Market segmentation is the process through which a corporation evaluates and targets a specific market. For market segmentation and target market selection, there are two considerations to address first. The first is how to segment and select the target market, and the second is what to do in the target market to sustain the company's growth.
To begin with, there are numerous ways for market segmentation and target market selection. Still, the basic premise of segmentation is to select a specific market as a target most favorable to a company by evaluating two market components. Potential customers and rivals are the two components of a market. As the target market, it is vital to discover potential customers' wants and choose a market that can convert them into actual customers by satisfying them through comparative advantage with competitors. One thing to remember here is that it is vital to categorize potential customers' unmet needs and competition. Through segmentation, the corporation secures a target market capable of meeting clients' needs while maintaining a competitive advantage. As a result, even if its overall market share is insignificant, it can enjoy the position of No. 1 company in the segmented and targeted target market. The second objective is to chart a course for future expansion after obtaining the necessary results in the chosen target market. It's part of how to build a growth strategy once you've succeeded in your target market. Even significant firms begin as small and medium-sized businesses (SMEs). You may stay a small business or expand into a giant corporation depending on how well you manage your target market and how well you set up and execute growth strategies. Alternatively, many enterprises are being forced out of the market. There are numerous ways to expand business, but consider the case of IN-N-OUT BURGER. This well-known hamburger firm satisfied the primary needs of customers in the existing market and continued to develop as a result. 'In-N-Out' began as a single business 70 years ago and has since grown to 380 locations, 27,000 employees, and yearly sales of more than $1 billion. How did 'In-N-Out Burger' become a customer-favorite hamburger chain? In 1948, Harry Snyder and his wife founded a hamburger stand in Baldwin Park, California. 'In-N-Out Burger' is the name of this restaurant. There were many strong competitors in the hamburger sector at the time. 'In-N-Out Burger' grew despite its limited workforce and financial strength because it used many operational tactics that set it apart from its competitors. First and foremost, 'In At, Out' insisted on the most significant freshness for all hamburger ingredients. Because of this criterion, most of the supplies were obtained locally, and even the hamburger buns were only made on the same day. Furthermore, beef for patties must be supplied to the store from the distribution center within 48 hours, and the meat is only chilled and never frozen. The Snyders noticed that this freshness needed to be met among customers. In terms of freshness, this is the only competitive hamburger company that could compete with 'In-N-Out' either then or now. Second, due to minimal personnel and financial resources, 'In-N-Out' was the first company to introduce the Drive-In system. This strategy has proved critical in opening second and third locations with excellent customer service. Furthermore, 'In-N-Out' has insisted on remaining a privately owned corporation and has rejected the franchise operating scheme. The rationale is that absolute company control is required for consistent quality control and the finest customer service. Third, the Snyders work hard to build a positive relationship with their staff to keep the store running well. It established a labor-management interaction that resembled a family. Moreover, three employees who worked between 1948 and 1950 remained with In-N-Out until 2010. The Snyders' concept has been passed down as the corporate philosophy of 'In-N-Out,' and the average employment period of executives and staff is still the longest among hamburger firms. Fourth, the Snyders thought that customer satisfaction was an absolute aspect of their success, and they individually practiced thoroughness in checking and implementing all the factors that could satisfy customers, as well as analyzing the results. The product manufacturing technique, in particular, which was written by the founder Snyder while emphasizing the significance of quality, is known as the 'In-N-Out' Bible and is kept in the head office cabinet. For ongoing growth, 'In-N-Out' employed its own distinct growth strategy. Rather than seeking to expand by opening more stores, 'In-N-Out' chose to grow slowly but steadily by improving sales at current locations. Customers' unconditional love and word of mouth made this expansion approach possible. In-N-Out is one of the few fast-food corporations that has been recognized for its commitment to employee health and well-being. Furthermore, world-renowned chefs such as Julia Child and Anthony Bourdain promoted the 'In-N-Out Burger' on social media. As a result, the launch of the 'In-N-Out' franchise became a community event. Customers waited four hours for an In-N-Out Burger in Scottsdale, Arizona, for example, and TV helicopters filmed it over the store's parking lot. Customers praise the strategy of supplying fresh hamburgers with the best service, which has an edge that competitors cannot duplicate, but it also has a flaw that inhibits quick expansion. This is due to the limited availability of refrigerated distribution of fresh beef patties. There are numerous obstacles to delivering beef patties to stores within 24 to 48 hours of the distribution center. So far, only six states have In-N-Out Burger locations, with California accounting for 69% of the total 380 areas. However, when looking at the cases of many firms collapsing owing to excessive confidence and unconstrained expansion methods, 'In-N-Out 'Is an excellent example of a teacher. Professor Choonghwan Park / Former USC Chair
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