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Examines alternate segmentation strategies in the standard industrial products market. Using data obtained from 164 Indian industrial buyers, provides several empirical tests of a widely held belief that traditional segmentation approaches may serve as effective surrogate measures for distinct benefit segments. Results suggest that the link between traditional and benefit segmentation approaches are far weaker than might be expected. There is no strong empirical evidence supporting the proposition that benefit segments derived from cluster analysis are dependent on sales volume, industry type, characteristics of purchasing agents, and other potential correlates of benefit segments. The findings have implications for both academics and practitioners in industrial marketing.

Banks and building societies typically focus on geographic, demographic, socio‐economic, and psychological characteristics to segment the market for financial services, although these are not efficient predictors of future buying behaviour. To correct this shortcoming, benefit segmentation by factor analysis has been used for the first time to group building society customers in relation to their particular attitudes and behaviour. Identifies eight benefits (listed in order of their popularity): personal service, investment, limited banking, accessible cash, cash card, advice, money management, and full banking. Incongruities between certain of the benefits, and the differing customer profiles for each benefit segment were analysed. Makes suggestions on how building societies and banks could use benefit segmentation to improve the effectiveness and efficiency of their marketing strategies.

Uses benefit needs to segment the online marketing market. Employs focus groups and a random sampling survey to search for consumer benefit needs and then segments the market by these benefits sought by customers. Shows that the various segments display significant differences in the benefits sought, lifestyles and demographics etc. Suggests that this work can assist marketing managers to focus on one or more segments that show salient consumer preferences for the benefits provided by their products or services.

Although the basic idea of benefit segmentation lies in using causal, as opposed to descriptive, factors as segmentation criteria, most of the empirical studies do not differentiate between product attributes and the benefit sought by consumers. The objectives of this article are to clarify the distinction between attributes and benefits sought, and to apply a modified laddering technique, based on means‐end theory to use the elicited benefits to form benefit segments. A comparison with attribute‐based segments demonstrates that means‐end chains provide a powerful tool for “true” benefit segmentation.

The purpose of this study is to investigate benefits tourist seek when visiting a nature-based tourism destination to develop a benefit segmentation framework.

The study used quantitative research methods, with 400 self-administered survey administered to a sample of 400 tourists visiting the Kruger, Panorama, and Lowveld areas in Mpumalanga.

Cluster analysis produced two benefit segments. Binary logistic regression benefits that emerged from the cluster analysis were statistically significant predictors of the attractions tourists visited and the activities in which they participated during their stays in Mpumalanga. Factor-cluster analysis and binary logistic regression results were used to develop a benefit segmentation framework as a marketing planning tool.

The study was only based on Mpumalanga Province and therefore, the results cannot be generalised. The study was conducted over one season, the Easter period

The proposed benefit segmentation framework provides a tool that destination management organisations can use to plan effectively for marketing.

Effective marketing may lead to increased tourism growth which can have a multiplier effect on the destination.

This article is based on a master’s study conducted in Mpumalanga and results are presented on this paper.

This paper aims to assess the effectiveness of different segmentation schemes as the basis of marketing strategy, with particular respect to supply‐chain decisions, and to propose a new procedure capable of combining benefits sought and features available.

In a study of buyers and consumers of beef in Brazil, segments based on three approaches were derived by hierarchical cluster analysis, fine‐tuned by K‐means cluster analysis. The outcome was evaluated for the viability and actionability of the preferred procedure, both objectively and through interviews with managers in the beef‐supply business.

The results revealed that a segmentation scheme combining benefits sought and features available yields more homogeneous and actionable segments, and has real promise as an input to the formulation and implementation of supply‐chain strategy.

This promising innovation in market segmentation requires further study, and testing in the marketplace.

The proposed system is a usable aid to decision making.

The paper proposes an original approach to market segmentation.

The purpose of this paper is to contribute to international tourism market segmentation research by proposing a comprehensive framework that examines behavioral, benefits and lifestyle segmentations. The moderating roles of geographic segmentation (nationality) and advertising media types are also discussed.

Tourists volunteered to participate in a self-administered survey at random during peak seasons. Total number of collected questionnaires was 966. The authors used WarpPLS 6.0 software to analyze data.

Results from a sample of 919 tourists show that tourists in the benefit segmentation cluster had intentions to revisit the destination but they were unlikely to recommend it to others. Another finding indicates that marketing campaigns on different advertising media types might have different results when targeting different activities.

Leaning on the foundations of the marketing literature and the market segmentation theory, this research attempts to create a theoretical contribution that can be used to segment international tourists based on their travel motivations. Additionally, this study highlights the power of conditional probability approach, as it could be of more value than the predominant path coefficient approach.

This study aims to capture the views of executives about the merit of using the two segmentation approaches (quantitative vs qualitative). Furthermore, this study aimed to examine costs and benefits for two different segmentation approaches, using a minimax simple cost-benefit analysis (CBA) matrix.

A total of 16 semistructured interviews were conducted with executives within the University of Sharjah (UoS). Furthermore, a minimax approach was applied to the CBA study.

Evidence in this study found that the financial cost of quantitative segmentation approaches was higher than qualitative approaches. However, the decision-makers trusted the quantitative approach more regardless of the incurred costs. The study also found that there was a limited knowledge about social marketing and segmentation among executives.

Limitations of this study relate to the methodology applied, the sample selected and the lead research. Another factor is selection bias, which limited this study to one organization’s executives. It is conceivable that middle-level management would have had the desire to participate because they make the recommendations to top management in decision-making. The researcher did not collect precise data on time taken to design, implement and analyses the two segmentation studies, which qualified the precision of the CBA. Also, the fact that the sample includes participants from a relatively narrow range of disciplines should be noted as a limitation of the study.

The current study provides a case study demonstrating how CBA provides a dollar amount estimate permitting alternate segmentation approaches to be compared and contrasted, assisting in the value estimation of any social marketing project.

The paper draws upon two streams of the literature: social marketing and CBA. The paper focused on the understanding of the literature, CBA offers a technique applicable to demonstrating cost savings that can be derived from choosing one method over another. Moreover, CBA assists in understanding the benefits or potential opportunity cost both financially and nonfinancially.

This paper presents one of the first studies conducting a CBA to compare and contrast two segmentation approaches in social marketing. The study provides interesting insights into the perceptions of management executives over alternative research methods, although the results are limited to a case study.

During the more than twenty years since its inception the technique of Benefit Segmentation has become a familiar method of analyzing markets to discover segmentation opportunities. Almost every major marketer of consumer goods and services has attempted to use this method one or more times. However, the degree of success which has attended its use has varied. In this article its originator, Dr. Russell I. Haley, examines the reasons for this variation, offers guidelines for proper use, and suggests directions for further improvements in the method.

Organizations wishing to apply the principles of market segmentation often face problems putting the theory into practice. All too often the required background analysis is inadequate or poorly structured or the translation of segmentation strategy into marketing programs is impeded. To be successful, segmentation must lead an organization through a process which undertakes background analysis, determines strategy and develops marketing programs. However, there are a number of points at which the process can break down. Shows how the segmentation program described has tackled these difficulties, leading several management teams through the analysis, strategy and program elements of the market segmentation process. A range of benefits arise from the program. Primary benefits are that the process puts the customer first, maximizes resources and emphasizes strengths over competitors. Secondary benefits relate to the development of a more market‐focussed company culture and the building of inter‐ and intra‐organizational relationships.