When designing a segmentation effort, each customer segment is typically described with a clear and concise summary of behaviors and needs, often accompanied by examples. The corresponding positions or ranges on the segmentation axes are usually included, highlighting the axes most relevant to each segment. Additionally, segment behaviors and needs are summarized, including preferences and potential actions in specific situations. These summaries represent typical segmentation personae.
A clear description of personae / Personas for marketing is available on Wikipedia: https://en.wikipedia.org/wiki/Persona_(user_experience)
Segmentation types vary depending on the context. Common approaches include demographic segmentation (age, income, education), geographic segmentation (region, climate, density), psychographic segmentation (values, attitudes, lifestyle), and behavioral segmentation (usage, loyalty, buying behavior). In B2B, segmentation often focuses on company size, industry, and decision-making processes. Personae bring these segmentation types to life by combining such attributes into relatable customer profiles.
However, clear attention should be given to the generally poor effectiveness of segmentations based purely on demographics or other easily quantifiable data. These metrics are often easier to find, but they are usually misleading and can become a serious “bad friend.” The best segmentations are those that describe customers in the most meaningful way, directly connected to the business challenge to be addressed. This is why customer segmentation must adapt precisely to the business needs—the “why.” Aligning segmentation too closely with readily available metrics, such as demographics, can result in a design driven by what can be measured rather than by why the segmentation is being developed. And this is exactly why demographics can be a bad friend.
Personae apply to any type of customer segment; they can include companies if you are in a B-to-B business. Clear personae feed into better segmentation structure in [Customer Segmentation Design].
The clear benefit of segmentation is to provide a description of customer segments—through personae—based on findings from the segmentation effort. The personae description then aligns with marketing strategies, sales approaches, and product or solution development.
Personae apply to any type of customer segment; they can include companies if you are in a B-to-B business. The clear benefit of segmentation is to provide a description of customer segments—through personae—based on findings from the segmentation effort. The personae description then aligns with the segmentation criteria identified for each segment. Otherwise, personae may sound unreal or inappropriate, as mentioned in the Wikipedia article.
Strong personae also help refine how you collect customer insights via Customer Market Research.
Personae also influence how you measure loyalty and satisfaction through tools like Customer NPS.
Well-defined personae make a difference in how customers perceive your offerings (see Solution Perceived Value and Value Creation).
Personae are usually described so that one can easily recognize them. They are clearly not caricatures but rather fair and simple representations of market segments. When combining qualitative and quantitative approaches to segment the market, multiple elements can support a description that differentiates each segment from the others:
Qualitative: A description that succinctly shares the key elements of the customer profile. Customer segments may be described extensively by behaviors and needs. To ensure all crucial points are covered, review typical questions such as “who”, “what”, “why”, “how”, and “when” that apply to each persona.
Quantitative: Combining qualitative and quantitative approaches in the segmentation study provides many quantitative elements that are important to mention. Attributes such as age or gender can be considered when relevant.
Including examples of customers is useful as they provide a simple reference. However, avoid citing real customer names or creating descriptions unique to a customer.
Using persona templates or case-study examples helps users see how to apply personae in real segmentation projects.
Segmentation axes are excellent for connecting segments with the segmentation study, making the criteria for segmentation visible and clear. Select a few important axes relevant to the customer segment you wish to represent, for instance with a symbolic “cursor” positioning the preference. Alternatively, choose a few of the segmentation axes relevant to all segments and display preferences for all segments with the same list of segments. Consider including an empathy map or visual story for each persona to make them more relatable.
A list of personae is of great help. Consider adding the business answer. Segmentation is the tool to address a business challenge. Displaying the list of personae is possibly the place to also answer the question “so what?”. Include a summary of the business challenge for each customer segment and the proposed approach for the business answer. Also include possible objections / barriers / decision criteria relevant for each persona, so that marketing, sales, product, and communication can tailor messages accordingly.
Developing personae is a crucial part of communication in a segmentation project. Ensure that this communication is comprehensive, incorporating the objectives supporting the segmentation effort. Recognize that each segmentation is tailored to meet the specific business needs it serves.
The most effective segmentation is likely the one embraced by internal stakeholders, including sales, marketing, development, service, and other functions. Transform it into a collective effort, acknowledging that colleagues may take a few months to grasp and align with the insights gained from this segmentation. Stay attuned to their needs and actively welcome suggestions for improvement.
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Building customer personae can be an excellent team exercise. Involve salespeople and review the segmentation results with them: Do they recognize certain customer profiles? Can they share real-life examples? What sales strategies would be most effective for each segment?
Developing personae marks a turning point in segmentation work. This is the stage where validation and acceptance of the segmentation truly begin, and the focus shifts from external analysis to internal adoption. The goal is to ensure that segmentation is actively used, both in the short and long term. Tools such as stakeholder analysis can help engage teams and encourage ownership of the segmentation work—especially among those involved in solution development, pricing, communication, and promotion.
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