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The purpose of this study is to identify shopper segments based on benefits sought from TV home shopping and profiled the identified segments in consumer characteristics and market behaviors.

A sample of 887 consumers who had watched a TV home shopping channel was used. The analyses involved running a factor analysis based on benefits sought, a cluster analysis based on the identified factors, and χ ²test and ANOVA for profiling the segments.

Four benefit segments of TV home shoppers were identified: convenience seekers, product‐oriented shoppers, uniqueness seekers, and apathetic shoppers. Each consumer segment exhibited significant differences in demographic characteristics (i.e. gender, age, education level), consumer characteristics (i.e. time‐consciousness, price‐consciousness), and behavioral outcomes (i.e. satisfaction with TV shopping, repurchase intention).

This study confirms that benefit segmentation can be a useful tool for targeting TV home shoppers. However, the findings of the current study should be interpreted with caution due to non‐random sampling method and limited number of scale items for benefits sought and variables used in describing segments.

The results provide marketing suggestions for each of the benefit segments of TV shoppers.

Considering that virtually no benefit segmentation research has been conducted on TV shoppers, this study provides a new perspective to the segmentation of TV home shoppers.

This paper aims to explore benefits customers expect from a long‐term relationship with their bank and the costs associated with such a relationship; it further tests these relational benefits and costs as segmentation variables.

A qualitative study based on three focus groups was designed to provide initial input on different types of expected relational benefits and costs. Then, quantitative data were collected from a survey of 209 real bank customers.

Analysis reveals five types of expected benefits and two types of costs. Four clusters were formed out of these seven expected benefits/costs. These clusters are also different on demographic, behavioral and psychographic variables and present clear and consistent relational profiles.

Scales developed from the focus groups need further validation. Also, findings should be considered as sector and context specific. This work brings additional insight into the nature of expected relational benefits and costs, supports their usefulness for customer segmentation and offers opportunities for studying relational benefits and costs in an integrated way.

Findings provide managers with a better understanding of what customers value in the relationship with their bank and what keeps customers back from having a “close” relationship. Also, relational benefits/costs segmentation is suggested as a powerful tool for targeting and positioning.

The study identifies new types of relational benefits and costs. It is the first time expected relational benefits and costs are studied together and confirmed as meaningful segmentation variables.

The underlying managerial rationale for segmenting markets is well established, with the marketing literature citing a range of benefits for businesses adopting a segmentation approach. Yet organisations frequently encounter difficulties in implementing segmentation principles. Even in the industrial marketing literature, where the most practical implementation guidance is offered, it is suggested that organisations tend to over‐emphasise the mechanics of segmentation, while failing to correctly implement the findings. This suggests that, if organisations are to benefit from applying segmentation principles, two fundamental questions should be addressed. The first concerns the basic conditions which must be met if implementation is to be effected. That is, it must be possible to map the dimensions developed on to usable customer characteristics. The second concerns the costs and benefits of the segmentation solution in relation to the proportion of variance in customer requirements which it explains. Addresses these questions in an industrial marketing context, using a literature review and quantitative analysis of data from the European car parts after market. The analysis shows that whilst traditional segmentation methods can be used to identify certain segments, these segments do not readily map on to implementable dimensions. Furthermore, it is suggested that even a relatively wide use of structural independent variables explains only a very small proportion of the individual variability in customer requirements. This suggests that much segmentation analysis may be poorly directed and also of rather limited practical value.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

It is important to remain creative when conducting segmentation research, as many different ways to segment a market can exist. Five main bases are discussed: geographic, demographic, psychographic, behaviouristic and image. This is followed by an overview of the main techniques used to establish and verify segments, including automatic interaction detector, conjoint analysis, multidimensional scaling and canonical analysis.

Segmentation by demographic factors is widely used in bank marketing despite the fact that the correlation of such factors with the needs of customers is often weak. Segmentation by expected benefits and attitudes could enhance a bank’s ability to address the conflict between individual service and cost‐saving standardisation. Using cluster analysis segments were formed based on combinations of customer ratings for different attitudinal dimensions and benefits of bank service. The clusters generated in this way were superior in their homogeneity and profile to customer segments gained by referring to demographic differences. Additionally, four characteristic groups of customers were identified showing special preferences for and against information services and technology.

The purpose of this paper is to explore the different segments of consumers in the Islamic financial services industry (IFSI) and their relationship with product/brand positioning for Islamic financial services (IFS).

In‐depth interviews were conducted with individuals in managerial positions among the key market players in the IFSI to explore the segmentation of consumers and their buying motives.

Four segments of IFS consumers emerged, namely, Religious conviction group; Religious conviction and economic rationality group; Ethical observant group; and Economic rationality group. These segmentation groups were appropriately categorized through a psychographic (value)‐based approach.

The empirical findings of this study pave the way for embarking on promising and relevant future research, which is needed to substantiate and enrich the academic understanding and managerial practice of linking market segmentation and brand positioning for IFS in the global market. Future research should focus on analysing these issues from the perspective of consumers of IFS to identify the purchase trend.

The study provides empirical evidence of the bases or initial dimensions of consumer segmentation for IFS. The findings are useful in guiding the management of institutions offering IFS in making decisions relating to the marketing communication and promotion strategy as well as product and brand positioning strategy.

For both academia and the IFSI, this study provides useful knowledge in strategically using market segmentation to position IFS in the global market.

The recent economic turmoil in Indonesia has hit the financial service sector hard. Consumer confidence in banks is low and institutions are having to work harder than ever to recruit and retain their customers. In this article the potential for banks to utilize benefit segmentation to assist them in this context is explored. It will be argued that for benefit segmentation to offer any real utility in this context, a link must be found between benefits and general observable characteristics, such as demographics. To ascertain whether such a link exists, a primary study of 1,000 individuals was conducted in the city of Bengkulu, Southwest Sumatra. As the results will show, while discrete bundles of benefits were identified, they would appear generally unrelated to consumer demographics.

Despite the well‐documented benefits which segmentation offers, businesses continue to encounter implementation difficulties. This raises concerns about the cause of these problems and how they might be overcome. These concerns are addressed in this paper in the form of three questions: Is segmentation a good idea? If segmentation is such a good idea, why does it sometimes fail? What can be done to reduce the chance of failure? A mix of published evidence and case examples is used to explore these questions. The paper concludes by suggesting that if marketers are to overcome their segmentation implementation difficulties, they need practical guidance at three stages in the segmentation process. Before the project begins they must understand the role of success factors contributing to a successful result. During the segmentation project the qualities of the emerging segments must be clarified. After segmentation is complete the question of segment attractiveness must be considered. There is currently a gulf between the priorities of academics and practitioners carrying out segmentation. If this is to be bridged, further research is needed to provide guidance on segmentation success factors.

Understanding the factors which are influential in the choice to purchase a service (or product) may be insufficient for the basis of a marketing strategy. It is also important to understand the interrelationships among these choice factors. Customers, or groups of customers may place a different order of priority on the factors influencing their choice of service. Groups of customers with a similar pattern of priorities can be termed “benefit segments”. Considers benefit segments in the Irish Sea freight transport market. Three segments, route sensitive, not price sensitive, and price sensitive, are developed using principal components analysis and cluster analysis. The segments are profiled in terms of product characteristics, transport service characteristics, company demographics and control variables to facilitate the transport service marketing manager in identifying the segments. Implications for marketing strategy are discussed.