Leading Edge was commissioned to deliver a strategic customer segmentation project for a long-standing client in the laboratory services sector. While previous work had involved periodic satisfaction surveys, the client recognised a need for a deeper, more actionable understanding of customer groups as part of a broader marketing and value-creation review.
Objective: Moving from Feedback to Needs-Based Marketing
The primary aim was to shift from a one-size-fits-all model to a needs- and benefits-based approach. This meant identifying and grouping customers not just by spend or sector, but by their expectations, decision-making behaviours, and service priorities.
Leading Edge recommended its proprietary SCAN segmentation model — a framework designed to deliver clearly defined customer clusters that support strategic marketing, service design, and value delivery.
Methodology: Combining Qualitative Insight with Quantitative Rigour
To support the segmentation:
- A custom questionnaire was developed to explore service needs, buying behaviours, and attitudes.
- 175 companies were interviewed, representing a broad cross-section of customer types, usage levels, and industry sectors.
- The sample was designed using a stratified random approach, and where needed, Leading Edge extended recruitment beyond the existing client database to ensure robust coverage.
Using SPSS statistical software, advanced cluster analysis was conducted to group respondents by shared traits — going beyond simple demographics or spend bands to uncover behavioural patterns and underlying needs.
Overcoming Sampling Challenges
Given the limited size of the client’s customer database and the diversity of sectors served, traditional sampling methods wouldn’t suffice. Leading Edge used an innovative combination of internal and external contacts to:
- Maintain statistical validity
- Ensure a representative view of the broader market
- Include prospects as well as current clients to shape a more forward-looking segmentation strategy
Outcomes: Four Actionable Customer Clusters
The analysis revealed four distinct customer segments:
- Basic – low-engagement, price-conscious clients
- Process Driven – focused on efficiency and consistency
- Demand & Expect More – higher-spend, service-intensive clients
- Challenge or Opportunity – clients with complex, evolving needs
These clusters enabled the client to design tiered service models, develop targeted messaging, and prioritise internal resources more effectively.
From Insight to Action: Driving Strategic Buy-In
Leading Edge presented the findings to a cross-functional group within the client organisation, helping to:
- Build internal understanding and alignment around the segmentation
- Facilitate early discussion on practical implementation
- Encourage buy-in from sales, marketing, and service teams
The outcome was a strategic shift in how the client viewed and engaged its customer base — setting the stage for more targeted, responsive service delivery and marketing.
Why Strategic Segmentation Matters
For companies offering technical or professional services, customer needs are rarely uniform. This project illustrates how customer segmentation based on behaviours and expectations — not just spend — can unlock real commercial value and create a platform for smarter decision-making.
