Spreadsheet supplement for case number 200069.

Spreadsheet supplement for case number 201029.

Spreadsheet supplement for case number 201029.

Speadsheet supplement for case number 201033.

Spreadsheet supplement for case number 201037.

Spreadsheet supplement for case number 201063.

Spreadsheet supplement for case number 201076.

Spreadsheet supplement for case number 201079.

Spreadsheet supplement for case number 201129.

Spreadsheet supplement for case number 202017.

Spreadsheet supplement for case number 203026.

Spreadsheet supplement for case number 198088.

Global brands such as L'Oreal and Oil of Olay dominate China's skin care market. A Chinese domestic brand, after some success in partnership with Sephora in Europe, aspires to challenge the French and U.S. brands' hold on the China market. It must decide how to segment the market, how to position against global assurances of quality and purity, and how to balance its Chinese heritage claims with claims of modernity. The China skin care market is growing extraordinarily fast. Is that an asset or a liability?

Tesco, the world's third largest retailer, is facing problems with its launch of a new retail chain in the U.S.A.

Patagonia was deeply committed to the environment. This commitment, at times, conflicted with the company's goal to create the most innovative products in its industry. Patagonia's founder and executives welcomed imitation of both its environmental commitment and its culture. The question remained whether Patagonia's model would work well for a wide range of companies. In 2003, Patagonia executives were considering which products and markets would fit best into their portfolio of product lines, which included alpine, skiing, snowboarding, fishing, paddling, rock climbing, surfing, kayaking, and mountain biking. There was a tradeoff between alienating its core customers and achieving growth via entry into new product markets.

Unlike traditional market segmentations that are based on a correlation of product sales or service with the attributes of the purchaser (such as age, gender, income level, and education level), jobs-based segmentation seeks to understand the causal roots of purchase-when a buyer needs to "hire" a product or service to get a "job" done. This note details the thought process and the methodology behind a jobs-based segmentation and provides numerous examples. It highlights three levels in the architecture of a job: 1) What is the fundamental job or problem the customer is facing? This includes political, functional, emotional, and social dimensions; 2) What are the experiences in purchase and use that, if all provided, would sum up to nailing the job perfectly? (The "hiring criteria"); and 3) What do we need to integrate, and how must we knit those things together, so that we can provide these experiences?

Spreadsheet supplement for case number 105082.

Spreadsheet supplement for case number 184169.

Spreadsheet supplement for case number 186160.

Spreadsheet supplement for case number 187038.