peer ov: : ea kortens sobapentha: souboxg te. aid Snooee A ##3 ,oos20 wcoobney savhorg at wioiaregp ‘Brom eedentts, gerund or weralg snexeidth th ae alqorg ee bassseoa st lei fai one. pvadiacanen ineqior Wwe poubarverase ‘edt. dotde gt. nnozagzoe eds, ohqmoxy 20% enomnl io: gayunt aa mt wonexehd 2b ore e estuper. Fea ods midair nee Hotesvates bands wel. baw hanes a qaartey astaptong clan stn setebaay %0 tqea, gonraQd:th « arood ony ohiaatin Snutong: sine ae omunso ‘etqone taeiper bare kespans soenseui be to gts abs ot eaalseteics sana om ene tnt 02 Joegews dsiwth ed eotselsev aatys.iong ofa mea ou 2 ; i | 7 cargos’ to age “pinaiadat a 92 toqens hie ah. dnoatautha pauborg to ose brid A wis bia picdsessonek seyod davodaia .daubory re ao gettaup bad anizoraee starienbooy mnat4 wr07 202 taiougass ad sane ¥ aye y. oul E wee Gud: adit .soulineg Mme wei’ Ye eaatdnap sia a eathin’ ceatidoieue fe, foe eelentlqus oa: ie qeietest tae weeding at thdarab iene vv dony eiee none sve oF a oma Pano 200 andi: anastes pores ee rea a: | veltnntt oo lax doubong itt n> odd igus: nove | te bro om enn Son mabe pie 2 ; fe saaomgi0" “dieatgd « sl acunlenel Stn enw eK anuzn masiiagonzos aedesinninn ondxq feeb od cr sat bawot - galutsmnets 9 os " aauqen din saciiant ba 0 sen. sasiee ‘iat ‘edd: oe ‘eestor sibow svtiseten of ‘noone mossonosg ban | Riera {hewtr oun “inion ngeea aayud ineretata visqoage “bas, nsoioseterg “soto mihen ainerraih Yb tt dw soiatorses it daasbivs toate ou al sterig eitguodls fA wives daade) ested ii said Te1b be iotaneas sieaso dsmibishi ody sroqyue 03 toy sit cal we ‘niente eanengoe okdgwiyod lava shoswire 0 #3 td then ~ eadr ta as Rent) Iep@oInINn nti, or exons om tudmew a | ‘ baw (ex out coord xhoel regi ah were ben we 7 | ; et einsenot ‘Re eabnnitivacg | erboge! tho aus (hain ‘hee, fod act ‘Ro nalswanouaxg ai aaldeeorg Bea sista sievlbe pa ddeaetnatts * : | amavis of tihysiid bois be ofosggin aeubcdi ge ‘teow ont ‘san gaaaange sigod ‘Fsorsare ovina dondw Banesaha | ~~ dodasengs ‘ph deta notaaletil wort sany sat gaese’ ‘woosiita- oy sod toa abiaLtvqsnat, ay ‘kiana oy 4 ee liek é 3 sai Ks sebins qensos eb tow inochi aioe fetekinage ain tone ; ig at J yi iy \ ; i : ‘ : i 4 a bet) i i : { i m5 4 ‘ i = ih it : a! wa (ey an r hat >) ae i [ 7 % ran) | J Woe vs b 7 rank bah hy ‘i Wein of : t oe a the ; oad | Pes ti ru ; mG en oe oe ia { k Sea St } tire : Wee 4 way as an Ag ; i ‘ i ae ee kp me ah § \ a : te ' = ( 2. -18- this type of marketing mix adjustment, Indeed, a number of basic innovations have proved so useful that the same concept is marketed differently in different segments, For example, instant breakfast ia marketed as a substitute of cereals, as a dietetic product in place of luncheon or dinner, and as a supplemental in-between meal snack food, In multinational marketing, even the packaging differences are not needed, Bicycles, for example, are promoted as durable and convenient vehicles for commuting purposes in most under developed countries but as sports and Summer fun product in many advanced countries, Similarly, tea may be a national drink in one country whereas, a medicinal remedy in some other country. Often we find that the same durable appliances are marked as necessities in some countries and as conspicuous consumption items in some other countries . A second element of marketing mix which should be adjusted when buyer expectations are different is pricing. Often the buyers use an acceptable price range to reflect their values and expectations in specific decisions, This in turn has led to the phenomenon of price-quality relationship in several product categories. It is, therefore, possible to market essentially the same product at different price levels to match different buyer expectations, Outside of the U. S. and Canada, cigarettes are a good example of this type of adjustment, Also, most regulated industries such as the ne Oy | Mil wba tema ad sentin bo one ae bain 975 ibaa” jsdoan oe savory! ova rot ta ‘pike ae a ; M sasheagse saatra3 9.2 me, tivonaaien bosattae te baiet 9ndioe ne Seder ee ‘ena aaa sates sit 36 eobssonvl he jsut ai “dite daa # a aeietats to . ‘ “i alot site Leben neoiidad.itt iibearagus o a ‘ane isa aoboananiied aniasiong ats tov saiiddoarann amrgubah on | | ah Bidoning ata 4 sain sob aarseots dbebower. bc exh ie! t S cninh as baud ‘tal ebzaniav’ Sab tasivsion ‘ben widens | | Bevin daxsea ais tid ais }43enm9 begorevets zabaw ‘teow at sctsatints vio brinkbs bivouibs ‘gies ak souboag wit, esi han i (edotedy yeteiod Boe Ai Ant Isoktia 9 0 qua. nba “gad iy aw noo _oettiides HANS ade ad bows. bent baer 7 | i ai dobsthanion ass ‘pitas aia sashihttgel vider bests ada | hoes ab sib otdepinee meson an ‘en no Fr2irbe>, omen kg (oP Sey Bec Peete eG ne rit roe netraaua9 “raitse “ besnutbe on bide votes whe siisotien Ye sami bacone A | ae “nes0 vgnsnsing ok ‘downed 2b oe nustiad segs ad rade “phone soefoy od dines Perey pidadgeee fe ‘oi rated ods 4 a i. pes a eid? satibtaitoas sthevage at snobted see Bae naite at gtdenoliitie iibaup-ising te taineaooel aad oa boi: ‘ta oa ‘ofdinueg voxoberad® +t az st tiegnoe2, Soubury déteven ative o2ity noted tb a vaubiong sabi ot} ttatsnetee aitin a ot aad Sa ob tadno ewotassaheee noun aerate 4 Lom | % end Pere to stants Sige, oie ‘aangioang ia — tha Hanis ty eit tamu resale ees vent ee ae De =o telephone industry, are allowed price discrimination in order to match differential buyer expectations, Finally, there are numerous situations especially in consumer durable goods, where segments have different buying climate and different buyer expectations, Most of the marketing research in the segmentation area presumes this combination of different buyer expectations and different buying climate among groups of consumers, It should, however, be pointed out that market place may not necessarily be so complex in all buying situations, When both the buying climate and the buyer expectations are different, the effective strategy is the development of distinct marketing mix programs in which all the elements are adjusted or segmented, In other words, product, distribution, promotion, and price are systematically varied to meet the unique requirements of each segment, This, in short, tantamounts to marketing "separate" products even though manufactured in the same way. The examples are too many to cite, In general, we should expect that when the buyer expectations and the buying climate are different with respect to a specific industry, the strategy of distinct types of products and services will prove very effective. Examples of such distinct types are coffee (regular, instant, freeze dried, espresso, etc.) and automobiles (economy, compact, subcompact station wagon, convertible, personal luxury cars, etc.). Concluding Remarks In concluding this paper, I would like to point out the following things i ee ee | MM VC at Me nf | ae 2 gy, ’ te : : a i th olseAnaisonit wig bowtie sae eres saotqutes i ) aS Baedaeges ini ‘$ai2a0Tw 7928 domestics gt 4H oidatsb serwediob i. Milateoge aoodsnut ie auorge ria ‘erode tisalit : Fae TOIIZh bua otansl. andeus soeteisze whe enamion exo boa | podteaaingon oda at dvinsest ‘ypksaiteae exts a seom atroRaadongae Fark nek bem cea matind amma ths 14 ‘miswattcs ards “eeuigong soe | evo »biwasis an ‘" soon notaae ¥ eM ae The i oe x ‘" up » ¢ v> v : hi 7 WW ’ ; 7 ‘ Nf : ian 1 -20- in order that we may increase the creditability and actual use of market segmentation philosophy in market planning: 1. 30 It is absolutely essential to extend market segmentation research in terms of explicitly suggesting implications for marketing planning and btraceay The specific discussion in this paper is only a viewpoint, Furthermore, this extension should not be left to the marketing managers but rather provided by the marketing researchers. The closer we bring whatever determinants we settle on to the specific brand choice behaviors the more fruitful will be segmentation analysis. I think the controversy with respect to usefulness of determinants such as personality, social class, and demographics is mostly due to attempts to link very generalized concepts to very specific buying behavior, In other words, a bigger problem than that of measurement and analysis is the relevance of these generalized determinants to buying behavior, Since the objective of marketing management is often to study specific brand choice behavior, it seems imperative that we develop specific sets of determinants, Tn other words, we need theories to link generalized determinants to specific market behavior. Finally, I am somewhat skeptical of the efforts in segmentation analysis which directly link a set of determinants (generalized or specific) to buying decisions, What seems to be urgently needed is a set of mediating variables between these determinants and buying behavior, In this paper, I have chosen two such variables--buyer expectations and buying climate--to suggest the type of mediating variables which may prove to be extremely useful. ES An ai ‘he “ty ah : | pagans vf a) leone , atin sw al radia fan wtansansiters 7 snes on ae tf t scannath baie or ‘easeee wa is mee td any sts » unteoe setae # ) aa or enibess wy y ay © ead itecaniot Nae totzeibenas ar Ms as eee ae i aeciou naa wg 8) ya ganenony : ea), ” x tied Horndond bataniacoaniitaed . rab édvaged qitedoe®.. ae MS os ee ER HOE, se Pete Ve poh’, to¥ eum ane eh baal oe yednd, ison. 3e ectsunat nay es inhi edged ‘ peer’ » pee «&. Soha “ashe ‘cae meuiaiis eat hiked A. ONG aoe Ae selena pee Sl 508 hiatal nent " saa ee hice? calves Na eh ete i ee ak PS, Ba tearvens) | sab 2 zens oe aoe: cSngeie 49 Pe 3 ponent aa iyi Bova | “tral ee onsaeza at a en ; i “fata iinet red athe by bass debited Lae carton tad ' ae a Pee): aoe in ge pthaibe vraurde’ ieee ren) he re ne oy e. - ae “athe tian abide’. ele boonalasy, insenandos anasdaal canst is \ - 90 ‘(aba) (eauronit T aby reieuten setts ban nankal 18136 2 . ian sda eet et raat c hie Age Fem -29- Mayer, K., "Dimishing Class Differentiais in the United States," in P. Buss (ed.) Marketing and Behavioral Sciences, (Boston, Allyn and Bacon, 1963) p. 203. 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N., "A Theoretical Framework of Relationship Between Brand Choice and Media Usage Behavior," Paper presented at AAAA Conference of Advertising Professors, June 10-13, i971. Smith, Wendell, "Product Differentiation and Market Segmentation as Alternative Marketing Strategies," Journal of Marketing, Vol, 21, July 1956, pp. 3-8. Steflre, Volney, "Market Structure Studies: New Products for Old Markets and New Markets (foreign) for Old Products," in Bass, et. al. (eds.) Applications of the Sciences in Marketing Management, (New York: Wiley, 1968), pp. 251- 268. Tigert, Douglas, "Consumer Typologies and Market Behavior," unpublished doctoral dissertation, Purdue University, 1966. Tigert, D., et. al. "The Fast Food Franchise: Psychographic and Demographic Segmentation Analysis," Journal of Retailing, Spring 1971. Tigert, D., "A Psychographic Profile of Magazime Audiences: An investigation of Media Climate," Paper presented at AMA Workshop on Consumer Behavior, Columbus, 1969. . 7. + . iat” jon gusi wesivle an art: a8 sae it 7 qa: , (820% .vetie $t20¥ wot) ; 22089R: We Felt : ue Sa bats lidugqay "/sakwa sind, Saduan: fern salenteaet ‘tsaunned” ' Meigood » a8 ot} ieateteving subsnd pooasaszenazh: ae 3908 sonrtodurit boot ewe ace ule \aely preeeeane, inves ‘sibiengsinel AL: io sk) a Neal a : oi T@S eh ai to -amtaug Laaoens @A aeons tipA daheoaail io arse. qe TROd FY . tebvedted - “‘CemMOD nie godetyow Auk beige: pera <3 we ¢ ope Twedt, D. W., “The Concept of Market Segmentation," in V. P. Buell and Heyel, C., (eds.), Handbook of Modern Marketing (New York; McGraw-Hill Book Co., 1970), Chapter 1. Twedt, D. W., "Some Practical Applications of ‘Heavy Half' Theory," Proceedings of the Tenth Annual Conference, ARF, 1964. Wells, W. D., “Backward Segmentation," in J. 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