Paper

(A)

Question: How do your market segments differ?

Measure: Literally need to define the segments by their attributes and behaviors. This will help us understand their decision making, as we can better understand their core needs.

Question: How did you value or prioritize the different market segments?

Measure: Here we would want to quantify differences including economic opportunity (segment size), customer fit to our company (somewhat qualitative but we are looking for how directly our product meets their needs), and the competitive environment (we would need to quantify/project how much market share would be achievable due to not only current competition, but also the barriers to entry for future competition). Taking this data into consideration, we should be able to make some projections as to the economic value in each market segment to ultimately make better decisions about prioritizing different market segments.

Question: How did you position your product relative to your chosen segments?

Measure: The first step would be to articulate our competition’s space. Value maps would help in demonstrating what market space(s) our competitor’s focus on. Next we would need to determine customer attributes, importances, and beliefs about our brand and our competitor brands, in other words, what’s important to the customers. Through interviewing customers we could build an attribute matrix, which would provide great clarity as to the question; Are we positioned in the space we want to be/or thought we were? This attribute matrix will help us to find a profitable space on the value map to operate.

Question: Upon choosing target segments, what were your options for positioning?

Measure: Determining position on the value map is really more of a strategic statement. From our insights gathered from the attribute matrix and additional customer information, we should be able to construct a benefit-specific position to help us hone in on what each...