Segmentation

Build customer segments that change actions, not just labels.

Key takeaways

A segment is useful only when it changes message, owner, SLA, offer, or retention strategy, not just as a label.
Build segments along six axes: fit, intent, value, state, behavior, and relationship.
Good segments are reproducible by anyone, drive a distinct action, and link to revenue, retention, satisfaction, or cost.
Combine fit, intent, value, and risk into a priority score (Fit + Intent + Value - Risk) to rank where to act first.
Translate segments into an operating table mapping rule, default action, and owner, such as High Fit / High Intent to a sales touch within 24 hours.

Segmentation is not classification for its own sake. A segment is useful only when it changes message, owner, SLA, offer, or retention strategy.

Segment Types

Type	Purpose	Example
Fit	Identify good customers	ICP A/B/C, industry, size, budget
Intent	Identify timing	Pricing visits, demo request, repeat visits
Value	Allocate resources	ARR, LTV, expansion potential
State	Time intervention	New, onboarding, active, risk, dormant
Behavior	Personalize action	Feature usage, purchase cycle, content response
Relationship	Understand buying structure	Champion, buyer, user, admin

\text{Priority Score} = \text{Fit} + \text{Intent} + \text{Value} - \text{Risk}

Segment	Rule	Default action	Owner
High Fit / High Intent	ICP A and recent high-intent behavior	Sales touch within 24 hours	Sales
High Value / Low Adoption	High-value account with weak core usage	Re-onboarding or QBR	CS
Risk / Renewal Soon	Renewal within 90 days and usage decline	Risk review and recovery plan	CS Lead
Dormant / Low Value	Long inactive and low LTV	Automated nurture or hold	Marketing

Segmentation

Build customer segments that change actions, not just labels.

Key takeaways

A segment is useful only when it changes message, owner, SLA, offer, or retention strategy, not just as a label.
Build segments along six axes: fit, intent, value, state, behavior, and relationship.
Good segments are reproducible by anyone, drive a distinct action, and link to revenue, retention, satisfaction, or cost.
Combine fit, intent, value, and risk into a priority score (Fit + Intent + Value - Risk) to rank where to act first.
Translate segments into an operating table mapping rule, default action, and owner, such as High Fit / High Intent to a sales touch within 24 hours.

Segmentation is not classification for its own sake. A segment is useful only when it changes message, owner, SLA, offer, or retention strategy.

Type	Purpose	Example
Fit	Identify good customers	ICP A/B/C, industry, size, budget
Intent	Identify timing	Pricing visits, demo request, repeat visits
Value	Allocate resources	ARR, LTV, expansion potential
State	Time intervention	New, onboarding, active, risk, dormant
Behavior	Personalize action	Feature usage, purchase cycle, content response
Relationship	Understand buying structure	Champion, buyer, user, admin

\text{Priority Score} = \text{Fit} + \text{Intent} + \text{Value} - \text{Risk}

Segment	Rule	Default action	Owner
High Fit / High Intent	ICP A and recent high-intent behavior	Sales touch within 24 hours	Sales
High Value / Low Adoption	High-value account with weak core usage	Re-onboarding or QBR	CS
Risk / Renewal Soon	Renewal within 90 days and usage decline	Risk review and recovery plan	CS Lead
Dormant / Low Value	Long inactive and low LTV	Automated nurture or hold	Marketing