Searching...
15 results for “market segmentation”
Topic11 mentions across episodes
Market segmentation
Concept3 mentions across episodes
market segmentation
...is basically how do you carve up the world of companies that exist on the planet, to reason about them where they buy differently. So I'll give, I'll give examples from from Stripe and Bracell to bring this home. So a very, very typical company segme
1:00:45 / 1:01:49
from transcript1:00:45 – 1:01:49
...think segmentation is a go to market thing. I really think it's a company thing. So when you join Vercel, I actually deliver in every new hire's first week. One of our company values is KYC, know your customer. And I deliver the KYC sec section, and,
1:08:11 / 1:09:14
from transcript1:08:11 – 1:09:14
...marketers can sit between that and break down boundaries. I have reported into product teams and organizations. I reported into the CEO, commercial organizations, marketing organizations. If you are a product marketer working across those boundaries
33:02 / 34:05
from transcript33:02 – 34:05
They're assigned to a specific product or customer segment within the different business units, and their dual mandate is take share and expand margins, and they are held accountable and compensated on it. Again, it's all about value stream mapping,
10:26 / 11:37
from transcript10:26 – 11:37
...have. So sales, marketing, product. And then there are a few areas that are overlays. Right? For example, customer introductions. We have a group that just does customer introductions to, like, CIOs. That's an overlay because a small company could wa
7:27 / 8:37
from transcript7:27 – 8:37
...end of the market, we're selling to companies that are up to about 5,000 employees. It it really has, like, a wide range of the different segmentations. Now for us, we have segments that are based off of employee size, like any traditional company, b
16:25 / 17:32
from transcript16:25 – 17:32
The idea of cross functional teams feels so powerful to me, and I believe that there should be always healthy tension between a Salesforce and a product management team, but not at the expense of communication between departments. And if you could br
11:08 / 12:26
from transcript11:08 – 12:26
One thing I would add is Gilly does say if you watch that whole clip, that, like, not every successful company needs, like, all four of those personas to map onto one person. It's just when it does, it's like this magic formula. Like, there was one g
1:00:41 / 1:01:48
from transcript1:00:41 – 1:01:48
...markets maybe 90 reps, and enterprises maybe, you know, 40 ish reps or something. But that's 150 reps, and there's probably 300 reps across the board that are in different types of, places. So it's it's kind of a mixed bag. Okay. But, like, is it, li
45:43 / 46:47
from transcript45:43 – 46:47
...as marketing and sales can figure out what it's actually going to do to unblock that sales process and being more practical in that regard. Similarly at Deliveroo, I had 12 or 13 different commercial teams requesting product features, assets, and col
36:48 / 37:51
from transcript36:48 – 37:51
...for Market research, enriching your own database, and diminishing your what you said. So, you know, one of these is the ideal customer profile, and that would be the one that you go after first and you spend most of your time on.
1:02:11 / 1:03:18
from transcript1:02:11 – 1:03:18
represents you. And that competitor will do some things that the customer needs that you don't do. Where those two circles overlap and yours doesn't, that's the value wedge of that vendor. Unique value that that competitor can bring to that customer
31:59 / 33:23
from transcript31:59 – 33:23
...sales group. Then you say to the marketing group, hey.
51:43 / 52:46
from transcript51:43 – 52:46
Have a podcast?
Run your podcast through Clypt
Get ranked clips, hooks, and ready-to-post copy from your own episodes. Free to try.