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Marketers have long used segmentation to better understand, reach and serve their customers. The idea is to divide the market into useful groups, identify your target segments, and tailor the products, prices, service experience, channels and messaging to resonate with those segments.
However, marketers are increasingly finding that traditional ways of segmenting consumers – by demographics, behaviours, projected value or psychographics – have grown less useful over time. Two factors are to blame: Consumers are becoming less fixed in terms of who they are and how they behave, and digital marketers are increasingly able to micro-target consumers as individuals rather than as groups.
Many of the questions I get about survey design relate to what metrics to use – and in particular, what scales to use.
It's easy to say "it depends on the situation" and that is certainly true. However, if we are talking about assessing customer experience, here are some general guidelines to keep in mind.
Measuring employee well-being became popular when it became clear that there’s a strong relationship between well-being and a range of factors that impact an organization’s performance. These include productivity, absenteeism, presenteeism, benefits plan utilization and retention. The big challenge is to create the conditions that foster positive employee well-being.