Chapter 6: Identifying Market Segments and Target Customers

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Welcome to The Deep Dive, the show where we take a stack of information, sift through it, and pull out the most important nuggets of knowledge to get you well -informed, fast.

And today, we're jumping into something really core to any business.

Right, a universal challenge, reaching the right people.

And we're kicking things off with a classic, the Campbell Soup Company.

Ah, the red and white cans.

Iconic.

Totally.

But, you know, a few years back, this huge company, like over a century old, really hit a snack.

What happened?

Well, canned soup consumption overall dropped pretty significantly, like 13%.

Wow, that's a big dip.

Yeah, and their market share went from a massive 67 % down to 53%.

Fresh stuff, premium options.

They were definitely eating into it.

So they needed a new plan.

Exactly.

They knew they had to figure out 18 to 34 -year -olds millennials.

I mean, they're a quarter of the US population, right?

The future, basically.

Makes sense.

How do they approach it?

They did something pretty cool, actually.

They called it an anthropological research approach.

Anthropological.

So like, studying them in the wild?

Kind of.

They sent executives to these hipster market hubs, London, Austin, Portland.

And they did live -alongs and eat -alongs, basically just hanging out, shopping, eating with young consumers to really get their lifestyle.

That's some deep immersion.

What did they find out?

The key insight was fascinating.

Millennials loved spices, exotic foods, way more than previous generations.

Right.

I can see that.

But here's the catch.

Most of them couldn't actually cook it.

Okay.

So interest, but maybe not the skill or time.

Exactly.

So Campbell's came up with Campbell's Go Soup.

Go Soup?

Different.

Totally different.

Not in cans, but in these modern pouches.

Signaling freshness, I bet.

Precisely.

And exotic flavors like Moroccan -style chicken, coconut curry.

Sounds good.

More expensive.

Oh yeah.

Three dollars a pouch, so like three times the price of their basic soup.

Wow.

Big jump.

And here's the kicker.

They promoted it entirely online.

Music sites, humor sites, gaming, social media.

No traditional ads, just digital.

Exactly.

They went where the millennials were.

That Campbell's story, it just perfectly sets up what we're digging into today.

Which is?

The absolute crucial importance of, well, identifying market segments and then zeroing in on target customers.

Because you just can't reach everyone.

Not effectively, no.

Not in these big diverse markets we see today.

Companies have to pick their battles, find the segments they can really serve well.

It's about being strategic.

Okay, so how does that work?

What are the steps?

It's basically a three -step process, usually.

First, you identify distinct groups that's segmentation.

Grouping people with similar needs.

Right.

Second, you choose one or more of those groups to actually go after that's targeting.

Thinking the choice.

And third, which we'll touch on more later, is developing your value proposition and positioning for those chosen targets.

Got it.

So today we're focusing on those first two.

Exactly.

Segmentation and targeting.

How to slice up the market and pick your spots.

That's our mission.

Okay, let's unpack this.

Why the need for targeting in the first place?

Why not just, you know, try to sell to everybody?

It's a fundamental question.

Yeah.

And it really gets at how marketing has evolved.

We used to have mass marketing.

Like the Henry Ford example.

Any color as long as it's black.

That's the classic one.

Ignore the differences.

One offer for everyone.

And, you know, there were arguments for it.

Lower costs, right?

Simpler everything.

Yeah.

Potentially the largest market.

Lowest costs for production, inventory, advertising.

Potentially lower prices or higher margins.

But today, it's just much, much harder.

The market's so fragmented.

So many different needs and wants.

And channels too, right?

Trying to reach everyone everywhere must cost a fortune.

Exactly.

It's difficult and expensive.

And often trying to be everything to everyone means you end up being nothing special to anyone.

Okay.

So mass marketing is kind of a blunt tool for today's world.

What happens when consumers do have really different needs?

Well, that's where targeted marketing really shines.

Instead of one size fits all, companies sell different products or variations to different segments.

Like Estee Lauder?

Perfect example.

They've got the main Estee Lauder brand for, say, older consumers.

Right.

Then Clinique and Imagese targeting younger women.

Aveda for the aromatherapy.

Natural Crowd.

Origins for the eco -conscious.

So multiple brands, each aimed at a specific group.

Precisely.

Each is carefully crafted for its particular slice of the market.

Okay.

So you can target segments.

How far can you take that?

What's the most granular level?

Well, the ultimate level, theoretically, is one -on -one marketing.

Where the segment is just one person.

Exactly.

Each customer is treated as their own segment.

And, you know, with data and flexible manufacturing, it's actually becoming more feasible.

Can you give an example?

Sure.

Think about Wagner Custom Skis.

They make maybe a thousand unique pairs of skis and snowboards a year.

Wow.

Unique.

Yeah.

Each one is precisely fitted and designed for the individual owner.

Starting at, like, $750.

Okay.

So high -end, very personalized.

When does that work best?

It works well when you have lots of individual customer info, maybe high -value products that need replacing or upgrading, or lots of things you can cross -sell.

That makes sense.

What about trying to get that personalization, but, like, on a bigger scale?

Ah, now you're talking about mass customization.

Mass customization.

Meeting individual needs, but doing it efficiently, en masse.

Exactly.

Technology is key here.

Think about the Minamai Cooper online configurator.

Oh, yeah.

Where you paint the color, the stripes, everything.

Right.

You basically design your own car online.

Or Coke's freestyle machine.

The one with all the flavor combinations.

Yeah.

Over a hundred options.

That's mass customization in action.

Even services, airlines, hotels.

They personalize offers based on your history.

Absolutely.

And even political campaigns now.

Using Facebook data to target ads based on groups you've joined.

Testing hundreds of messages.

It's about using scale to deliver that individual touch.

Okay.

So this points towards needing a really clear approach.

The chapter talks about two main types of targeting, strategic and tactical.

What's the difference there?

Yeah.

This distinction is super important for getting targeting right.

Strategic targeting is the high -level decision.

Sort of.

It's about which customers, which segments are you actually going to serve?

And crucially, which ones are you going to deliberately ignore?

Ooh.

Ignoring customers.

Sounds harsh.

It's a calculated choice.

It's about finding where there's a real fit.

Where you can create value for them and they can create value for you.

It's saying, okay, these are our people.

Got it.

So that's strategic.

What's tactical?

Tactical targeting is the how.

Once you've decided who your strategic targets are, how you actually reach them effectively and efficiently.

It's about the execution, the channels, the messaging to connect with that chosen group.

So they work together.

Absolutely.

They're complementary.

Strategic answers, who are we building a relationship with?

Tactical answers, okay, how do we find them and talk to them?

Let's dig into strategic targeting first.

You said it involves tough choices.

What makes a segment strategically attractive or viable?

It boils down to two key questions you have to ask about any potential segment.

Okay.

What are they?

First,

can our company create superior value for these customers?

That's about your capabilities.

We call it target compatibility.

Can we actually meet their needs better than anyone else?

Essentially, yes.

And second, can these customers create superior value for our company?

That's about their potential contribution back to you.

That's target attractiveness.

Compatibility and attractiveness.

Let's start with compatibility.

What determines if a company can serve a segment well?

It really comes down to your company's resources and abilities.

Can you outperform the competition for this specific group?

So what kind of resources are we talking about?

It's the whole package.

Your business, infrastructure, manufacturing, service capabilities, supply chain, management structure,

access to scarce resources, maybe unique natural resources, prime real estate, even web domains.

Skilled employees, your R &D folks, your engineers, your customer service teams, technological expertise like proprietary processes or intellectual property.

Strong brands too, I imagine.

Hugely important, especially in crowded markets.

A strong brand provides unique identification, meaningful associations.

And don't forget your collaborator networks, suppliers,

R &D partners, distributors.

That's a lot.

Is there a core concept here?

Yeah, the idea of core competencies.

These are the things your company does uniquely well.

What makes something a core competency?

It has to be a source of competitive advantage, provide significant benefits to customers, be applicable across different markets, and be really hard for competitors to imitate.

Companies often focus on these and might outsource other less critical things.

Okay, so that's compatibility, what we can do.

Now, target attractiveness, what the customers bring to us.

You mentioned value.

Right, and it's not just about the money they spend, so that's part of it.

Customers create two kinds of value for a company.

There's monetary value and strategic value.

Monetary value sounds straightforward, sales, right?

Pretty much.

It's the revenue you expect from them influenced by the market size, growth rate, their buying power, loyalty, how sensitive they are to price, minus the cost to actually serve them.

Tailoring products, communicating, delivering, acquiring them, keeping them, supporting them after the sale.

Makes sense, but you said companies focus too much on this.

Often, yeah, because they might miss the other side.

Strategic value.

This is where it gets really interesting, you said, the less obvious value.

Exactly.

Strategic value is the non -monetary stuff customers bring, and there are a few key types.

First, there's social value.

Social value, like influence.

So precisely.

Some customers have huge influence on others, think opinion leaders, trendsetters, those mavens who spread the word.

Targeting them can amplify your marketing massively.

Okay, influence.

What else?

Second, scale value.

Sometimes having a large number of users is valuable in itself, even if many aren't super profitable individually.

Like your network effects.

Yeah, platforms like Uber, Airbnb, Microsoft, eBay, Facebook.

The bigger the user base, the more valuable the service becomes, which attracts even more users.

Sometimes you target low margin customers just to build that critical mass.

Interesting.

And the third type.

Information value.

Customers provide incredibly valuable data and feedback.

Especially early adopters.

Exactly.

Targeting those lead users who are ahead of the curve gives you priceless insights for improving your products or services.

They help you learn.

So strategic value.

It sounds powerful, but maybe harder to measure than pure sales.

It definitely is harder to put a number on.

But ignoring it is a huge mistake.

Those influential or informative customers can ultimately unlock much larger, more profitable segments down the line.

Okay.

So strategic targeting tells us who we want based on compatibility and attractiveness,

considering both monetary and strategic value.

Now, how do we actually find these people?

That's tactical, right?

Exactly.

Tactical targeting is all about bridging that gap.

It links the value you identified, which is often unobservable, to characteristics you can observe.

Like what?

These are the descriptors that make up the customer profile.

Demographics, geography, behaviors, and psychographics.

These are the handles you can grab onto to actually identify and reach your target.

All right.

Let's break these down.

These profiles are really the bread and butter for marketers, aren't they?

They really are.

Let's throw demographic factors.

This is the basic stuff.

Age,

gender, income, stage in the life cycle.

Like generations.

Boomers, Gen X, millennials, Gen Z.

Exactly.

Each generation is shaped by its time, often sharing outlooks and preferences.

Think about centrum vitamins.

They have centrum adults and centrum silver adults, right?

Right.

Clearly targeting different age groups.

Or consider life stage.

The market for newlyweds is huge.

Or single households.

That's a nearly $2 trillion market now.

Wow.

And companies target them specifically.

Oh, yeah.

Lowe's targets them.

De Beers even created the right -hand ring aimed at single women.

And Singles Day in China, massive shopping event.

What about gender?

Is that still relevant?

It's becoming more nuanced.

Differences are shrinking in some areas.

More men do grocery shopping.

More women buy homes and cars.

But it's still powerful in others.

Like Gillette's Venus razor for women versus, well, their other razors.

Though you also see genderless products now.

Like Big's Made For You razors.

Income seems obvious.

But is it always predictive?

Not always.

It's been used forever.

But sometimes people with similar incomes behave very differently.

We see this hourglass market now.

Where people buy both discount and premium.

Exactly.

They might buy bounty basic paper towels but also splurge on a high -end whirlpool washer.

Or wear both Basic Signature by Levi Strauss and Cojeans and Premium Levi's Made and Crafted.

OK.

Race and culture.

Hugely important.

Multicultural marketing recognizes that different ethnic and cultural groups often have distinct needs and preferences that require targeted activities.

Like McDonald's adapting its campaigns.

Yeah.

Their I'm Lovin' It campaign has variations for different groups.

Ford used Kevin Hart in ads targeting African Americans for the Explorer.

The growth of Hispanic American, African American, and Asian American markets is significant.

And smart companies tailor their efforts.

Moving on geographic factors.

Location, location, location.

Pretty much.

Dividing the market by nation, states, regions, cities, even neighborhoods.

Needs vary locally.

Like the Jell -O example.

Most eaten in Salt Lake City.

Right.

Or ice cream in Long Beach.

Yelp is built entirely on local.

Connecting people with nearby businesses via their mobile app.

There's also geo -clustering.

Like Clarita's Prism.

Where they define dozens of neighborhood types.

Exactly.

68 segments based on demographics.

Lifestyle purchasing.

It helps companies find neighborhoods where their likely customers live customer cloning.

OK.

Demographics.

Geographics.

What about what people do?

Behavioral factors.

This describes actual customer actions.

Things like user status.

Are they a non -user,

potential user, first -timer, regular, or maybe an ex -user?

Think about reminders for PAP tests targeting women who haven't had one recently.

Or usage rate.

Yeah.

Usage rate light, medium, heavy users.

Often heavy users are a small percentage of the market.

But account for a huge chunk of consumption.

Like heavy beer drinkers.

What else falls under behavior?

Buyer readiness stage.

Where are they in the buying process?

Unaware, aware, informed, interested, desire, intend to buy.

Your marketing changes depending on their stage.

Loyalty too.

Definitely.

Loyalty status, you have hardcore loyals, split loyals, loyal to two, three brands, shifting loyals, and switchers.

You approach each group differently.

And occasions when people buy or use a product.

Air travel needs to divert for business versus vacation.

Flower needs to differ for Mother's Day versus a funeral.

OK.

That's a lot on behavior.

Finally, psychographic factors.

This sounds deeper.

It is.

This gets into personality, attitudes, values, interests, lifestyle.

It helps bridge the gap between observable demographics and unobservable motivations.

The why behind the buy.

Is there a framework for this?

One well -known one is VALS, values and lifestyles.

It classifies people based on their primary motivations, ideals, achievement, or self -expression, and their resources.

Can you give an example of psychographics in action?

The Honda element is a great one.

They targeted 21 -year -olds aiming for that adventurous dorm room on wheels vibe.

Right.

But the average buyer turned out to be 42.

Psychographically, older buyers were drawn to his practicality and youthful spirit, even if the ads didn't show them.

Later, the Honda Fit successfully targeted both Gen Y and empty nesters.

And targeting based on values, like the LGBT market.

Absolutely.

That market has immense buying power over $900 billion.

Companies like American Airlines with its Rainbow Team, Volvo, Nike,

AT &T target.

They actively target this group, often highlighting shared values of inclusion and diversity.

So putting it all together, tactical targeting is about matching that strategic value with these observable profiles.

That's the key takeaway.

You need that alignment between the unobservable

why value and the observable who profile so you can actually communicate and deliver effectively.

How do marketers make these profiles feel less abstract, more human?

That's where personas come in.

They're incredibly useful.

Personas, like fictional characters?

Kind of, yeah.

They're detailed profiles of hypothetical target consumers.

They get a name, a photo, a backstory, demographic details, psychographic traits, behaviors, goals, pain points.

Give me an example.

Unilever used Katie for their Sunsilk hair care line.

Best Buy's Geek Squad developed personas like Jill, a busy suburban mom needing tech help.

Or Charlie, an older guy, curious about new gadgets.

Campbell -Hausfeld created personas for female DIYers and elderly consumers.

Why use multiple personas?

Because you don't want to overgeneralize.

Most target segments aren't monolithic.

Multiple personas capture the diversity within your target audience and help everyone in the company visualize who they're serving.

Makes sense.

And you mentioned two guiding principles for tactical targeting.

Right.

For optimal results, you aim for effectiveness and cost efficiency.

Effectiveness means?

Reaching all your strategically valuable customers.

Making sure they know about you and can access your offering.

And cost efficiency.

Reaching only your target customers as much as possible.

Cutting down on wasted effort and ad spend directed at people who aren't likely to buy.

It's about precision.

So when a company is targeting, do they usually just pick one segment or do they go after several?

Good question.

Some companies practice single segment concentration.

They focus all their energy on just one specific group.

Like Porsche.

Exactly.

Porsche is all about sports car enthusiasts.

Or Volkswagen historically focusing on the small car market.

Enterprise Rent -A -Car built its business on the insurance replacement market.

Allegiant Air targets leisure travelers flying from smaller cities to vacation spots.

What makes a niche like that attractive?

Usually it has distinct needs.

Customers willing to pay a premium.

It's big enough to be profitable, but maybe not big enough to attract lots of major competitors.

Deep knowledge of that niche gives you a strong advantage.

But with markets fragmenting, is single segment focus still common?

Less so for larger companies.

Many engage in targeting multiple segments.

They develop a portfolio of offerings aimed at different groups.

Like P &G with crest white strips.

Right.

They initially targeted newly engaged women.

Brides -to -be and gay males.

Different segments, one product initially.

You can also specialize in other ways.

Product specialization means selling one type of product to several different segments.

Like a microscope maker is selling to university labs, government labs, and commercial labs.

Okay.

Or market specialization.

Where you serve many needs of one specific customer group.

Like a company supplying all the chemical needs for university labs.

Who's really good at multi -segment targeting?

Hallmark Cards is a master class.

They make like 10 ,000 new cards every year.

10 ,000?

Wow.

They have sub -brands like Shoebox Greetings for humor.

Fresh Ink for younger women.

Ethnic lines like 8 Bamboo or Love Ya Mucho.

Charity cards, musical cards, e -cards.

They slice the market incredibly finely.

What's the key risk when targeting multiple segments?

The biggest mistake is not truly tailoring the offering.

You can't just slap a different label on the same product.

You have to align the attributes and benefits with the distinct value each segment is looking for.

It has to stem from their needs, not just your product development capabilities.

Does all this apply equally well to B2B business to business markets?

Absolutely.

Yeah.

The principles are the same, but the variables used for segmentation can be a bit different.

How so?

Well, they use some similar ones like geography, benefits sought, usage rate.

Yeah.

But they add specific B2B factors.

It does.

Demographic factors like the customer's industry, their company size, their location.

Operating variables like the technology they use, whether they're a current user or not, their own capabilities.

Okay, more business -focused stuff.

Right.

Also, purchasing approaches.

How is their purchasing department organized?

Who holds the power?

What's the nature of your existing relationship?

What are their buying policies and criteria?

Very specific.

And situational factors, things like urgency, the specific application for your product, the size of the order, even personal characteristics like buyer -seller similarity.

Their attitude toward risk, their loyalty.

Can you give a B2B example?

Timken, the bearings manufacturer, is a good one.

They did a study and found profitability varied wildly across customer industries.

What did they do?

They realized the auto industry, while high volume, wasn't their most profitable.

So they shifted focus towards heavy processing industries, aerospace, defense.

They even told a specific tractor manufacturer,

hey, for your medium tractors, you should probably buy cheaper bearings elsewhere, but we'll keep supplying the high performance ones for your big tractors.

Wow.

Telling a customer to buy elsewhere.

That's strategic focus.

Exactly.

It shows how precise B2B segmentation can be based on profitability and capability.

Okay.

Shifting gears slightly, but still related.

There's this fascinating concept tied to digital marketing.

The long tail.

Ah, yes, the long tail.

Chris Anderson's theory.

It contrasts the traditional head of sales, a few blockbuster hits that make most of the money.

The 80 -20 rule, basically.

Right.

With the long tail,

this vast number of niche products that each sell only a little, but collectively add up to a significant market.

And Anderson argued e -commerce changes things.

Yeah.

His assertion was that online retail shifts demand down the tail, away from just the hits, making those niches much more important, maybe even approaching a 50 -50 split between hits and niches eventually.

What's the logic behind that?

His premises.

He had three main points.

One, lower distribution costs online make it feasible to offer way more variety.

Unlimited shelf space, essentially.

Kind of.

Two, this huge variety makes it more likely you'll tap into latent niche demand that wasn't served before.

And three, if you aggregate enough of these niches, they create a really big market overall.

How does e -commerce enable this?

Several ways.

Increased inventory.

Obviously, I think Amazon, eBay, iTunes,

Netflix compared to a physical store.

Lowered search costs.

It's easier to find niche stuff online.

Recommendations help, too, right?

Big time.

Product recommendations, collaborative filtering, plus online word -of -mouth networks all guide people towards those long -tail items.

Are there criticisms of the long -tail idea?

Yeah.

Some argue hits are still disproportionately valuable.

Many long -tail items remain obscure, despite being available.

And for physical goods, inventory costs can still be significant.

But the core idea that digital platforms unlock niche markets is definitely powerful.

Let's bring this home with a really concrete case study.

Chase Sapphire.

How did they nail their targeting?

Chase Sapphire is a brilliant example.

Chase Bank did tons of research on their credit card business, looking at age, assets, fees paid, rewards usage.

And what did they find?

They identified this really valuable segment, affluent customers.

They were only about 15 % of card holders, but accounted for half of all spending.

Clearly a group worth focusing on.

So how did they go after them?

Well, they first launched the original Chase Sapphire in 2009.

No annual fee, decent points, trying to chip away at American Express's dominance in that space.

Okay, a starting point.

Then came Chase Sapphire Preferred in 2011.

Now there's a $95 fee, but way better rewards, especially on dining and travel, plus these exclusive Chase experiences.

And they added that heavy metal core.

The thunk.

People talked about that.

Exactly.

It created a premium feel.

But the real game changer was the Sapphire Reserve in 2016.

What prompted that?

More research.

They found this specific group within the affluent segment, 25 to 44 year olds, earning $150 K plus, who really prioritized travel benefits and points maximization.

So a segment within a segment.

Right.

The challenge was to make a card that stood out from the preferred, really appeal to these travel focused millennials, and hopefully discourage churners, just grabbing the sign up bonus.

And the reserve delivered.

Oh yeah, $450 annual fee, but huge benefits.

Three points per dollar on travel and dining, better point conversion, a big annual travel credit, more Chase experiences, and that massive 100 ,000 point sign up bonus initially.

That bonus got a lot of attention.

But here's what's super interesting from a digital perspective.

How did they reach those millennials who are often skeptical of credit card marketing?

This is key.

Chase realized traditional ads wouldn't cut it.

Millennials trust peers and influencers more.

So they went social.

Big time.

They largely skipped traditional advertising and instead partnered with social media influencers, directors, designers, models, who organically shared their experiences using the card for travel and dining.

Creating buzz and exclusivity.

Exactly.

It felt authentic,

aspirational.

The demand was insane.

They ran out of the metal alloy for the cards in 10 days.

Call centers were overwhelmed.

Did it stick?

Did they keep the customers?

That was the big question about churners.

But a year later, the renewal rate was incredibly high.

Around 90 percent.

The investment clearly paid off.

So what did Chase understand about millennials?

They got that this group, while maybe bargain -minded in some ways, really valued experiences over just stuff.

They designed a product that enabled a certain lifestyle, communicated it through channels millennials trusted, and created a genuine cult brand.

It was brilliant targeting.

Let's look at one more brand that really gets segmentation and connection.

Superdry.

What's their story?

Superdry is really interesting.

It's a UK fashion brand.

But its whole identity is about this cultural blending.

How so?

They mix vintage Americana design, Japanese -inspired graphics, and British tailoring quality.

It started after the founders took an inspirational trip to Tokyo.

That's where the super in Japanese kanji on their logo comes from.

Did that unique blend work?

Amazingly well.

They went from just five t -shirts to a global brand with hundreds of stores.

They built this huge cult celebrity following David Beckham, Justin Bieber, Kate Winslet were all spotted wearing it.

How did they market themselves initially?

A mix advertising, promotions, sponsorships, events.

But digital became increasingly important.

Their online division now accounts for over a quarter of their retail revenue.

They call themselves a global digital brand.

Did they ever try to broaden their appeal?

Yeah, in 2015, they collaborated with actor Idris Elba on a premium range called Idris, aiming to attract slightly older, more sophisticated customers.

Okay, so digital is key.

How have they used it recently?

Well, they hit a bit of a rough patch around 2019.

Sales slowed down, and some thought the brand wasn't quite trendy enough, maybe lagging behind competitors like Hollister in social engagement.

Ah, so how did they respond?

This is where it gets interesting.

They doubled down on coolness,

leaning heavily into influencer marketing again, especially targeting youth with campaigns like Summer or Nothing.

And embracing new platforms.

Exactly.

They jumped onto TikTok in August 2019.

For a store opening in Australia, they invited three local TikTok influencers.

Huge success.

A lineup of over 300 people.

Then for Christmas, they did a TikTok campaign called One for Me, One for You.

What was that?

Influencers gifted matching pairs of Superdry slides.

It generated like 2 .8 million organic views before it even officially launched.

Wow, so using influencers on the right platform really worked.

Definitely.

Superdry showed how using an interactive communication mix, especially leveraging influencers on platforms like TikTok, could reconnect with their target audience, drive real -world store visits, and boost purchases.

It's about being where your audience is and speaking their language.

So wrapping this all up, what's the big takeaway for you listening?

From Campbell's realizing they needed a completely new soup approach for a new generation.

Yeah, involving that deep anthropological research.

To Superdry pivoting hard into TikTok influencers to regain their edge,

it seems undeniably powerful to really know your customer and tailor everything you do.

It absolutely is.

You have to understand who you can genuinely serve best and then understand them so well, their needs, their values, their media habits, they know exactly how to connect.

Which leads to maybe a final thought.

Yeah, it raises a crucial question for businesses today.

In this world of constant change and seemingly infinite consumer choice, how do you stay agile?

How do you keep resegmenting, retargeting?

To make sure your offerings always hit the mark with the evolving needs and profiles of your most valuable customers.

It's definitely not a set it and forget it task.

It has to be an ongoing journey.

We really hope this deep dive into identifying market segments and target customers has given you some surprising facts, maybe some fresh perspectives, and definitely a shortcut to being well informed on this critical topic.

Last minute lecture team, warm thank you from the last minute lecture team.