Customer Segmentation
The hidden opportunities in
your target customers
GAYATRI MURTHY, CGAP
RAGHU KOLLI, LEAPFROG INVESTMENTS
FEB 20, 2018
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
Goals
1. Understand what segmentation is and why it’s a
valuable tool, to solve a range of business challenges,
especially when serving low-income customers What do hope
to learn or gain
2. Delve deep into relevant case studies
from today’s
3. Distinguish between various types of segmentation session?
approaches and when to use them
4. Discuss how to apply and integrate segmentation work
into your team and business
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
Course Agenda
20 minutes What is segmentation? Why is it valuable?
Overview
REFLECTION ACTIVITY: Segmentation at Work
30 minutes LEARN: What approach do I take? How?
Types of segmentation
Approach to research
40 minutes DESIGN: How do I apply it?
Mini-case: Communications
Case Study: Credit Card Positioning
APPLICATION ACTIVITY
20 minutes DELIVER: How do I lead my organization?
Involvement chart. Strategies
DISCUSSION
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
Facilitators
Gayatri Murthy Raghu Kolli
CGAP Leapfrog
Investments
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
1
SEGMENTATION
What is it? Why is it valuable?
• Definition
• Value to your business
• Value to low-income customers
• Beyond demographics
• Myths & more
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
DISCUSSION
• Title
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What is your experience with
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incididunt ut labore et dolore magna
customer segmentation?
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nostrud exercitation ullamco laboris nisi
ut aliquip ex ea commodo consequat.
Share
• Point how familiar you are on a scale of 0-3 on one hand.
• Point
• Point
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
What is customer segmentation?
“Customer Segmentation is the subdivision
of a market into discrete customer groups
that share (or are perceived to share)
similar characteristics.
• It’s a powerful means to identify unmet
customer needs.
• Companies that identify underserved
segments can then outperform the
competition by developing uniquely
appealing products and services.”
Picture: Jeanette Thomas
Source: Bain, 2017
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
Why is it important for financial inclusion?
There is a pyramid at
the bottom of the
pyramid. 2.6 B people
live on < $2 per day
Even looking at a rough segmentation based
on livelihoods reveals diverse market
opportunities.
Each sub-market has varied cash flows, 665M 180 M 610 M
planning, and aspirations. casual laborers micro smallholder
or low-wage entrepreneurs farmers
salaried workers
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: Oliver Wyman, 2007
Why conduct a segmentation?
~$100M
TOTAL MARKET OPPORTUNITY Identifying a market can reveal an
exciting opportunity, but it provides
little insight on how to act.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
Segmentation can help you identify the highest value market
opportunities and serve them the best products and services.
~$100M ~$25M
TOTAL MARKET OPPORTUNITY TWO ACTIONABLE
OPPORTUNITIES
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
Segmentation can be useful across a range of business applications.
UNDERSTANDING & SERVING YOUR CUSTOMERS
IDENTIFYING DESIGNING DELIVERING BUILDING
MARKET THE OFFERING THE OFFERING LOYALTY
OPPORTUNITIES PRODUCTS, SERVICES, PRODUCTS, SERVICES,
EXPERIENCES EXPERIENCES
SEGMENTATION
- Market sizing - Use cases - Marketing - Incentives /
APPLICATION
- Opportunity - Features strategies Rewards
segments - Customer - Pricing - Ongoing
- Unfulfilled needs Experience - Channels engagements
- Market positioning - Messaging - Retention
- Communications
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
“Great. Now I just need to find some good
demographic data, right?”
Slow down!
Sure, basic market data is a good starting point.
But it only goes so far… it’s one of the basic myths
of segmentation.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
What are some myths about segmentation?
Isn’t it just Isn’t it Is it more
demographics? expensive? products?
Its expensive
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
MYTH ONE: ISN’T IT JUST DEMOGRAPHICS?
Both of these people share nearly
identical demographics:
• Male
• Born in 1948
• Live in London, UK
• Both in the top .1% of income
Shouldn’t we offer them similar products,
services, and messaging?
Photo by Aron Van de Pol on Unsplash
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
MYTH ONE: ISN’T IT JUST DEMOGRAPHICS?
Demographics aren’t king.
Ozzy Osbourne Prince Charles
SINGER, SONGWRITER, ACTOR ROYAL, NAVAL & AIR FORCE VETERAN, PHILANTHROPIST
LEAD VOCALIST OF THE HEAVY METAL BAND BLACK SABBATH PRINCE OF WALES, HEIR APPARENT TO THE BRITISH THRONE
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: HBR, What You Need to Know About Segmentation, 2014
MYTH ONE: ISN’T IT JUST DEMOGRAPHICS?
Gender isn’t everything.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
Source: HBR, What You Need to Know About Segmentation, 2014
MYTH ONE: ISN’T IT JUST DEMOGRAPHICS?
Use gender meaningfully & contextually
Brand in pink or rethink privacy?
Context: Lead Foundation’s customer research
revealed a segment of women left unserved in
Egypt. They valued privacy but could not meet
collateral requirements for individual loans.
Solution: Lead introduced a “woman’s loan,”
with a smaller loan size and less collateral
requirements, and individual privacy.
Result: Women clients went from 18% to 37%
of the portfolio and male’s uptake was also
influenced.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
What are some myths about segmentation?
Isn’t it just Isn’t it Is it more
demographics?
Its expensive
expensive? products?
Demographics are a great starting point, but segmentation can be about
Not at all! attitudes and drivers, livelihoods, or engagement. It could be about different
priority groups of customers, who represent different levels of business value.
We’ll discuss types of segmentation more in the next section.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
What are some myths about segmentation?
Isn’t it just Isn’t it Is it more
demographics? expensive? products?
It doesn’t have to be! Your organization can produce great results with
Not always. few resources, including focusing on information that’s already gathered
in-house and readily available.
We’ll discuss formal and informal segmentation and approaches to
research in the next section.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
What are some myths about segmentation?
Isn’t it just Isn’t it Is it more
demographics? expensive? products?
Not always. It could mean the same product tweaked for different use
It’s much more cases– either in its delivery, incentives, or features. It could help you
than that! tailor sales and marketing strategy, arrange business functions, or simply
to better understand the customers you are serving. .
We’ll share some cases in future sections
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
REFLECTION ACTIVITY
Segmentation at Work
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
Segmentation starts by a company reflecting on their business challenges
or opportunities.
What are some of the challenges or opportunities in the room today?
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
REFLECTION ACTIVITY
What’s a business WHAT’S YOUR CHALLENGE?
challenge you’re facing WHO/WHAT MARKET DOES IT
IMPACT?
that might benefit from
WHAT ARE YOU CURIOUS ABOUT?
segmentation?
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
REFLECTION ACTIVITY
Does a segmentation make sense for my organization now?
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
REFLECTION ACTIVITY
Where do you stand?
• Tally up your points
• Share your reflections
Use this as a lens as we dive into
additional details about the types of
segmentation and techniques for
doing it.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
2
SEGMENTATION
What approach do I take? How?
• Types of segmentation
• Types of research
• Case in action
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
What are the various types of segmentation?
GENERAL SPECIFIC TO YOUR OFFERING
CONTEXTUAL BEHAVIORAL PSYCHOLOGICAL
Simple data points often readily Behaviors or practices Relevant beliefs or values related to
available, such as gender, income, related to an offering or a range of financial management or an
geography, etc. offerings offering; needs, interests, goals and
aspirations
VARIABLES
• Age • Usage/non-usage patterns • Attitudes towards risk
• Gender • Financial strategies • Specific or similar product usage
• Income • Feature usage • Hobbies
• Education • Point of access • Religious/political beliefs
• Location • Timing and seasonal rhythms • Interest in new technologies
• Ethnicity
EXAMPLES
• Males living in rural areas • High loan use, low savings • Financial worrier
• Students with mobile devices • Repatriation recipients • Rationalist – emotionally removed
• Low-income adults • Traditional savers from financial decision-making
• Young go-getters
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit • Community influencers
What are the various types of segmentation?
GENERAL SPECIFIC TO YOUR OFFERING
CONTEXTUAL BEHAVIORAL PSYCHOLOGICAL
Simple data points often readily Behaviors or practices Relevant attitudes, beliefs, or values
available, such as gender, income, related to a specific offering related to financial management or
geography, etc. an offering; needs, interests, goals
and aspirations
ADVANTAGES
• Easy to understand • Highly predictive of (current) consumer • Identifies underlying drivers and
• Easy to target behavior beliefs
• Data often readily available • Provides insight for messaging and
advertising
• Intuitively appealing
• Fits well with brand messaging
DISADVANTAGES
• Not predictive of behavior • Does not guarantee future behavior • Difficult to identify segments
• Stereotyping • May not provide insights for messaging • May not predict behavior, especially
• Not always relevant to product for financial services
development • Difficult to identify segments
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
ILLUSTRATION
What do various segmentation approaches look like in action?
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
CASE STUDY
A Kenyan Bank shifts from demographics to attitudes and cash-flows
INDIVIDUAL SEGMENTS BUSINESS SEGMENTS
Custom segments allowed for the design of an SMS financial
advisory product that was tailored to each situation.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
How do I conduct a segmentation? Formal or informal?
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
Quantitative research may not always require a survey
Look within
your own data
for insights
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
Use a mix of qualitative and quantitative approaches to help you define and
understand your segments
INFORMAL QUALITIATIVE RESEARCH
START
HERE
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
Where to start? Pick your population.
Think about how your newly specified business objective may influence relevant customers.
Would you like your segmentation to be tactical in nature, i.e., focus on specific groups?
Or should it be more strategic and benefit from considering a wider population? Do you want
to acquire new customers or retain current ones? Your answers to these questions act as
guidelines for who to consider. A few other questions to consider:
• What’s the total population set that uses or may use your products or services?
• Do you want to review all of these populations?
• If not, why exclude certain customers?
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
CASE STUDY
How did Digicel Haiti define its target population?
Digicel decided to focus on their own mobile
network customers who used some form of
P2P service already
OBJECTIVE
Expand customer base through awareness campaign, and
sharpen value proposition of their transfer product.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
3
SEGEMENTATION
How do I apply it?
• Mini-Case: Centenary Bank, Messaging with Segmentation
• Case-Study: McKinsey, Credit Card Crowding, Positioning & Customizing
• Activity: Applying Segmentation
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
CASE STUDY
A Ugandan bank uses customer research to tailor communications & features
A single message can only get
so far in a crowded market.
Without segmentation,
Centenary Bank’s “Take your
bank everywhere” messaging
was generic and did not
resonate strongly with
customers.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
CASE STUDY
A Ugandan bank uses customer research to tailor communications & features
SALARIED WORKERS YOUTH BUSINESS COMMUNITY
“Access Your Salary” “Make Payments Directly “Save Time and
Salaried workers wanted to from Your Account” Transportation Costs”
withdraw money in smaller The youth market wanted to The business community
amounts more regularly, not spend less time in long bank wanted to save time by not
just all at once. queues and receive funds having to travel to a bank to
from relatives more easily. handle daily transactions.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Source: CGAP Segmentation Toolkit
CASE STUDY
“When segmentations fail, its often because
more energy has gone into deriving the
segmentation than thinking through
implementation.”
MCKINSEY
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE New frontiers in credit card segmentation: Tapping unmet consumer needs, McKinsey, May 2014
CASE STUDY
Credit Card Crowding: Why segmentation?
Business challenge Key question
• Acquisition #s declining - Less
people are signing up and staying
How do issuers retain newly
• Rewards race - Competitors are
acquired customers?
offering more and more rewards to How do they fulfill customers’ needs more precisely
incentivize sign-ups without piling on features that add needless cost,
complexity, or are not valued by users?
• Rewards handcuffs - All players
must give rewards in this context
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE New frontiers in credit card segmentation: Tapping unmet consumer needs, McKinsey, May 2014
CASE STUDY
Credit Card Crowding: Why segmentation?
“….maintain a profit margin and
generate demand for the product by
providing only the benefits that
customers value. The challenge is
aligning the right value proposition
with the right consumers.”
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE New frontiers in credit card segmentation: Tapping unmet consumer needs, McKinsey, May 2014
CASE STUDY
Credit Card Crowding: How they segmented
Industry standard segmentation Enhanced segmentation
Who? Psychological:
Demographic
demographics •Measures: attitudes, needs,
• Measures: income, age, education,
aspirations, motivations, etc.; why
etc.
customers use their card
• Sources: KYC data, census reports,
•Sources: primary source qualitative
etc.
and quantitative research
Behavioral What? Why?
• Measures: financial transactional
behavior psychology
• Sources: provider databases, credit
bureau reports, etc.
“Armed with enhanced segmentation, card issuers can not only craft better value
propositions but also identify groups that are not well served by current offers.”
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE New frontiers in credit card segmentation: Tapping unmet consumer needs, McKinsey, May 2014
CASE STUDY
Credit Card Crowding: Segmentation Results
POORLY SERVED BY EXISTING PRODUCTS
Deal Financially Recovering Self aware
Prosperous
chasers Stressed credit users avoiders
& Content
Richest segment Second richest Poorest segment Low- middle income Middle income
Demographic
Use credit cards Frequent balance Use credit cards to meet Avid budgeters, rarely Avoid using credit
for 59 percent of transfers to capture struggle of daily needs use credit card for cards, carry
Behavioral moderate debt
their purchases 0% financing daily purchases, carry
relatively low balances
Unable to control
Love rewards and In win-lose game spending; value Highly risk averse, Blame selves rather
dislike revolving with issuers, trying simplicity and fear financial than issuers for debt
Psychological debt to steal bait from transparency, need institutions as unsafe problems, worry
their offer traps mechanism for limits to and predatory about overspending
spending if have a card
New frontiers in credit card segmentation: Tapping unmet consumer needs, McKinsey, May 2014
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Noun Project, Rodolfo Alvarez and Magicon
MINI ACTIVITY
Credit Card Crowding: What would you do?
POORLY SERVED BY EXISTING PRODUCTS
Pick a
segment. Financially
Stressed
Recovering
credit users
Self aware
avoiders
What are their needs? Poorest segment Low- middle income Middle income
What is the opportunity? Use credit cards to Avid budgeters, rarely Avoid using credit
meet struggle of daily use credit card for daily cards, carry moderate
What features or needs purchases, carry debt
messages might relatively low balances
resonate? Feel unable to control
spending; value Highly risk averse, fear Blame selves rather
simplicity and financial institutions as than issuers for debt
transparency, need unsafe and predatory problems, worry
mechanism for about overspending if
limiting credit spend have a card
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
CASE STUDY
Credit Card Crowding: Segmentation Results
POORLY SERVED BY EXISTING PRODUCTS
The segmentation
identified
corresponding needs Financially Recovering Self aware
Stressed credit users avoiders
that can be addressed Need reassuring they Similar to recovering
A mechanism allowing
by a credit card Needs them to impose their can use card without credit users
products and select own spending limits. triggering a penalty
rate.
features.
Enable them to carry a A product that helps A card that could
credit card designed them budget their instantly calculate the
specifically for larger spending—for instance, scale and duration of
Opportunity purchases that take by allowing them to monthly payments for
time to pay off. define spending a given purchase at
“buckets” for various the point of sale.
merchant types with
monthly limits
New frontiers in credit card segmentation: Tapping unmet consumer needs, McKinsey, May 2014
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE Noun Project, Rodolfo Alvarez and Magicon
CASE STUDY
Credit Card Crowding: Applying the segmentation
Basic Features Segments
The issuer was able Prosperous Deal chasers Financially Recovering Self-aware
to match features and content stressed credit users avoiders
Rewards ✓
drawn from existing
Balance transfers offers ✓
products with Easy account management ✓
specific segments Low fees and interest ✓
Occasional special deals discounting or ✓
based their needs
rewarding existing balances
and attitudes; they
did not have to Simple and transparent fees, rates and ✓ ✓ ✓
terms
develop entirely new Self-imposed spending limits ✓ ✓
products but instead Budgeting with distinct purchase ✓ ✓
categories
a matrix of features
Daily needs positioning ✓ ✓
matched to specific Avoidance of mishaps that trigger fees ✓ ✓
segments .
Payoff horizon for each major ✓ ✓
purchase
Swipe to installment loan ✓ ✓
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE New frontiers in credit card segmentation: Tapping unmet consumer needs, McKinsey, May 2014
Advanced segmentation can drive design and customization across the full customer life-cycle
“When an issuer’s objective is to attract new customers and drive revenues
and growth, it should use the segmentation to structure not just product
design but the whole acquisition process from customer targeting to
segment positioning to delivery.
That means starting with a needs-based segment, developing a card with
features to meet those needs and promoting it by explicitly communicating
how the features satisfy the needs.”
MCKINSEY
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE New frontiers in credit card segmentation: Tapping unmet consumer needs, McKinsey, May 2014
MINI CHALLENGE
Applying Segmentation
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
MAIN ACTIVITY
Applying segmentation
The Context Basic Product Offering
• A large MFI wants to expand from offering group-loans
to low-income urban women to serving new customer- Product Individual Loan
groups with individual loans.
• They have identified a market opportunity in “micro Amount USD 2000-10000
entrepreneurs”– especially in food, retail, and transit.
• They launched a basic individual loan product, but need Interest 27-33%
to distinguish themselves in a market full of general
offerings, especially as a new player in the individual Payback period 6-18 months
banking space
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
MAIN ACTIVITY
The segments
The Tight-rope walker The Juggler The Trapeze Artist
A customer who is struggling to A customer who has managed to A customer who has some
keep his/her business running. This strike a careful balance between characteristics like the juggler, but
could be a start-up, or an older their personal and business finances with one key difference – he/she is
enterprise hit by an unexpected with some savings. He/she wants to ambitious.
shock. Shocks tend to erode maintain stability for their
personal savings family/keep business manageable
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
MAIN ACTIVITY
Reflect on your segments
What are your
segment’s
unique needs/
challenges?
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
MAIN ACTIVITY
Reflect on your segments
How would
you design
for this
segment?
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
MAIN ACTIVITY
Reflect on your segments
How else would
you serve their
needs?
Messages, bundling, etc
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
MAIN ACTIVITY
Share about your segment and tailored offering
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
4
SEGMENTATION
How do I guide the process in
my organization?
• Positioning
• Involving the organization
• Living segmentation
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
Enlisting your organization is central to successfully applying your segmentation.
Involvement Understand Keep it human.
breeds underlying Tell a sticky
buy-in. motivations. story.
Don’t wait till the end to Everybody has different We all want to be compelled
share your findings. Engage motivations––some are and feel connected to others.
stakeholders in the process driven by outcomes or data, Frame your segments in
of segmentation to ensure others by novelty or stories. memorable ways and share
buy in and application. (Perhaps you need to salient stories to illustrate
segment your stakeholders!) needs and opportunities.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
Enlisting your organization is central to successfully applying your segmentation.
Think of who you might involve and
how. Here are a few examples:
• Design and user research
• Strategy
• Marketing
• Product development
• Analytics
• Sales
• Information technology
• Customer support
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
Enlisting your organization is central to successfully applying your segmentation.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
Three ideas to take home to make segmentation a living process and renewable
organizational resource.
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
Two comprehensive resources to dive deeper: for you or to share with your
colleagues
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
REMEMBER!
“Segmentations are viewed by too many of their
sponsors as one-time, go-for-broke efforts to provide
a comprehensive portrait of customers that can
inform all subsequent marketing decisions. In our
view, segmentations should be part of an ongoing
search for answers to important business
questions as they arise.”
DAVID MEER, PRINCIPAL, PWC
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
DISCUSSION
What questions do What is most What’s one thing
you still have about valuable to your you’ll try out?
segmentation? work?
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
STAY CONNECTED WITH US:
www.cgap.org @CGAP Facebook LinkedIn
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
This module was designed in collaboration with .
based on content from the Segmentation Toolkit created by CGAP and Hope Associates.
www.dalbergdesign.com
CUSTOMER CENTRICITY SERIES | SEGMENTATION MODULE
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