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Based on qualitative and quantities analysis my team and I defined the strategic segmentation of the clients (B2B). Moreover, the value proposition for each cluster, as well as the way of approaching to each of them, were developed. The strategic segmentation consisted in three main axes: current value of the customer, potential value, and needs demanded by the client. It allowed the company to know with high accuracy how much invest in each customer. We re-define sales force processes to implement this new way of working. Issues such as which customers visit or which product, price, offers and merchandising have to be provided to each customer were clearly defined.