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The purpose of this paper is to define a typology of strategic segmentation accounting for antecedents (potentially conscious or subconscious) that influence marketing managers’ practice of strategic segmentation, thereby formulating a new theoretical basis to bridge the current theory–practice literature gap in strategic segmentation.

Based on the resource-advantage theory, this paper defines a typology of strategic segmentation that depicts how a firm’s access to imperfectly mobile resources relates to the marketing manager’s assumed heterogeneity of the market and to the manager’s approach to the market.

The authors postulate a typology of firms’ strategic segmentation and approach to the market that is heavily influenced, and potentially limited, by the firm’s available resources to effectively segment and address the market.

The typology suggests that resource availability affects a manager’s view and approach to the market. Therefore, testing of this typology should be performed to provide an empirical basis for a taxonomical foundation of strategic segmentation. Empirical testing should examine whether: resource availability is directly related to managers’ views of market heterogeneity, resources are negatively correlated with market approach, market-based intelligence (customer needs) are linked to the market approach, and there is relationship between a firm’s position within the typology and its long-term performance.

This paper provides an understanding that a manager’s knowledge of resource availability may be strategically counter-productive when creating a strategic segmentation. This limitation may lead to short-run choices for segmentation and market approach. Managers should, therefore, consider their strategic goals both with and without limiting their view based on current resources.

This paper provides the first typology of strategic segmentation by considering theoretical foundations of business that could bridge the often-noted theory–practice gap of segmentation.

The study of how organizations segment their markets has traditionally taken a prescriptive and analytical approach. More recently, a number of academics and practitioners have voiced concerns over the evident gap between how such concepts are viewed in theory and how they are applied in practice. These issues have already been raised in academic papers, but almost entirely at an abstract level. Introduces a more concrete aspect to the debate by proposing a series of organizational archetypes which illustrate how organizations may segment their markets in practice. These archetypes are developed from a series of mini‐case studies which provide a basis for understanding how organizations may interface with the market at both an explicit and implicit level. Discusses the implications for both academic research and organizational practice.

In the Northern Ireland context, even though the debate about whether Catholics have experienced discrimination has raged for over two decades, there has been little attempt to relate the wide‐ranging and sophisticated USA debate to circumstances within the province. Takes the first steps to redress this shortcoming by outlining the key themes in the USA debate about unequal labour market treatment.

This chapter presents an investigation into the theory of labour market segmentation and income inequality in the Ghanaian mining sector. Mining activity especially gold mining has been a significant component of exports as well as employment and income earning in the three major mining regions of Ghana. While income growth is an economic benefit, the high incomes associated with the mining sector may lead to greater income inequality. This chapter provides an analysis of mining activity and income inequality in the Western, Eastern, and Ashanti regions of Ghana. The application of labour market segmentation and the Gini coefficient (a measure of inequality) for personal income are found to be significantly associated with the type and levels of mining employment. However, this observation is not linear as income inequality initially increases with mining activity before decreasing at medium to high levels of mining employment, thus following a Kuznets curve pattern. Segregating datasets for indigenous and expatriate staff reveals very different patterns of income inequality. It poignantly increases with indigenous and/or local community personnel relative to expatriate technical personnel at high levels of mining employment; income inequality is lower among the local community residents relative to nationals from other regions and/or from neighbouring countries. This means segmented labour markets (SLM) within the mining industry are likely to be a problem as they result in increased income inequality among locales relative to foreign expatriates.

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.

Examines the relationship between household economics and market segmentation. Provides a theoretical framework and an empirical analysis. Discusses the differences between household economics and traditional microeconomics. Analyzes factors impacting on household economics including budgets and technological changes. Breaks the theoretical framework down into four key areas of the household function – leisure, care of children, care of the home and shopping related activities – and provides time allocation for each. Uses studies conducted in 1967 in Paris and 1974 in Nimes to identify ten categories relating to household economics: Household work; Child care; Purchase of goods and services; Eating/sleeping; Education & training; Collective activities; Entertainment; Sports; Passive leisure. Attributes time allocation to each section. Concludes that the theory of household economics may be employed as a potential for identifying and evaluating possible segmentation variables.

Financial markets’ integration and technological advances in equity trading may have reduced the potential benefits from listing a firm's shares on a foreign exchange. Nevertheless, a significant number of firms continue to cross‐list every year. This paper examines the recent cross‐listing trends and reviews the literature on motives to cross‐list.

The literature review includes a summary of theoretical studies grouped into cross‐listing theories including market segmentation, liquidity, investor recognition, information disclosure, legal bonding, proximity preference and business strategy theories, and also includes a discussion of testable implications and empirical evidence for each of the above mentioned cross‐listing theories.

An extensive cross‐listing literature offers a number of theories on the motives to cross‐list that in most cases complement each other by encompassing different aspects of the complex cross‐listing behavior. Nevertheless, continuous market developments, such as significant regulatory and technological changes in the ways capital markets operate, raise new questions on why firms cross‐list and call for further research to continue.

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.

Market segmentation has always had a very important place in the marketing literature. Besides being one of the ways of operationalizing the marketing concept, market segmentation provides effective guidelines for firms’ marketing strategy development and resource allocation among their diverse product markets. As market segmentation simultaneously addresses the roles of both marketers and customers, the segmentation concept has captured the attention of many scholars and practitioners alike in the field. Accordingly, within the last few years, a number of new developments have emerged in market segmentation. Although different terms or concepts may have been used by different researchers, the basic idea behind these developments has been to create more effective and efficient ways of reaching individual consumers in order to satisfy their unique needs and wants. Examines and conceptualizes the recent advancements in market segmentation and development studies and globally explores their managerial implications for marketing practitioners and researchers alike for orderly decision‐making purposes.

The purpose of this paper is to explore the applicability and utility of supply chain (SC) segmentation through demand profiling to improve the effectiveness and efficiency of infrastructure projects by identifying different types of project demand profiles.

A three-stage abductive research design was adopted. Stage 1 explored the applicability of SC segmentation, through demand profiling, to the portfolio of infrastructure projects in a utility company. Stage 2 was an iterative process of “theory matching”, to the portfolio, programme and project management literature. In stage 3, theoretical saturation was reached and “theory suggestions” were made through four propositions.

Four propositions outline how SC segmentation through project demand profiling could improve the effectiveness and efficiency of infrastructure projects. P1: the ability to recognise the different demand profiles of individual projects, and groups thereof, is a portfolio management necessity. P2: projects that contribute to the strategic upgrade of a capital asset should be considered a potential programme of inter-related repeatable projects whose delivery would benefit from economies of repetition. P3: the greater the ability to identify different demand profiles of individual/groups of projects, the greater the delivery efficiency. P4: economies of repetition developed through efficient delivery of programmes of repeatable projects can foster greater efficiency in the delivery of innovative projects through economies of recombination.

This work fills a gap in the portfolio management literature, suggesting that the initial screening, selection and prioritisation of project proposals should be expanded to recognise not only the project type, but also each project’s demand profile.