In a new reality where the consumer lives in a “liquid” situation, which implies new rules that have generated a relational change with the brands and products they consume, a framework of relationship based on freedom, immediacy and not everything is forever, consumption becomes moments or occasions without a fixed pattern of conduct, order, monotony, the concept of constant repetition and the exact predictability of behavior disappear.
An absolutely dynamic vision where a market is a conversation and the way to seduce and conquer the consumer is based on motivations, on the discovery of unmet needs or latent needs, as a form of operational lever of connectivity between brand and consumer. The basis is in conversation, with it dialogue and with it interconnection from naturalness, sincerity, in short, the humanization of brands.
An interesting approach is to define the market as a composition of human beings, not demographic sectors.
Although it may seem trivial, many brands have not been clear on this point until today; the criteria for defining patterns of behavior or segments were based on static criteria, defined from socio-demographic or socio-economic values as a strategic criterion for breaking into a market.
When the motivational need is what drives the market (concept of liquid consumer), the patterns of behavior must be defined based on emotional criteria of relationship, lifestyles and attitudes towards the market, brand or product analyzed. A dynamic criterion of market analysis.
Does segmentation based solely on lifestyle work?
Of course not. One of the biggest mistakes of recent years has been to generate or define segments based solely on variables related to lifestyle. Segments that are very attractive in form and description but are hardly valid for companies' marketing strategies.
Where is the secret?
To discover the ultimate motivations for brand relationships, we must break down this “market conversation.” We must look for the tools that interrelate the basic characteristics of human beings (sociodemographic, attitudinal, lifestyle, life cycle, etc.) with their relationship with the market, product or brand that we are analyzing (choice, moments, etc.).
ANDThese motivational segments meet the requirements of being potential business generators, attracting those segments that are most receptive to our offer or building new offers based on those needs that we consider are not well resolved and there is a business opportunity in them.
Motivational segments not only help in the design of the product strategy, closer to the concept of innovation, but also in correctly focusing the communication strategy since they define operational levers of permeable messages that connect the consumer with our brand.
The starting point is always the competitive macro-environment (as broad as possible to identify blurred boundaries) that helps us understand the competitive environment in which we operate. From here we define this relational framework between consumers and brands, helping to define strategic segments of opportunities that they generate and finally, through a “scoring” tool, being able to access them in a simple, fast and operational way.
To achieve this, we must take into account all the audiences present, from the organization itself (interviewing those responsible for the decision) to the consumers, interacting with them through ethnography and quantifying motivational behavior patterns with their complete profile.
This motivational segmentation offers its latest expression as a way for brands to grow, since its purpose is to offer winning solutions against the competition that generate business, detecting latent opportunities and delving into existing ones by maximizing profitability.
This pure business orientation is what makes it attractive and fundamental to the company's strategy. This motivational segmentation is adopted from marketing, market research, R&D, general management and the CEO of the organization.
New paradigms require new solutions.
Jordi Crespo
