Define a meaningful boundary
Start with a customer problem, use case or buying condition that changes the offer, proof or route to market. Industry and company size may help describe a segment, but they do not establish shared demand. State the exclusions so the group can be recognized consistently.
Compare opportunity and feasibility
Review evidence of need, willingness to change, access to buyers, competition and the cost of serving them. Separate observed facts from assumptions. A promising market may still be difficult to reach or support with the current product and team. Use a simple evidence table rather than hide uncertainty inside a weighted score.
Choose a learning priority
Select the segment where the next investigation can most improve a consequential decision. Define the evidence that would support expansion or rejection. Revisit the choice as customer and delivery evidence accumulates; segmentation should guide resource allocation, not become a fixed presentation taxonomy.
Put the decision into practice
- Define the problem and boundary.
- List exclusions.
- Compare buying and delivery evidence.
- Record important unknowns.
- Choose the next segment test.
Bring the business question, the evidence already available and the constraints that matter. Discuss your next step with Nancy Chou.