Samsung Cell Phones: Segmentation, Targeting & Positioning
This paper analyzes Samsung's marketing approach for cell phones through three core frameworks: market segmentation, target market selection, and competitive positioning. The paper identifies two primary segments — the enterprise (employee) market and the early adopter market — and argues that the enterprise segment offers the greatest growth potential. It recommends a multi-segment marketing strategy to maximize profitability across multiple customer groups. A perceptual map is used to illustrate Samsung's competitive positioning relative to brands such as Apple, HTC, BlackBerry, and Nokia, highlighting the space Samsung occupies as both a business-oriented and exciting, trendy product.
- Introduction to Samsung's Market Segments: Enterprise and early adopter segments described
- Target Market Selection: Enterprise market identified as most profitable segment
- Target Market Strategy: Multi-segment marketing recommended for broader growth
- Competitive Positioning: Perceptual map places Samsung in uncontested space
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What makes this paper effective
- The paper applies standard marketing frameworks — segmentation, targeting, and positioning — in a logical, sequential structure that mirrors the classic STP model.
- It supports its target market recommendation by referencing specific criteria for evaluating market attractiveness, grounding the argument in course concepts.
- The inclusion of a perceptual map discussion adds a visual analytical layer, demonstrating how competitive positioning can be mapped concretely rather than described abstractly.
Key academic technique demonstrated
The paper demonstrates applied marketing analysis by moving from descriptive segmentation to evaluative targeting and finally to strategic positioning. Rather than simply defining terms, it uses them to build a progressive argument: Samsung should adopt multi-segment marketing because no single segment alone — including the high-potential enterprise market — guarantees maximum revenue.
Structure breakdown
The paper is organized into four sections. The first identifies and describes two market segments using behavioral and demographic variables. The second evaluates which segment is most profitable and why. The third prescribes a multi-segment strategy with a rationale. The fourth uses a perceptual map to locate Samsung relative to competitors on two axes: business vs. personal use, and exciting/trendy vs. expensive. The conclusion is embedded within the positioning section rather than appearing as a standalone paragraph.
Introduction to Samsung's Market Segments
The first distinct market segment for Samsung is the enterprise market, which is primarily regarded as the employee phones market. This segment has grown tremendously in recent years as businesses incorporate phones into work processes. It contains working-class individuals of different income levels, ages, and genders spread across various geographic locations. The segment can be defined further through user status — specifically, employees seeking ways to enhance their work processes.
The second market segment for Samsung cell phones is the early adopter market, which comprises children or technically inexperienced customers. This segment includes children looking for phones to play with, as well as individuals seeking easy-to-use devices. The behavioral segmentation of this market is based on user status, as it consists of first-time users or technically inexperienced users who are typically found within a home setting. These individuals are looking for phones that are easy to use for calling, texting, or playing games.
Target Market Selection
The most profitable of the two segments is the enterprise market, which comprises savvy, educated shoppers. This market represents significant growth potential for Samsung because it contains a large portion of potential customers who can afford the product and readily obtain it. Furthermore, this target market of competent users treats a phone as a necessity in their various work processes.
The increased global growth of this segment implies that it offers substantial potential for profitability, provided the company develops products that meet its various demands and contribute to improved work processes. The likelihood of profitability is further supported by the fact that this target market meets five of the six criteria for an attractive market segment (Widdel, p. 1).
Works Cited
Akers, Helen. "What Is Multi-Segment Marketing?" Chron — Small Business. Hearst Newspapers, LLC, n.d. Web. 12 Sept. 2015.
Widdel. "Market Segmentation Basics." University, n.d. Web. 12 Sept. 2015.
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