Summary
Few customer segmentation models deliver on their promise. Some drive organizational strategy and profitability, while others live as glossy reports on the CMO's shelf. Segmentation that merely relies on statistically derived clusters or on fancy monikers like "Jim, the Gadget Geek," needs a facelift. As Customer Intelligence (CI) professionals strive to make data more productive, investments in customer segmentation need to work harder and become even more actionable than before. To help, Forrester has identified three ways to re-think segmentation.
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