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Marketing segmentation doesn’t work for sales. Buyers, even the ones with common requirements, have very unique and specific requests, and the broad approach taken in marketing segmentation can’t deal with them. Traditional segmentation falls short of the individual buyer expectations, desires and needs. Moreover, clients in different segments want solutions that are similar but are not identical. So sales has to develop the ability to make changes to standard products and services to deal with individual customer’s expectations.

Traditional segmentation usually takes into account how attractive a segment is to a company, and how competitive the company is in that segment. Sales segmentation also includes a third parameter, how attractive the company is to buyers in that segment. Narrowing down its segmentation to this micro market level, sales ensures that it doesn’t miss the opportunity to tackle individual expectations

Organisations need to look at segments from the point of view of how attractive they are as an organisation to buyers in each segment and how effectively they can compete. A key here is to stratify the markets correctly. The function of strategic sales is to define the most attractive segments. When a group of clients buy a different version of a given product, when buyers pay in different formats, and/or when buyers expect a different sales approach (e.g. key accounts, versus once off purchases), each represents a different segment.

Sales Market Segmentation plans are deployed in B2B and complex B2C situations to answer six key questions:

  1. Which sales segments do you want to target?
  2. Which customers will you approach within these segments?
  3. What will or can you offer these customers?
  4. What makes your offering attractive to the buyers in these segments?
  5. What is the best way to approach, reach & sell to the buyers in these segments?
  6. How do you build loyalty & trusted relationships to prevent customers moving to rivals?

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Val Dani, Group General Manager Dome Garden Supplies
We began working with Barrett midyear 2009.  Our Sales Team was in need of a makeover as our business had grown from Small Business to SME in a very short time. We desperately needed skilled, organized and proactive sales reps to sustain the growth and maintain our position in the market place.  For a period of 6 months, Sue Barett became our surrogate Sales Manager and held regular weekly sales meetings which involved coaching, mentoring and up-skilling the sales team to plan ahead and give them the confidence to get out on road where previously they were more in-house order takers rather than field reps.  The experience was both challenging and rewarding for the sales team and the process revealed the businesses' strengths and weaknesses which lead to the restructure of the entire business.  Barrett's approach is honest and encouraging and it's about seeking out real solutions.  There are no false promises or gimmicks on how to be the best but its rather a journey of self discovery supported with common sense sales strategies and plans that work and can be adapted by any sales rep and business.  One of the first things that Barrett warned us about was that not all sales reps will last the journey.  The process exposed some sales reps that didn't have what it takes and in time they exited the business which made way for more talented sales people.  Choosing Barrett was the one of the smartest business decisions we've made.  We still work closely with Barrett utilizing their services and tools such as the Psychometric Sales and Leadership testing which I highly recommend to recruit and retain the right people.  Sue is a rare and amazing coach, facilitator, mentor and business woman who inspires and challenges everyone she meets to be better sales reps, managers and people.
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