Market Segmentation and Positioning in Specialized Industrial Markets

Abstract

Many companies in basic industries are shifting to speciality products in an effort to boost growth and profits. But such moves require often unfamiliar marketing skills, especially in segmentation and positioning. The market literature is surprisingly devoid of practical examples of segmentation and positioning techniques applied to industrial markets. This article presents such a model and illustrates it in detail for a company diversifying into speciality chemicals. Implications for other industrial companies are discussed.