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Case Study

Understanding and Finding
Consumers who Want to Buy
Automotive Manufacturer Uses
Nielsen Segmentation
The Company

One of the world’s largest automotive manufacturers
was launching a new vehicle and asked Nielsen for help in
understanding and finding consumers who would be likely
buyers of this new model. They wanted Nielsen to develop
a “view” of this consumer that would be meaningful and
actionable across their organization.

Segmentation is sustainable
when companies expand
their thinking beyond one
dimensional views of the
consumer. The “who, how,
where and why” must
be examined across past
behaviors, present actions
and future needs and wants.

The Business

Since the manufacturer was launching a new vehicle, capturing
opportunity in the marketplace was critical. They needed a
way to understand and find consumers most likely to buy—
the expected buyer. In order for the launch to be successful,
management felt the stakeholders needed to share a common
view of the expected buyer. The CEO was concerned that
product, marketing, advertising, CRM and dealer distribution
were not on the same page.

The Solution

Nielsen interviewed key stakeholders across the organization in product, marketing, advertising, CRM and
dealer distribution to understand how they would take action and measure success. The interviews were
designed to create a candid conversation with each stakeholder—individual opinions were anonymous,
allowing stakeholders to speak candidly.
The views collected drove the research design and key data inputs. It was important to validate or
refute stakeholder perceptions of the expected buyer. Historical customer data was collected to view
“who was buying” across the category as a whole, and the vehicles within the competitive dataset.
Primary research was conducted to in-market category buyers to understand their buying behaviors and
attitudes (awareness, needs and perceptions). Syndicated data was pulled to reflect the lifestyles and
psychographics of the expected buyer, defined by stakeholders (e.g. people who go to the ballet, enjoy
sailing, and have a sense of style).
A variety of data metrics were examined against these known datasets. Starting with the least costly
and easiest to implement, to completely customized views, the behaviors and attitudes important to the
stakeholders were examined for discrimination. Lift charts were created to understand variance across the
different building blocks.

All rights reserved. The Conclusion Segmentation is essential in understanding and finding consumers who want to buy. LLC. A Win-win Outcome A view of the consumer was agreed upon by executive leadership and all stakeholders. how they shop and why they buy to aid businesses in developing communication messages. Every department had a role in the launch. It also enabled advertising to plan and buy media against. providing a single view of the expected buyer. and dealer distribution could measure demand potential in their markets and around their dealerships. Stakeholders. 11/3084 . It provides a single view the consumer: who they are. The plan must include implementation tasks. timelines and owners. create prospect lists and measure demand in markets more effectively. To develop sustainable segmentation. a view of the consumer may include past behaviors. Both measures showed success. Each consumer segment had a probability to buy measure and descriptions of the motivators and barriers that would need to be emphasized or overcome to make a sale. The link to CRM and the dealers was critical. The actual customer was profiled and compared to the expected buyer. and strategies should be modified and refined as needed. contact us at 800-234-5973 or visit www. It was meaningful because it made sense to the stakeholders. This view was both meaningful and actionable. On-target groups were identified as those with the highest probability to buy. a customized implementation plan should be built. plan media strategies. but more so across the competitive dataset). Depending upon implementation goals. Other product and service names are trademarks or registered trademarks of their respective companies. while other groups were considered developmental (likely to buy. present real-time actions and future needs. It was actionable because it created a view of the consumer that marketing could work with to develop creative messaging and communications. First quarter sales results were tracked. Success should be measured over time. as the agency wanted to develop tailored direct marketing programs to drive the expected buyer into the dealerships. and there was buy-in. using customer data if Copyright © 2011 The Nielsen Company.nielsen. Printed in the USA. To learn more about how Nielsen can help with your marketing strategies. it discriminated nicely across key behaviors and attitudes. Nielsen and the Nielsen logo are trademarks or registered trademarks of CZT/ACN Trademarks. Stakeholder Interview Step 5 Develop an Implementation Plan Step 4 Step 2 Discovery Process Segmentation Development & Personification Understanding Data Inputs Step 3 Segmentation Exploratory Segmentation brought all the data inputs together. Success was measured by two factors: a high correlation between the actual and expected buyer and first quarter sales figures. The correlation between actual and expected was strong and first quarter sales results were well above plan. milestones. Stakeholders were brought together under a common implementation plan. architects and builders must work together on an ongoing basis to assure effective implementation.Understanding and Finding Consumers who Want to Buy Case Study Step 1 The Solution con’t. CRM could score customer and prospect files.