In 2007, Fujitsu realised that it was spreading its attention too thinly across the UK market. So, Fujitsu’s marketing leaders set out to segment its private sector customers and prospects within the various industries it serves.

The goal of the effort was simple: Win bigger deals more often by focusing on the most important opportunities and by building longer-term relationships with a target group of 30–40 companies.

Of course, carrying out the goal was anything but simple. In this Case Study, we examine how Fujitsu developed a sector mapping process and designed parameters that revealed the most attractive opportunities across multiple industries.

Key Takeaways

• Segmentation can make the sales process more efficient and effective by revealing the opportunities that warrant the most attention.
• Segmentation can’t focus only on revenue potential; it also needs to account for the reputation of the provider and cultural fit.
• Information gained from segmentation will be useless unless salespeople buy into and participate in the process.