Market segmentation in managerial practice: a qualitative examination

2.50
Hdl Handle:
http://hdl.handle.net/2173/92302
Title:
Market segmentation in managerial practice: a qualitative examination
Authors:
Quinn, Lee
Citation:
Journal of marketing management, 2009, vol. 25, no. 3-4, pp. 253-272
Publisher:
Westburn Publishers
Issue Date:
2009
URI:
http://hdl.handle.net/2173/92302
DOI:
10.1362/026725709X429746
Additional Links:
http://www.informaworld.com/smpp/title~content=t914689377~db=all
Abstract:
This paper offers an examination of the ways in which managers implement market segmentation. Market segmentation practices are examined in the context of the UK apparel retail sector. A qualitative research framework, which draws on Weick's (1995a) sensemaking approach, is adopted. Managerial insights are evidenced through a key-informant interviewing method within 10 case-organisations. The results indicate a number of plausible, managerial reasons for not pursuing sophisticated segmentation solutions. An underlying issue is a widely held belief in the adequacy and manageability of gross-level, descriptive segmentation approaches. Market segmentation was also seen as a managerial concept from which to inform decision-making but not for determining it or supplanting it. Segmentation thus represents an important sensemaking tool, often for communicative purposes. According to evidence revealed in this inquiry, contemporary applications and uses of market segmentation no longer provide synergy with the methodological and conceptual foundations of the concept.
Type:
Article
Language:
en
Description:
Full-text of this article is not available in this e-prints service. This article was originally published following peer-review in Journal of Marketing Management, published by and copyright Westburn Publishers.
ISSN:
0267-257X

Full metadata record

DC FieldValue Language
dc.contributor.authorQuinn, Leeen
dc.date.accessioned2010-02-16T14:54:15Z-
dc.date.available2010-02-16T14:54:15Z-
dc.date.issued2009-
dc.identifier.citationJournal of marketing management, 2009, vol. 25, no. 3-4, pp. 253-272en
dc.identifier.issn0267-257X-
dc.identifier.doi10.1362/026725709X429746-
dc.identifier.urihttp://hdl.handle.net/2173/92302-
dc.descriptionFull-text of this article is not available in this e-prints service. This article was originally published following peer-review in Journal of Marketing Management, published by and copyright Westburn Publishers.en
dc.description.abstractThis paper offers an examination of the ways in which managers implement market segmentation. Market segmentation practices are examined in the context of the UK apparel retail sector. A qualitative research framework, which draws on Weick's (1995a) sensemaking approach, is adopted. Managerial insights are evidenced through a key-informant interviewing method within 10 case-organisations. The results indicate a number of plausible, managerial reasons for not pursuing sophisticated segmentation solutions. An underlying issue is a widely held belief in the adequacy and manageability of gross-level, descriptive segmentation approaches. Market segmentation was also seen as a managerial concept from which to inform decision-making but not for determining it or supplanting it. Segmentation thus represents an important sensemaking tool, often for communicative purposes. According to evidence revealed in this inquiry, contemporary applications and uses of market segmentation no longer provide synergy with the methodological and conceptual foundations of the concept.en
dc.language.isoenen
dc.publisherWestburn Publishersen
dc.relation.urlhttp://www.informaworld.com/smpp/title~content=t914689377~db=allen
dc.titleMarket segmentation in managerial practice: a qualitative examinationen
dc.typeArticleen
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