By Tracy Young

In go-to-market organizations, segmentation underpins strategic decision-making, influencing how markets are approached, internal organization, product development and resource allocation.

Tracy Young, co-founder and CEO of TigerEye

For leadership, crafting a robust segmentation model is crucial. Without a shared segmentation framework, teams may work in unaligned directions — marketing and sales targeting different segments, conflicting feedback to product and engineering, and finance operating from an unrelated viewpoint.

This lack of coordination drains resources and frustrates teams.

By honing in on specific customer segments and delivering messages that resonate on a personal level — “We do X for people just like you” — companies can significantly enhance customer experiences, foster loyalty and strengthen connections.

This targeted approach not only boosts conversion rates and retention, but also drives revenue growth by demonstrating the power of precise customer alignment.

How it works

Unified market understanding aligns the entire company, facilitating progress. Marketing’s efforts become segment-specific, generating leads for business development and sales teams that are ready to engage.

This clarity ensures products are designed with a specific market in mind; aligning business metrics with strategic goals. Leadership’s role in setting segment priorities is like defining company values, guiding investment based on segment growth.

Segmentation also helps teams communicate better, providing insights into business health and strategic direction.

Revenue operations and finance play a pivotal role, analyzing segmentation scenarios and guiding the company’s evolution. A clear segmentation roadmap informs strategic decisions by enhancing understanding of the competitive landscape.

However, effective segmentation is not straightforward; it blends analytical rigor with strategic foresight, requiring an understanding of trade-offs among different models. Implementing a new model impacts every facet of the organization, necessitating adjustments in organizational structure, marketing strategies, sales territories and compensation plans.

Why you need to do TAM analysis

Leadership must base segmentation on a solid understanding of the TAM, or total addressable market.

TAM analysis is foundational, determining the potential market size and growth ceiling for products.

But ultimately the effectiveness of segmentation directly impacts a company’s ability to compete and thrive in its market, making it a critical factor for success.

Good segmentation decisions and execution enable companies to identify and serve their most valuable customer groups with tailored solutions, leading to increased customer satisfaction, loyalty and revenue growth. By understanding and addressing the specific needs of distinct market segments, businesses can optimize their marketing strategies, product offerings and resource allocation.

Conversely, poor segmentation can result in misaligned marketing efforts, wasted resources and missed opportunities, as products and messages fail to resonate with intended audiences.

Understanding industry-specific performance is crucial for refining segmentation. Quality customer data enables a nuanced view of market engagement and success factors. In the era of data abundance, data enrichment tools and strategies are invaluable for enhancing CRM data quality, supporting informed segmentation decisions.

Segmentation can also guide territory management, identifying areas of success and opportunities for expansion.

Firmographic and geographic segmentation offer frameworks for organizing sales efforts, with criteria tailored to the company’s growth dynamics and market presence. This strategic clarity enables teams to focus their efforts on the most promising segments.

Effective segmentation fosters a cohesive strategy, aligning sales, marketing and product development efforts. By regularly reviewing performance data and adapting strategies accordingly, companies can optimize growth and investment returns. Segmentation, therefore, is not just an operational tactic but a strategic imperative for guiding business development and achieving long-term success.

Tracy Young, the co-founder and CEO of TigerEye and former leader of PlanGrid, has a proven track record in scaling tech enterprises, notably leading PlanGrid to a $875 million acquisition by Autodesk in 2018. She is recognized in Forbes’ Top 50 Women in Tech, has spoken at prestigious events such as TEDWomen 2020, and holds a bachelor’s degree in construction engineering management.

Illustration: Dom Guzman