Product Segmentation for Trade Marketing
Product segmentation for TM is often a generic version of marketing segmentation — missing the channel and execution dimensions Trade Marketing actually needs.
Account Segmentation Criteria
Account-base prioritisation across the full distribution structure often defaults to size only — missing important factors like growth potential, strategic fit, and access.
Personal Development Plan
PDPs often default to a generic HR template that doesn’t reflect the specific capability shape of Trade Marketing. The result is development plans that look completed but don’t move capability.
Segmentation – Prioritization Matrix
Plans accumulate items faster than capacity. Without a structured prioritisation method, the calendar fills with whatever arrived most recently — not what matters most.
Segmentation – Through Research Agencies
Commissioning research agencies for segmentation often produces beautifully-presented findings that don’t translate into commercial decisions. The brief was wrong before the agency even started.
Segmentation Targeting Positioning
Segmentation, targeting, and positioning are often treated as three separate exercises — leading to targets that don’t fit the segments and positioning that doesn’t reflect the target. The STP chain breaks.
Segmentation Matrix Examples
Segmentation matrices are easy to describe abstractly and hard to build for the first time. Without worked examples, teams default to whatever segmentation the last research deck used.
Consumer Persona Development
Persona development often produces single narrative profiles that don’t lend themselves to comparison — making it hard to surface the most distinctive opportunities.
Segmentation Targeting Positioning Template
Segmentation, targeting, and positioning are often done in isolation — leading to segments that are not actually targeted and positioning that does not reflect the chosen target segment.
Market Segmentation Survey High Level
Market segmentation often starts with whatever data is conveniently available, rather than the questions that actually inform commercial choices. The result is a segmentation exercise that looks rigorous but misses the inputs that drive real decisions.