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The purpose of this paper is to identify, using a case study, whether consumers in a metropolitan area can be meaningfully segmented geographically such that it can understand the way they perceive and interact with the downtown district and to delineate the implications of the findings for business improvement area marketing initiatives from a management perspective.

A total of 650 visitors to downtown Toronto are interviewed using a pretested questionnaire. Their responses are related to their location within the metropolitan area. Correspondence analysis (CA) is applied to the data to visually identify possible market segments.

The analysis identified four distinct place‐based visitor segments. Each of these segments exhibited behaviour patterns that are distinct and intrinsically meaningful. The analysis further shows that perceptions and current interactions with the district are likely to change depending on where in the metropolis its consumers live.

Since visitor perceptions are place dependent, it is difficult to implement a single place marketing campaign that is relevant to each segment. The results suggest that it needs to develop communication strategies that are specific to each segment, incorporating an understanding of why they visit downtown, what they think of the area, what media they consume, how they get around and what their needs are in terms of lifestage.

By going beyond the traditional analysis of geographic variables and incorporating consumer response variables in the analysis, this paper provides a stronger basis for market segmentation and management action with regard to place marketing. The application of CA provides a visual way to understand the segments.

As pricing has evolved as a specialty over the past 20 years, there has been increased focus on the concept of value – what it is, how to measure it, and why it is important. Value is important not only for setting prices but for establishing product and negotiating strategies and tactics. This chapter first discusses the importance of value in the price-setting process. Second, it frames how to define and measure value. Last, it explains how value tools can help salespeople in their negotiations process. It will review the application of these value measures in a business-to-business (B2B) environment and report on a technique of value measurement called Case ROI™. This measurement is particularly useful because it calculates the value of new products, technologies, and services at both the segment and the individual customer levels with a higher level of precision and relevance than other methods. It is based on a field-value-in-use technique that will be discussed in detail.