批发客户的市场细分

Segmenting Wholesale Customers

批发客户批发客户的的市场细分

Moving beyond legacy segmentation can drive competitive advantage and win new business

超越传统的市场细分能够催生竞争优势超越传统的市场细分能够催生竞争优势，，赢得新业务

Reference Code: TE012-000391

Publication Date: 25 Mar 2011 Author: Paris Burstyn

Ovum is not liable for any perceived changes of meaning that may occur through translation, and that for the avoidance of doubt, the original English version should be referred to for any discrepancies

Ovum 不为任何翻译后可能造成的歧异负责，为避免疑义，任何意义分歧皆以英文原版为主。

SUMMARY 摘要

In a nutshell 核心概念

Wholesale customers differ significantly in the services they buy, the criteria they use to select their suppliers, and how they do business with wholesale service providers. Wholesalers must put market segmentation models in place that match their capabilities and sales priorities to intermediaries'

evolving requirements. In addition to the traditional carriers and resellers, intermediaries today include non-telco enterprises that incorporate telecoms services into the products and services they sell to their customers.

各个批发客户购买的服务，所采用的批发服务供应商选择标准，以及与之开展业务往来的方式都截然不同。批发商必须采用使自身能力和销售优先级与中间商不断变化的需求相匹配的市场细分模型。除了传统的运营商和分销商，当今中间商包括将电信服务纳入其销售产品和服务的非电信企业。

Ovum view Ovum 观点

Just as carriers segment their retail customers (e.g. residential, SMB, enterprise), wholesale operators must establish segmentations that clearly define their target customer base. As with any sales

segmentation, analyzing the characteristics of different intermediaries enables wholesale service

providers to map their existing and planned capabilities to their customers' specific requirements.

正如运营商对零售客户（如家庭，中小企业，大型企业）进行市场细分一样，批发运营商也必须建立能

够明确界定目标客户群的市场细分。就任何销售细分而言，对不同中间商的特点进行分析能够帮助批发

服务供应商现有/规划的能力反映其客户的具体要求。

Effective segmentation of wholesale customers will assist wholesale carriers to assess their market opportunities and define their go-to-market messages and products. We describe one form of wholesale customer segmentation in this report, although some wholesalers use others. Using customer segmentation to refine their potential customer targets, wholesalers can focus on intermediaries whose requirements most closely match their own capabilities and represent the greatest revenue and profit potential.

对批发客户进行有效细分将有助于批发运营商评估其市场机会，并确定其营销信息和产品。本部报告介

绍了细分批发客户市场的一种形式（尽管某些批发商采用其他市场细分形式）。通过细分客户市场来改

善其潜在客户目标，批发商能够锁定那些需求最接近自身能力并能够带来最大收入和利润潜力的中间商。

Ovum’s segmentation uses a range of customer attributes to distinguish segments. It does not use geography or customer value. Geographic segmentation generally depends on the areas served by a particular wholesaler. Segmentation by customer value is intimately linked to the number and values of contracts held by a wholesaler. Since both of these approaches are provider-centric (rather than customer-focused), we exclude these two factors from our attribute-based segmentation model.

Ovum采用一系列的客户属性来进行市场划分，而不是根据地域或客户价值。按地理区域划分通常取决于一个特定批发商提供服务的领域。按客户价值划分与一个批发商持有的合同数量和价值密切相关。由于

这两种方法都以批发商为中心（而非以客户为中心），Ovum在基于客户属性的市场细分模型中排除了这两个因素。

We group wholesale intermediaries into four main segments:

Ovum将批发中间商划分为四个主要部分：

•infrastructure owners (fixed and mobile operators, and cable television multi-service operators) 基础设施所有者（固定和移动运营商，以及有线电视多业务运营商）

•network and systems integrators (SIs)

网络和系统集成商（SI）

•Internet service providers (ISPs)

互联网服务提供商（ISP）

•non-telco intermediaries (e.g. web 2.0 companies, application and content providers).

非电信业中间商（如Web 2.0公司，应用和内容提供商）。

These segments represent an evolution from those we have used in the past (see "New Intermediaries Re-define Wholesale Telecoms" and "Customer Segmentation in the Wholesale Market"). Our four segments include emerging intermediaries that are becoming increasingly important channels to market.