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Utility Communicators International
Communication Challenges of Green Energy
January 2009
Utility Communicators International
SUBSECTION TITLE
2
What does it mean
to be ?
Utility Communicators International
SUBSECTION TITLE
3
Case Study: ‘Company A’
Ingoing Hypotheses:
•  Opportunity exists for Company A to drive growth and strengthen its competitive advantage
by positioning itself to satisfy emerging Green requirements
•  Green is NOT a one-size-fits-all proposition. Green means different things to different
buyers, and the market can be segmented based on how attitudes differ toward Green
•  The process of identifying a value proposition grounded in Green is no different from a
standard value proposition effort (segmentation, targeting, etc.)
Company A:
•  A large, “super-regional” supplier of building materials for the commercial construction
industry
Utility Communicators International
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4
Project Objectives
•  To understand how builders/contractors define Green and their motivation to pursue/not
pursue green building materials/solutions
•  To identify the key drivers of Green purchase decisions and dimensionalize their relative
importance
•  To identify and prioritize distinct segments of Green based primarily on differences in
attitudes toward Green
•  To identify a Green-oriented value proposition that is compelling and distinctive to the
target segment
Utility Communicators International
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5
Questions to answer
How does the market
segment?
!  How similar or different are attitudes, needs, and behaviors across
markets?
!  How many distinct segments does the optimal schema yield?
!  What are the behavioral and firmographic profiles of each segment?
1
What value proposition
appeals to our target?
!  What primary benefit serves as the foundation for a value proposition?
Is the foundational benefit motivating, credible, and differentiated?
!  What competencies are required for Company A to deliver the VP?
!  What are the interrelationships between attributes and benefits (how
do they link)?
3
Which segments should
we target?
!  Which segments are the most economically attractive?
!  Which segments align best with Company A internal competencies?
!  With which segments does Company A currently perform best?
2
Utility Communicators International
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6
Types of segmentation
Key
Question:
Dimensions:
Tactical Strategic
Type:
Focus:
§ Category
attitudes,
desires and
beliefs
§ Required/
Have to have
§ Preferred/
Like to have
§ Not needed
§ Product
usage
§ Brand
awareness,
usage &
loyalty
§ Price paid,
share of
wallet, and
purchase
frequency
§ Sector
§ Geography
§ Spend Level
§ Company
size
§ Purchase
§ Key
influencers
Why are they
doing it?
What do they
desire?
What are
they doing?
Who are
they?
How are they
doing it?
Attitudes
Needs
Behavior
Demographics
Channel
§ Category
attitudes,
desires and
beliefs
§ Required/
Have to have
§ Preferred/
Like to have
§ Not needed
§ Product
usage
§ Brand
awareness,
usage &
loyalty
§ Price paid,
share of
wallet, and
purchase
frequency
§ Sector
§ Geography
§ Spend Level
§ Company
size
§ Purchase
§ Key
influencers
Why are they
doing it?
What do they
desire?
What are
they doing?
Who are
they?
How are they
doing it?
Attitudes
Needs
Behavior
Demographics
Channel
§ Category
attitudes,
desires and
beliefs
§ Required/
Have to have
§ Preferred/
Like to have
§ Not needed
§ Product
usage
§ Brand
awareness,
usage &
loyalty
§ Price paid,
share of
wallet, and
purchase
frequency
§ Sector
§ Geography
§ Spend Level
§ Company
size
§ Purchase
§ Key
influencers
Why are they
doing it?
What do they
desire?
What are
they doing?
Who are
they?
How are they
doing it?
Attitudes
Needs
Behavior
Demographics
Channel
§ Category
attitudes,
desires and
beliefs
§ Required/
Have to have
§ Preferred/
Like to have
§ Not needed
§ Product
usage
§ Brand
awareness,
usage &
loyalty
§ Price paid,
share of
wallet, and
purchase
frequency
§ Sector
§ Geography
§ Spend Level
§ Company
size
§ Purchase
§ Key
influencers
Why are they
doing it?
What do they
desire?
What are
they doing?
Who are
they?
How are they
doing it?
Attitudes
Needs
Behavior
Demographics
Channel
§ Category
attitudes,
desires and
beliefs
§ Required/
Have to have
§ Preferred/
Like to have
§ Not needed
§ Product
usage
§ Brand
awareness,
usage &
loyalty
§ Price paid,
share of
wallet, and
purchase
frequency
§ Sector
§ Geography
§ Spend Level
§ Company
size
§ Purchase
§ Key
influencers
Why are they
doing it?
What do they
desire?
What are
they doing?
Who are
they?
How are they
doing it?
Attitudes
Needs
Behavior
Demographics
Channel
§ Category
attitudes,
desires and
beliefs
§ Required/
Have to have
§ Preferred/
Like to have
§ Not needed
§ Product
usage
§ Brand
awareness,
usage &
loyalty
§ Price paid,
share of
wallet, and
purchase
frequency
§ Sector
§ Geography
§ Spend Level
§ Company
size
§ Purchase
§ Key
influencers
Why are they
doing it?
What do they
desire?
What are
they doing?
Who are
they?
How are they
doing it?
Attitudes
Needs
Behavior
Demographics
Channel
§ Category
attitudes,
desires and
beliefs
§ Required/
Have to have
§ Preferred/
Like to have
§ Not needed
§ Product
usage
§ Brand
awareness,
usage &
loyalty
§ Price paid,
share of
wallet, and
purchase
frequency
§ Sector
§ Geography
§ Spend Level
§ Company
size
§ Purchase
§ Key
influencers
Why are they
doing it?
What do they
desire?
What are
they doing?
Who are
they?
How are they
doing it?
Attitudes
Needs
Behavior
Demographics
Channel
§ Category
attitudes,
desires and
beliefs
§ Required/
Have to have
§ Preferred/
Like to have
§ Not needed
§ Product
usage
§ Brand
awareness,
usage &
loyalty
§ Price paid,
share of
wallet, and
purchase
frequency
§ Sector
§ Geography
§ Spend Level
§ Company
size
§ Purchase
§ Key
influencers
Why are they
doing it?
What do they
desire?
What are
they doing?
Who are
they?
How are they
doing it?
Attitudes
Needs
Behavior
Demographics
Channel
§ Category
attitudes,
desires and
beliefs
§ Required/
Have to have
§ Preferred/
Like to have
§ Not needed
§ Product
usage
§ Brand
awareness,
usage &
loyalty
§ Price paid,
share of
wallet, and
purchase
frequency
§ Sector
§ Geography
§ Spend Level
§ Company
size
§ Purchase
§ Key
influencers
Why are they
doing it?
What do they
desire?
What are
they doing?
Who are
they?
How are they
doing it?
Attitudes
Needs
Behavior
Demographics
Channel
§ Category
attitudes,
desires and
beliefs
§ Required/
Have to have
§ Preferred/
Like to have
§ Not needed
§ Product
usage
§ Brand
awareness,
usage &
loyalty
§ Price paid,
share of
wallet, and
purchase
frequency
§ Sector
§ Geography
§ Spend Level
§ Company
size
§ Purchase
§ Key
influencers
Why are they
doing it?
What do they
desire?
What are
they doing?
Who are
they?
How are they
doing it?
Attitudes
Needs
Behavior
Demographics
Channel
Utility Communicators International
SUBSECTION TITLE
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u How does the market segment?
Discriminating
Attitudes
q Attitudes that are most
discriminating—those for
which respondents have
the strongest levels of
either agreement or
disagreement
Segment Definition
& Profiling
q For each segment, the
key attitudes, behaviors,
and firmographics that
characterizes it, plus:
•  Geographic distribution
•  Percent of market
•  Percent of spend
Strongly
Agree
Strongly
Disagree
Attitudes
Segmentation
Schema
q Clusters of respondents
who are similar in terms of
their responses on the
discriminating attributes
•  4-segment solution?
•  5-segment solution?
•  6-segment solution?
Utility Communicators International
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Attitudes — the basis for segmentation
Green Attitude Statements
	

A. Green products are as effective as non-Green
B. Green products are expensive
C. I would pay more for Green products
D. I only explore Green products because my customers demand it
E. Green is an unnecessary distraction for my business
F. Government regulation of Green is only going to increase
G. Manufacturers' Green self-certifications are credible
H. I only explore Green if my organization mandates it
I. I don't see the value of Green
J. Green will help me save money over the long-term
K. Green will help me save money in the short-term
L. Recyclability is a required element of a Green offering
M. Green is worth the investment
N. I am willing to pay more to work with a Green manufacturer
Green Attitude Statements
	

O. Green is a way to for me to achieve a competitive advantage
P. Business leaders are expected to adhere to Green practices
Q. Practicing Green is a way to attract new customers
R. Practicing Green improves my company's image
S. Adhering to Green improves morale among my employees & staff
T. Adhering to Green effectively protects the environment
U. Building materials are inherently not Green
V. Building materials with low levels of toxicity are Green
W. Green is confusing to me
X. Green requires a lot of training
Y. Green is difficult for me to implement
Z. There is no accepted consensus on what it means to be Green
AA. Manufacturers are the best source of information on Green
BB. I only buy from suppliers that share my Green commitment
Which attitudes are the most
“discriminating?”
To what extent do you agree with the following statements? (1=strongly disagree; 5=strongly agree)
Utility Communicators International
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Discriminating attitudes — the ones that cause clustering
D. Customers
require
H. Company
mandates
K. Saves money
in short-term
Q. Attracts new
customers
J. Saves
money in long-
term
O. Competitive
advantage
-0.47 -0.70 0.50 0.78 0.94 0.88
-0.48 -0.43 -0.49 -0.52 -0.39 -0.44
0.05 0.08 -0.61 -1.04 -1.14 -1.25
1.15 1.33 0.60 0.68 0.41 0.63
Attitudinal Ratings – ‘Green’ Segments
-2 +2
Variance from mean
Segment 1
Segment 2
Segment 3
Segment 4
Utility Communicators International
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4 segments — as defined by their attitudes toward Green
155
92 85
63
Distribution of Respondents
Green
Lovers
Independently
Green
Green
Rejecters
25% 23% 34% 18%
Spend Indices
Green
Lovers
“It’s Not
Easy…”
Independently
Green
Green
Rejecters
“It’s Not
Easy…”
Green Lovers
•  Believe Green building
materials impact the
environment
•  See value in Green
building materials for
commercial
construction
•  Believe Green is worth
investment
•  The least price
sensitive segment
Not Easy Being Green
•  Believe Green building
materials impact on the
environment
•  Believe government
regulation is increasing
•  Dependent on
manufacturers for
knowledge, expertise
and compliance
•  Looking for help in
understanding Green
Independently Green
•  Believe Green building
is important for comm.
construction
•  Not looking for
assistance
•  Believe government
regulation is increasing
•  See value in Green
building, and believe it
has a notable impact on
environment
Green Rejecters
•  Do not see business
benefits in Green
•  Not willing to pay
more for Green
offerings
•  Most skeptical about
the validity/efficacy of
Green building
•  Do not believe Green
building has a notable
impact on the
environment
Utility Communicators International
SUBSECTION TITLE
11
Questions to answer
What value proposition
appeals to our target?
How does the market
segment?
1
3
Which segments should
we target?
2
!  How similar or different are attitudes, needs, and behaviors across
markets?
!  How many distinct segments does the optimal schema yield?
!  What are the behavioral and firmographic profiles of each segment?
!  What primary benefit serves as the foundation for a value proposition?
Is the foundational benefit motivating, credible, and differentiated?
!  What competencies are required for Company A to deliver the VP?
!  What are the interrelationships between attributes and benefits (how
do they link)?
!  Which segments are the most economically attractive?
!  Which segments align best with Company A internal competencies?
!  With which segments does Company A currently perform best?
Utility Communicators International
SUBSECTION TITLE
12
v Which segments should we target?
Stated vs. Derived
Importance
q The difference between what
customers tell you is
important and what actually
IS important to them
(demonstrated through their
behavior)
Competitive
Landscape
q Important purchase
drivers that we own; the
ones that are owned by
key competitors; and ones
that are “up for grabs”
Company A
“Wins”
Competition
“Wins”
Required Crucial
Uninspiring Motivating
Stated
Derived
Segment Screening &
Evaluation
q The basis for determining
which segment(s) to
select as a target(s)
•  Primary target
•  Secondary target
Financial
Attractiveness
Market
Relevance
Organizational
Capabilities
Benefits
Utility Communicators International
SUBSECTION TITLE
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Desired benefits — stated vs. derived importance
Helps green transition
Healthy work environment
Increase customer satisfaction
Supports comp advantage
Improves company image
Reduce fines
Conserves energy
Reduce financial liabilities
Maintains property value
Reduce costs
Credibility
Complete solution
Certified green
Enhance efficiency
Superior knowledge
Industry leader
Demonstrate
environ commit
High
Stated
Importance
%
Top
Two
Box
High
Low
CRUCIAL
UNINSPIRING MOTIVATING
REQUIRED
Derived Importance
Correlation to ‘Likelihood to Recommend’
Demonstrated credibility, and
commitment to helping customers
transition to Green
Utility Communicators International
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Competitive landscape — where do we win?
Company A
Best-in-Class
Competitor
Competition
“Wins”
Certified green
Complete solution
Credibility
Reduce costs
Maintains property value
Reduce financial liabilities
Conserves energy
Reduce fines
Improves company image
Supports comp advantage
Increase customer satisfaction
Healthy work environment
Helps green transition
Demonstrate environ commit
Enhance efficiency
Superior knowledge
Industry leader
35
40
45
50
55
60
65
35 40 45 50 55 60 65
%
Top-Two
Box
% Top Two Box
Utility Communicators International
SUBSECTION TITLE
15
Screening segments — which one(s) should we target?
Green
Lovers
“It’s Not
Easy…”
Independently
Green
Green
Rejecters
Segments
Compare Financials Compare Relevance Compare Capabilities
Financial
Attractiveness
Market
Relevance
Organizational
Capabilities
Target
Recommendation
Select Targets
Primary
Secondary
Utility Communicators International
SUBSECTION TITLE
16
Questions to answer
What value proposition
appeals to our target?
How does the market
segment?
1
3
Which segments should
we target?
2
!  How similar or different are attitudes, needs, and behaviors across
markets?
!  How many distinct segments does the optimal schema yield?
!  What are the behavioral and firmographic profiles of each segment?
!  What primary benefit serves as the foundation for a value proposition?
Is the foundational benefit motivating, credible, and differentiated?
!  What competencies are required for Company A to deliver the VP?
!  What are the interrelationships between attributes and benefits (how
do they link)?
!  Which segments are the most economically attractive?
!  Which segments align best with Company A internal competencies?
!  With which segments does Company A currently perform best?
Utility Communicators International
SUBSECTION TITLE
17
w What value proposition appeals to our target?
Derived
Importance Analysis
q Identify key drivers of
behavior (i.e., most
important benefits) for
target segments
JohnsonDiversey Project Rubicon — Slide 41
176
156
143
131
123
114
114
108
108
106
106
106
103
F. Products tailored to industry
O. Provides expertise for compliance
N. Provides environ-friendly chemicals
T. Offers purchasing from one source
H. Provides integrated chem, serv,
equip
W. Provides training for your employees
M. Offers products that use less water,
energy, labor
AA. Distributors recommend
L. Enhances your reputation
DD. Provides deep application expertise
D. Enhances results thru tools & access
BB. Gets to know your business
EE. Provides best overall value
Performance Partners - Derived Importance*
N = 402
Important
More
Important
*Statistically determined importance of attributes that drive willingness to recommend, indexed to the full set of benefit statements
Benefits
Pathway
Modeling
q Develop pathway models
to understand the optimal
relationships among
benefits
Proprietary and confidential property of Prophet. Do not distribute.
JohnsonDiversey Project Rubicon: ‘Green’ Research — Slide 6
‘Green’ Research: Pathway Modeling
Desired Outcome: Healthy work environment
Hierarchy
Higher-order
associations
Functional
attributes &
touchpoints
Desired
Outcome
Green Mandate Green ROI Building Green Brands & Business Green is Healthier & Safer Easy to Be Green Green Expertise & Advice
Pathway Model
Healthy work environment
Help demonstrate
commitment to environment
Increase customer satisfaction
Complete solution
Certified green
Industry thought leader on
environmental issues
Reduce financial liabilities
Enhance efficiency
0.33
.39
Helps you transition to
green
0.26
0.44
0.25
0.41
0.34
0.30
0.38
0.54 0.32
0.41
0.33
0.44
Value Proposition
Development
q Develop the value
proposition—our distinct
promise—based on
themes most resonant
with target segments
Points of Parity
Points of Difference
Points of Preference
Benefits
Utility Communicators International
SUBSECTION TITLE
18
Purchase Drivers — the foundation of the value proposition
Benefits
	

 Index
	

Safe work environment	

 132
	

Help demonstrate commitment to environment	

 128
	

Superior knowledge & expertise	

 110
	

Enhance productivity	

 109
	

Improves company image	

 108
	

Increase satisfaction	

 106
	

Comprehensive solutions	

 105
	

Industry thought leader on environmental issues	

 104
	

Reduce operating costs	

 101
	

Certified green	

 98
	

Reduce fines	

 95
	

Supports competitive advantage	

 95
	

Credibility	

 89
	

Maintain property value	

 88
	

Reduce financial liability	

 86
	

Conserve energy	

 80
	

Derived Importance Analysis
Green
Lovers
Point of Preference
Utility Communicators International
SUBSECTION TITLE
19
Pathway Modeling — the relationship between benefits and features
Help demonstrate commitment to
environment
Healthy work
environment
0.41
Improves company
image
Enhances
Productivity
Reduced Costs
Credibility
Thought
Leadership
0.47
0.32
0.48
0.54 0.38
0.52
0.36
0.42
0.43
Pathway Model
Green
Lovers
Points of Parity
Points of Difference
Utility Communicators International
SUBSECTION TITLE
20
Value Proposition Model — Company A
Company A is the commercial construction provider that…
Healthy Work Environment Thought Leadership
Credibility Improves Company Image
demonstrates a commitment to the environment,
and to helping customers transition to Green
Target
Frame of
Reference
Primary
Benefit
Proof
Points
For… Green Lovers
Utility Communicators International
SUBSECTION TITLE
21
Value Proposition Model — from strategy to activation
Post-purchase
Experience
Pre-purchase
Experience
Purchase and
Usage Experience
Brand-Customer
Relationship
Web Site
Advertising
Word of
Mouth
In-store
Experience
Sales
Collateral
Product
Performance
Service &
Delivery
Training
Customer
Care
Technical
Support
Outsourcing
Upgrades
Customer
Experience
Value
Proposition

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Green marketing 2010.01

  • 1. Utility Communicators International Communication Challenges of Green Energy January 2009
  • 2. Utility Communicators International SUBSECTION TITLE 2 What does it mean to be ?
  • 3. Utility Communicators International SUBSECTION TITLE 3 Case Study: ‘Company A’ Ingoing Hypotheses: •  Opportunity exists for Company A to drive growth and strengthen its competitive advantage by positioning itself to satisfy emerging Green requirements •  Green is NOT a one-size-fits-all proposition. Green means different things to different buyers, and the market can be segmented based on how attitudes differ toward Green •  The process of identifying a value proposition grounded in Green is no different from a standard value proposition effort (segmentation, targeting, etc.) Company A: •  A large, “super-regional” supplier of building materials for the commercial construction industry
  • 4. Utility Communicators International SUBSECTION TITLE 4 Project Objectives •  To understand how builders/contractors define Green and their motivation to pursue/not pursue green building materials/solutions •  To identify the key drivers of Green purchase decisions and dimensionalize their relative importance •  To identify and prioritize distinct segments of Green based primarily on differences in attitudes toward Green •  To identify a Green-oriented value proposition that is compelling and distinctive to the target segment
  • 5. Utility Communicators International SUBSECTION TITLE 5 Questions to answer How does the market segment? !  How similar or different are attitudes, needs, and behaviors across markets? !  How many distinct segments does the optimal schema yield? !  What are the behavioral and firmographic profiles of each segment? 1 What value proposition appeals to our target? !  What primary benefit serves as the foundation for a value proposition? Is the foundational benefit motivating, credible, and differentiated? !  What competencies are required for Company A to deliver the VP? !  What are the interrelationships between attributes and benefits (how do they link)? 3 Which segments should we target? !  Which segments are the most economically attractive? !  Which segments align best with Company A internal competencies? !  With which segments does Company A currently perform best? 2
  • 6. Utility Communicators International SUBSECTION TITLE 6 Types of segmentation Key Question: Dimensions: Tactical Strategic Type: Focus: § Category attitudes, desires and beliefs § Required/ Have to have § Preferred/ Like to have § Not needed § Product usage § Brand awareness, usage & loyalty § Price paid, share of wallet, and purchase frequency § Sector § Geography § Spend Level § Company size § Purchase § Key influencers Why are they doing it? What do they desire? What are they doing? Who are they? How are they doing it? Attitudes Needs Behavior Demographics Channel § Category attitudes, desires and beliefs § Required/ Have to have § Preferred/ Like to have § Not needed § Product usage § Brand awareness, usage & loyalty § Price paid, share of wallet, and purchase frequency § Sector § Geography § Spend Level § Company size § Purchase § Key influencers Why are they doing it? What do they desire? What are they doing? Who are they? How are they doing it? Attitudes Needs Behavior Demographics Channel § Category attitudes, desires and beliefs § Required/ Have to have § Preferred/ Like to have § Not needed § Product usage § Brand awareness, usage & loyalty § Price paid, share of wallet, and purchase frequency § Sector § Geography § Spend Level § Company size § Purchase § Key influencers Why are they doing it? What do they desire? What are they doing? Who are they? How are they doing it? Attitudes Needs Behavior Demographics Channel § Category attitudes, desires and beliefs § Required/ Have to have § Preferred/ Like to have § Not needed § Product usage § Brand awareness, usage & loyalty § Price paid, share of wallet, and purchase frequency § Sector § Geography § Spend Level § Company size § Purchase § Key influencers Why are they doing it? What do they desire? What are they doing? Who are they? How are they doing it? Attitudes Needs Behavior Demographics Channel § Category attitudes, desires and beliefs § Required/ Have to have § Preferred/ Like to have § Not needed § Product usage § Brand awareness, usage & loyalty § Price paid, share of wallet, and purchase frequency § Sector § Geography § Spend Level § Company size § Purchase § Key influencers Why are they doing it? What do they desire? What are they doing? Who are they? How are they doing it? Attitudes Needs Behavior Demographics Channel § Category attitudes, desires and beliefs § Required/ Have to have § Preferred/ Like to have § Not needed § Product usage § Brand awareness, usage & loyalty § Price paid, share of wallet, and purchase frequency § Sector § Geography § Spend Level § Company size § Purchase § Key influencers Why are they doing it? What do they desire? What are they doing? Who are they? How are they doing it? Attitudes Needs Behavior Demographics Channel § Category attitudes, desires and beliefs § Required/ Have to have § Preferred/ Like to have § Not needed § Product usage § Brand awareness, usage & loyalty § Price paid, share of wallet, and purchase frequency § Sector § Geography § Spend Level § Company size § Purchase § Key influencers Why are they doing it? What do they desire? What are they doing? Who are they? How are they doing it? Attitudes Needs Behavior Demographics Channel § Category attitudes, desires and beliefs § Required/ Have to have § Preferred/ Like to have § Not needed § Product usage § Brand awareness, usage & loyalty § Price paid, share of wallet, and purchase frequency § Sector § Geography § Spend Level § Company size § Purchase § Key influencers Why are they doing it? What do they desire? What are they doing? Who are they? How are they doing it? Attitudes Needs Behavior Demographics Channel § Category attitudes, desires and beliefs § Required/ Have to have § Preferred/ Like to have § Not needed § Product usage § Brand awareness, usage & loyalty § Price paid, share of wallet, and purchase frequency § Sector § Geography § Spend Level § Company size § Purchase § Key influencers Why are they doing it? What do they desire? What are they doing? Who are they? How are they doing it? Attitudes Needs Behavior Demographics Channel § Category attitudes, desires and beliefs § Required/ Have to have § Preferred/ Like to have § Not needed § Product usage § Brand awareness, usage & loyalty § Price paid, share of wallet, and purchase frequency § Sector § Geography § Spend Level § Company size § Purchase § Key influencers Why are they doing it? What do they desire? What are they doing? Who are they? How are they doing it? Attitudes Needs Behavior Demographics Channel
  • 7. Utility Communicators International SUBSECTION TITLE 7 u How does the market segment? Discriminating Attitudes q Attitudes that are most discriminating—those for which respondents have the strongest levels of either agreement or disagreement Segment Definition & Profiling q For each segment, the key attitudes, behaviors, and firmographics that characterizes it, plus: •  Geographic distribution •  Percent of market •  Percent of spend Strongly Agree Strongly Disagree Attitudes Segmentation Schema q Clusters of respondents who are similar in terms of their responses on the discriminating attributes •  4-segment solution? •  5-segment solution? •  6-segment solution?
  • 8. Utility Communicators International SUBSECTION TITLE 8 Attitudes — the basis for segmentation Green Attitude Statements A. Green products are as effective as non-Green B. Green products are expensive C. I would pay more for Green products D. I only explore Green products because my customers demand it E. Green is an unnecessary distraction for my business F. Government regulation of Green is only going to increase G. Manufacturers' Green self-certifications are credible H. I only explore Green if my organization mandates it I. I don't see the value of Green J. Green will help me save money over the long-term K. Green will help me save money in the short-term L. Recyclability is a required element of a Green offering M. Green is worth the investment N. I am willing to pay more to work with a Green manufacturer Green Attitude Statements O. Green is a way to for me to achieve a competitive advantage P. Business leaders are expected to adhere to Green practices Q. Practicing Green is a way to attract new customers R. Practicing Green improves my company's image S. Adhering to Green improves morale among my employees & staff T. Adhering to Green effectively protects the environment U. Building materials are inherently not Green V. Building materials with low levels of toxicity are Green W. Green is confusing to me X. Green requires a lot of training Y. Green is difficult for me to implement Z. There is no accepted consensus on what it means to be Green AA. Manufacturers are the best source of information on Green BB. I only buy from suppliers that share my Green commitment Which attitudes are the most “discriminating?” To what extent do you agree with the following statements? (1=strongly disagree; 5=strongly agree)
  • 9. Utility Communicators International SUBSECTION TITLE 9 Discriminating attitudes — the ones that cause clustering D. Customers require H. Company mandates K. Saves money in short-term Q. Attracts new customers J. Saves money in long- term O. Competitive advantage -0.47 -0.70 0.50 0.78 0.94 0.88 -0.48 -0.43 -0.49 -0.52 -0.39 -0.44 0.05 0.08 -0.61 -1.04 -1.14 -1.25 1.15 1.33 0.60 0.68 0.41 0.63 Attitudinal Ratings – ‘Green’ Segments -2 +2 Variance from mean Segment 1 Segment 2 Segment 3 Segment 4
  • 10. Utility Communicators International SUBSECTION TITLE 10 4 segments — as defined by their attitudes toward Green 155 92 85 63 Distribution of Respondents Green Lovers Independently Green Green Rejecters 25% 23% 34% 18% Spend Indices Green Lovers “It’s Not Easy…” Independently Green Green Rejecters “It’s Not Easy…” Green Lovers •  Believe Green building materials impact the environment •  See value in Green building materials for commercial construction •  Believe Green is worth investment •  The least price sensitive segment Not Easy Being Green •  Believe Green building materials impact on the environment •  Believe government regulation is increasing •  Dependent on manufacturers for knowledge, expertise and compliance •  Looking for help in understanding Green Independently Green •  Believe Green building is important for comm. construction •  Not looking for assistance •  Believe government regulation is increasing •  See value in Green building, and believe it has a notable impact on environment Green Rejecters •  Do not see business benefits in Green •  Not willing to pay more for Green offerings •  Most skeptical about the validity/efficacy of Green building •  Do not believe Green building has a notable impact on the environment
  • 11. Utility Communicators International SUBSECTION TITLE 11 Questions to answer What value proposition appeals to our target? How does the market segment? 1 3 Which segments should we target? 2 !  How similar or different are attitudes, needs, and behaviors across markets? !  How many distinct segments does the optimal schema yield? !  What are the behavioral and firmographic profiles of each segment? !  What primary benefit serves as the foundation for a value proposition? Is the foundational benefit motivating, credible, and differentiated? !  What competencies are required for Company A to deliver the VP? !  What are the interrelationships between attributes and benefits (how do they link)? !  Which segments are the most economically attractive? !  Which segments align best with Company A internal competencies? !  With which segments does Company A currently perform best?
  • 12. Utility Communicators International SUBSECTION TITLE 12 v Which segments should we target? Stated vs. Derived Importance q The difference between what customers tell you is important and what actually IS important to them (demonstrated through their behavior) Competitive Landscape q Important purchase drivers that we own; the ones that are owned by key competitors; and ones that are “up for grabs” Company A “Wins” Competition “Wins” Required Crucial Uninspiring Motivating Stated Derived Segment Screening & Evaluation q The basis for determining which segment(s) to select as a target(s) •  Primary target •  Secondary target Financial Attractiveness Market Relevance Organizational Capabilities Benefits
  • 13. Utility Communicators International SUBSECTION TITLE 13 Desired benefits — stated vs. derived importance Helps green transition Healthy work environment Increase customer satisfaction Supports comp advantage Improves company image Reduce fines Conserves energy Reduce financial liabilities Maintains property value Reduce costs Credibility Complete solution Certified green Enhance efficiency Superior knowledge Industry leader Demonstrate environ commit High Stated Importance % Top Two Box High Low CRUCIAL UNINSPIRING MOTIVATING REQUIRED Derived Importance Correlation to ‘Likelihood to Recommend’ Demonstrated credibility, and commitment to helping customers transition to Green
  • 14. Utility Communicators International SUBSECTION TITLE 14 Competitive landscape — where do we win? Company A Best-in-Class Competitor Competition “Wins” Certified green Complete solution Credibility Reduce costs Maintains property value Reduce financial liabilities Conserves energy Reduce fines Improves company image Supports comp advantage Increase customer satisfaction Healthy work environment Helps green transition Demonstrate environ commit Enhance efficiency Superior knowledge Industry leader 35 40 45 50 55 60 65 35 40 45 50 55 60 65 % Top-Two Box % Top Two Box
  • 15. Utility Communicators International SUBSECTION TITLE 15 Screening segments — which one(s) should we target? Green Lovers “It’s Not Easy…” Independently Green Green Rejecters Segments Compare Financials Compare Relevance Compare Capabilities Financial Attractiveness Market Relevance Organizational Capabilities Target Recommendation Select Targets Primary Secondary
  • 16. Utility Communicators International SUBSECTION TITLE 16 Questions to answer What value proposition appeals to our target? How does the market segment? 1 3 Which segments should we target? 2 !  How similar or different are attitudes, needs, and behaviors across markets? !  How many distinct segments does the optimal schema yield? !  What are the behavioral and firmographic profiles of each segment? !  What primary benefit serves as the foundation for a value proposition? Is the foundational benefit motivating, credible, and differentiated? !  What competencies are required for Company A to deliver the VP? !  What are the interrelationships between attributes and benefits (how do they link)? !  Which segments are the most economically attractive? !  Which segments align best with Company A internal competencies? !  With which segments does Company A currently perform best?
  • 17. Utility Communicators International SUBSECTION TITLE 17 w What value proposition appeals to our target? Derived Importance Analysis q Identify key drivers of behavior (i.e., most important benefits) for target segments JohnsonDiversey Project Rubicon — Slide 41 176 156 143 131 123 114 114 108 108 106 106 106 103 F. Products tailored to industry O. Provides expertise for compliance N. Provides environ-friendly chemicals T. Offers purchasing from one source H. Provides integrated chem, serv, equip W. Provides training for your employees M. Offers products that use less water, energy, labor AA. Distributors recommend L. Enhances your reputation DD. Provides deep application expertise D. Enhances results thru tools & access BB. Gets to know your business EE. Provides best overall value Performance Partners - Derived Importance* N = 402 Important More Important *Statistically determined importance of attributes that drive willingness to recommend, indexed to the full set of benefit statements Benefits Pathway Modeling q Develop pathway models to understand the optimal relationships among benefits Proprietary and confidential property of Prophet. Do not distribute. JohnsonDiversey Project Rubicon: ‘Green’ Research — Slide 6 ‘Green’ Research: Pathway Modeling Desired Outcome: Healthy work environment Hierarchy Higher-order associations Functional attributes & touchpoints Desired Outcome Green Mandate Green ROI Building Green Brands & Business Green is Healthier & Safer Easy to Be Green Green Expertise & Advice Pathway Model Healthy work environment Help demonstrate commitment to environment Increase customer satisfaction Complete solution Certified green Industry thought leader on environmental issues Reduce financial liabilities Enhance efficiency 0.33 .39 Helps you transition to green 0.26 0.44 0.25 0.41 0.34 0.30 0.38 0.54 0.32 0.41 0.33 0.44 Value Proposition Development q Develop the value proposition—our distinct promise—based on themes most resonant with target segments Points of Parity Points of Difference Points of Preference Benefits
  • 18. Utility Communicators International SUBSECTION TITLE 18 Purchase Drivers — the foundation of the value proposition Benefits Index Safe work environment 132 Help demonstrate commitment to environment 128 Superior knowledge & expertise 110 Enhance productivity 109 Improves company image 108 Increase satisfaction 106 Comprehensive solutions 105 Industry thought leader on environmental issues 104 Reduce operating costs 101 Certified green 98 Reduce fines 95 Supports competitive advantage 95 Credibility 89 Maintain property value 88 Reduce financial liability 86 Conserve energy 80 Derived Importance Analysis Green Lovers Point of Preference
  • 19. Utility Communicators International SUBSECTION TITLE 19 Pathway Modeling — the relationship between benefits and features Help demonstrate commitment to environment Healthy work environment 0.41 Improves company image Enhances Productivity Reduced Costs Credibility Thought Leadership 0.47 0.32 0.48 0.54 0.38 0.52 0.36 0.42 0.43 Pathway Model Green Lovers Points of Parity Points of Difference
  • 20. Utility Communicators International SUBSECTION TITLE 20 Value Proposition Model — Company A Company A is the commercial construction provider that… Healthy Work Environment Thought Leadership Credibility Improves Company Image demonstrates a commitment to the environment, and to helping customers transition to Green Target Frame of Reference Primary Benefit Proof Points For… Green Lovers
  • 21. Utility Communicators International SUBSECTION TITLE 21 Value Proposition Model — from strategy to activation Post-purchase Experience Pre-purchase Experience Purchase and Usage Experience Brand-Customer Relationship Web Site Advertising Word of Mouth In-store Experience Sales Collateral Product Performance Service & Delivery Training Customer Care Technical Support Outsourcing Upgrades Customer Experience Value Proposition