What it is the Macro-segmentation and what is

What it is the macro segmentation

The macro segmentation It is a division of the relevant market to decide who will offer our products. Not the subdivision of our market segments market segmentation that is normal, and when the segments are really small, we call micro-segmentation strategy, it is not that. The macro-segmentation It is used to decide what will be our market with respect to the global market.

What use the Macro-segmentation

  • It helps define the scope of activity of the company and, therefore, it helps to focus on this area rather than be tempted to do "a bit of everything".
  • It helps to know which market we are targeting and, therefore, what needs must we satisfy to offer value to that market.

Macro segmentation

Macro-Segmentation Strategies

While the Macro-Segmentation It is very useful to decide who our market will be (strategic decision of company management or management), as a marketing strategy it is not.

A strategy of Macro-Segmentation It is based on offering the same type of product to the entire market. Today this practice is used only rarely. Companies that had always gone with a single range of products for the entire market (eg Coca-Cola) now use market segments (Coca-Cola Light, Coca-Cola Zero, etc ...) or customize even more locally ( Coca-Cola in Spain is not the same as in Morocco, there is much sweeter because like most to the market). A good exercise is to enter the web of Coca-Cola and see its product range. Read the description of each product and see that some are the same, but differently oriented segment: Coca-Cola.

On the internet, the marketing strategy we apply is always that of micro-segmentation.

If you want to know more about this technique, this article can help you: what is micro-segmentation

I hope I have helped you clarify the terms and what time you can distinguish macro-segmentation, segmentation and micro-segmentation.

Keep in touch

A hug

Montse.

Cultural Marketing - Digital Marketing for Cultural companies in 2020

Design a good strategy Digital Marketing It is important for all kinds of companies, but especially for cultural given the peculiarity of its diverse publics and the scarce resources with which they must obtain good results.

The secret of the Marketing Cultural is segmentation. The key to success is understanding that you are a sniper attacking certain segments. And the attack must be done with specific content that you know will have value for that segment. It is important that you understand what "will have value for that segment" ... this is the key ... you must know your audiences.

It is also important to have clearly in Digital Marketing There are 4 growth strategies that you can put into practice, and that can be perfectly applied to Cultural Sector. These are:

Market penetration strategy: You are looking for more audiences like the current segments you already have. Enter Google Analytics -> Acquisition -> Search Console -> Landing pages -> click on the most searched. Improve the SEO of these pages and you will have more traffic like the current one.

Product Development Strategy: Get your current clients to hire more services. Create a funnel with various services / products that have more and more value and that the same customer, start with the wide part of the funnel and as he gets to know you, he hires more services of greater value to him and higher turnover.

Market development strategy: You need to attack segments that you don't have now. Make a list of the market segments of your industry and select some of those that are not your clients. Analyze why they are not, adapt one of your products or services to fit that segment and publicize the service (with SEO and advertising).

Diversification Strategy: Attack new segments with new products. This is the riskiest strategy because there are two variables that can fail you ... it is the last one that you should carry out. Select a segment you don't have and create a specific product for that segment. Include it on the web and do SEO and advertising to attract that new segment.

Again, the important thing for the Marketing Cultural is that you don't mix segments. Remember that you are a sniper ... the temptation will be great ... you will think "since I do it for this segment, I also include the rest" ... no! It will not work. This is the key to Digital Marketing for Business Cultural. Believe me, I have designed strategies for many.

If your company is in Catalonia, you should know that the SDE (Business Development Service of the Department of Culture) has opened, just two weeks ago, the aid to create Marketing plans Cultural Enterprise. You will find the information here: Marketing consulting for Cultural Enterprises

If you need us to help you put these strategies into practice, contact us for a first meeting: Contact

If you want to know the techniques Digital Marketing that work well this 2020, you will find them here an article that I wrote last week: Digital Marketing techniques that work in 2020

The image with which I illustrate this article you are reading is taken from my new book “Guide to create your online action plan”. It is not yet for sale (we are in the revision phase of the edition), in the book I explain in more depth the 4 growth strategies. The one with the link will post it under these lines.

I hope the article has been useful to you.

Keep in touch.

Montse.

How to move from selling products to selling solutions

In the changing environment in which we live today, companies need to innovate with all the resources available to them. One of these resources is the Business Model (the system by which a company creates value, offers that value to a specific target audience and collects the value in the form of income). Innovating in the Business Model is a capacity of companies called Business Model Innovation (BMI). The objective of the BMI is to disrupt the market by creating a model that gives the company a competitive advantage.

When what the company wants is not to disrupt, but to survive a disruption from a competitor, that process is called Business Model Adaptation (BMA) and consists of changing the current model to adapt to the new environment.

One of these changes in the business model that many companies are carrying out in order to survive in the current environment is to move from selling products to selling solutions. This type of Business Models in English are called Outcome-Based Business Models... in Spanish it is difficult to give it a name that conveys what it really is ... so we call it Business Models Based on Selling Solutions instead of products. The ultimate goal is to increase turnover and maintain a closer relationship with your current customers (get captive customers).

Examples of "How to sell products to sell solutions"

B2B example (business to business): the example of a book is that of Xerox and how it goes from selling photocopiers to selling the service of charging for photocopies, from the machines that companies rent for a small price and install in their offices. But it is also the change that Amazon made in the early 2000s… it went from being a book store to a comprehensive solution for writers, and then for all kinds of companies.

Example B2C (de empresa a consumidor): somos una clínica veterinaria y pasamos de vender consultas sueltas a una tarifa plana mensual para animales que requieren tratamientos especiales. Otro ejemplo relacionado con animales… vendemos comida para gatos y sabemos que cada dos meses nuestros clientes van a comprar un saco de pienso de 5 Kg. Les ofrecemos una tarifa plana anual y les enviamos cada dos meses, de forma automática, el pienso para su gato para que no tengan que preocuparse por hacer la compra. Podemos hacerlo con un ligero descuento para motivar a los clientes. En el sector turístico el cambio ya se ha realizado hace años… no se venden productos, se venden experiencias.

What exactly is the change from “selling products to selling solutions”:

Stopping selling products to sell solutions is not easy to do, so when a company succeeds, usually someone writes a case. Well, today I was reading one of these cases, and I found it interesting to share how they did it, in case it can serve as an inspiration to any of the readers of this blog. Here is a little summary:

From the supplier's point of view: éste pasa de un modelo basado en hacer dinero vendiendo un producto, realizando su mantenimiento y vendiendo recambios, a ganar dinero en función de si su producto consigue o no los resultados que el cliente desea. El producto, el mantenimiento y los recambios pasan a ser gastos. Los ingresos dependerán de la viabilidad de la solución.

Desde el punto de vista del cliente: éste pasa a depender de un proveedor con el que va a tener una relación casi de dependencia, va a ser muy complicado cambiar de proveedor. Su modelo de negocio y el del proveedor deben alinearse.

Cómo se hace el cambio

El cambio requiere tres fases:

Fase 1 de: “Cómo pasar de vender productos a vender soluciones”

Definición de la nueva propuesta de valor: en esta fase hay que identificar las oportunidades en la creación de valor con nuestros clientes. Hay que buscar oportunidades que sean ganar-ganar (win-win) y evaluar los beneficios potenciales que podría reportar para nuestra empresa. También hay que determinar qué productos van a convertirse en servicios y cómo encaja esto en la estrategia de nuestro cliente. Es un factor clave de éxito el hecho de haber escuchado muy bien a los clientes y entender claramente qué es lo que necesitan solucionar. El feedback de nuestro departamento comercial será decisivo en esta fase. Hay que escuchar atentamente al cliente y a nuestros comerciales.

Fase 2 de: “Cómo pasar de vender productos a vender soluciones”

Descripción de cómo se va a proveer el servicio al cliente. Esta fase tiene dos procesos clave bien diferenciados:

  • El diseño del servicio: diseño de la arquitectura de valor, diseño de todos los procesos y la adaptación de los productos que van a ser convertidos en servicios.
  • El diseño de la relación con el cliente: análisis de los riesgos, diseño de los indicadores de medición del rendimiento (KPI, por Key Performance Indicators) y la creación de los contratos que van a regir la relación con el cliente.

Fase 3 de: “Cómo pasar de vender productos a vender soluciones”

Ejecución del servicio y control del resultado final: esta es la fase en la que se realiza la instalación de la solución para el cliente y se refinan todos los procesos para explorar oportunidades de mejora. También en esta fase es necesario formar a nuestro equipo en ventas para pasar a vender soluciones con efectividad. Así mismo, durante esta fase se implementan los mecanismos de control y se analiza si la distribución del valor entre nosotros y el cliente es justa (si realmente la relación con el cliente es de win-win).

Espero que este resumen te haya sido interesante e inspirador.
Si deseas más información sobre “How to move from selling products to selling solutions” aquí van algunos enlaces que te pueden interesar:

Seguimos en contacto!

A hug

Montse.