biz-stp
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Translation
ChineseSTP: Segmentation, Targeting, Positioning
STP：市场细分、目标市场选择、市场定位
Overview
概述
STP is the foundational marketing strategy framework: divide the market into segments (S), select which to serve (T), and define how to win in chosen segments (P). It must be done in sequence — you cannot position without first choosing a target, and you cannot target without first segmenting.
STP是营销战略的基础框架：将市场划分为细分群体（S），选择要服务的群体（T），并明确如何在选定的细分市场中取胜（P）。这三个步骤必须按顺序执行——没有先选定目标市场就无法进行定位，没有先做市场细分就无法选定目标市场。
When to Use
适用场景
Trigger conditions:
- User launching a new product and needs to define the target audience
- User asks "who is our customer?" or "which segment should we focus on?"
- User wants to craft a positioning statement or differentiation strategy
- User's marketing feels unfocused — "we're trying to be everything to everyone"
When NOT to use:
- For competitive industry analysis → use Porter's Five Forces
- For growth path decisions → use Ansoff Matrix
- For internal capability assessment → use SWOT
触发条件：
- 用户推出新产品，需要定义目标受众
- 用户询问“我们的客户是谁？”或“我们应该聚焦哪个细分市场？”
- 用户想要撰写定位声明或差异化策略
- 用户的营销工作缺乏聚焦——“我们试图满足所有人的需求”
不适用场景：
- 竞争行业分析 → 请使用Porter's Five Forces（波特五力模型）
- 增长路径决策 → 请使用Ansoff Matrix（安索夫矩阵）
- 内部能力评估 → 请使用SWOT（态势分析法）
Framework
框架规则
IRON LAW: Sequential Execution — S Before T Before P
Segmentation FIRST, then Targeting, then Positioning. In that order.
Choosing a target without segmenting first means you're guessing.
Positioning without a clear target means you're positioning for everyone
(which means no one).IRON LAW: Segments Must Be MAMS
Every segment must satisfy all four criteria:
- Measurable: You can estimate the segment's size and purchasing power
- Accessible: You can reach the segment through available channels
- Material: The segment is large enough to be profitable
- Substantial: The segment is distinct enough to respond differently to
different marketing mixes
A "segment" that fails any criterion is not actionable.IRON LAW: Sequential Execution — S Before T Before P
Segmentation FIRST, then Targeting, then Positioning. In that order.
Choosing a target without segmenting first means you're guessing.
Positioning without a clear target means you're positioning for everyone
(which means no one).IRON LAW: Segments Must Be MAMS
Every segment must satisfy all four criteria:
- Measurable: You can estimate the segment's size and purchasing power
- Accessible: You can reach the segment through available channels
- Material: The segment is large enough to be profitable
- Substantial: The segment is distinct enough to respond differently to
different marketing mixes
A "segment" that fails any criterion is not actionable.Step 1: Segmentation — Divide the Market
步骤1：市场细分——划分市场
Use one or more segmentation bases:
| Base | Variables | Example |
|---|---|---|
| Demographic | Age, gender, income, education, occupation, family size | "25-35 year old urban professionals earning >NT$60K/month" |
| Geographic | Country, city, climate, urban/rural, region | "Northern Taiwan metropolitan areas" |
| Psychographic | Lifestyle, values, personality, interests | "Health-conscious, willing to pay premium for organic" |
| Behavioral | Usage rate, loyalty, benefits sought, purchase occasion | "Heavy users who buy weekly, price-insensitive, value convenience" |
Combine bases for sharper segments (e.g., demographic + behavioral).
Produce 3-6 distinct segments. Fewer than 3 means you haven't segmented; more than 6 is too fragmented to act on.
可采用一种或多种细分维度：
| 细分维度 | 变量 | 示例 |
|---|---|---|
| 人口统计 | 年龄、性别、收入、教育程度、职业、家庭规模 | "25-35岁、月收入超过6万新台币的都市白领" |
| 地理因素 | 国家、城市、气候、城乡、区域 | "台湾北部都会区" |
| 心理特征 | 生活方式、价值观、性格、兴趣爱好 | "注重健康，愿意为有机产品支付溢价" |
| 行为特征 | 使用频率、忠诚度、追求的利益、购买场景 | "重度使用者，每周购买，对价格不敏感，重视便利性" |
可结合多种维度打造更精准的细分群体（例如：人口统计+行为特征）。
产出3-6个不同的细分群体。少于3个意味着未充分细分；超过6个则过于零散，难以落地执行。
Step 2: Targeting — Select Your Segments
步骤2：目标市场选择——选定细分群体
Evaluate each segment on:
| Criterion | Question |
|---|---|
| Size & Growth | How large is the segment? Is it growing? |
| Profitability | What margins can you achieve in this segment? |
| Competition | How many competitors serve this segment? How strong? |
| Fit | Does this segment align with your capabilities and brand? |
| Accessibility | Can you reach this segment cost-effectively? |
Choose a targeting strategy:
- Concentrated: Focus on one segment (highest risk, highest specialization)
- Differentiated: Target 2-3 segments with tailored offers (moderate risk)
- Undifferentiated: Same offer to all (rarely recommended — defeats the purpose of STP)
从以下维度评估每个细分群体：
| 评估标准 | 对应问题 |
|---|---|
| 规模与增长性 | 该细分群体的规模有多大？是否处于增长阶段？ |
| 盈利性 | 在该细分群体中可实现多少利润空间？ |
| 竞争态势 | 有多少竞争对手服务该细分群体？实力如何？ |
| 匹配度 | 该细分群体是否与你的能力和品牌定位相符？ |
| 可触达性 | 你能否以低成本触达该细分群体？ |
选择目标市场策略：
- 集中化策略：聚焦单个细分群体（风险最高，专业化程度最高）
- 差异化策略：针对2-3个细分群体提供定制化产品/服务（风险适中）
- 无差异化策略：向所有群体提供相同产品/服务（不推荐——违背STP的核心目的）
Step 3: Positioning — Define Your Place in the Customer's Mind
步骤3：市场定位——明确在客户心智中的位置
Craft a positioning statement using this template:
For [target segment],
[brand/product] is the [category]
that [key benefit/differentiator]
because [reason to believe].Then validate positioning against three tests:
- Relevance: Does the target segment care about this benefit?
- Differentiation: Can competitors claim the same thing?
- Credibility: Can you deliver on this promise?
使用以下模板撰写定位声明：
针对[目标细分群体]，
[品牌/产品]是一款[品类]
能够提供[核心利益/差异化卖点]
因为[信任理由]。随后通过三项测试验证定位有效性：
- 相关性：目标细分群体是否在意该核心利益？
- 差异化：竞争对手能否做出相同的承诺？
- 可信度：你能否兑现该承诺？
Step 4: Perceptual Map (Optional)
步骤4：感知图（可选）
Plot brands on a 2D map using the two most important attributes for the target segment. This visualizes competitive positioning and identifies gaps.
基于目标细分群体最关注的两个属性，将各品牌绘制在二维图上。该可视化工具可呈现竞争定位，识别市场空白。
Output Format
输出格式
markdown
undefinedmarkdown
undefinedSTP Analysis: {Product/Brand}
STP分析报告：{产品/品牌}
Segmentation
市场细分
| Segment | Profile | Size | Growth | Key Need |
|---|---|---|---|---|
| Seg A | {description} | {$X / N people} | {X%} | {primary need} |
| Seg B | ... | ... | ... | ... |
| Seg C | ... | ... | ... | ... |
| 细分群体 | 群体画像 | 规模 | 增长率 | 核心需求 |
|---|---|---|---|---|
| 群体A | {描述} | {X美元 / X人} | {X%} | {核心需求} |
| 群体B | ... | ... | ... | ... |
| 群体C | ... | ... | ... | ... |
Targeting
目标市场选择
| Segment | Size | Profitability | Competition | Fit | Score |
|---|---|---|---|---|---|
| Seg A | H/M/L | H/M/L | H/M/L | H/M/L | {total} |
Selected target(s): {segment(s)} — {rationale}
Targeting strategy: Concentrated / Differentiated
| 细分群体 | 规模 | 盈利性 | 竞争态势 | 匹配度 | 总分 |
|---|---|---|---|---|---|
| 群体A | 高/中/低 | 高/中/低 | 高/中/低 | 高/中/低 | {总分} |
选定目标群体： {细分群体} — {选择理由}
目标市场策略： 集中化 / 差异化
Positioning
市场定位
Statement:
For {target segment}, {brand} is the {category} that {benefit} because {reason to believe}.
Validation:
- Relevance: ✓/✗ — {evidence}
- Differentiation: ✓/✗ — {evidence}
- Credibility: ✓/✗ — {evidence}
undefined定位声明：
针对{目标细分群体}，{品牌}是一款{品类}，能够提供{核心利益}，因为{信任理由}。
有效性验证：
- 相关性：是/否 — {依据}
- 差异化：是/否 — {依据}
- 可信度：是/否 — {依据}
undefinedExamples
示例
Correct Application
正确应用
Scenario: STP for a new plant-based protein bar in Taiwan
Segmentation (Behavioral + Demographic):
| Segment | Profile | Size | Key Need |
|---|---|---|---|
| Fitness Enthusiasts | 20-35, gym-goers, track macros | ~800K in Taiwan | High protein, clean label |
| Health-Conscious Office Workers | 25-45, desk jobs, skip meals | ~1.5M | Convenient meal replacement, low sugar |
| Vegan/Vegetarian Consumers | All ages, ethical/dietary choice | ~300K | Plant-based, no animal derivatives |
Targeting: Health-Conscious Office Workers — largest segment, underserved (most protein bars target gym-goers), high accessibility via convenience stores.
Positioning: "For busy professionals who skip meals, PlantBar is the plant-based protein bar that replaces a meal in 60 seconds because each bar has 20g protein, 5g fiber, and all essential vitamins — made entirely from whole food ingredients."
场景： 台湾某新型植物蛋白棒的STP分析
市场细分（行为特征+人口统计）：
| 细分群体 | 群体画像 | 规模 | 核心需求 |
|---|---|---|---|
| 健身爱好者 | 20-35岁，常去健身房，关注 macros（宏量营养素） | 台湾约80万人 | 高蛋白、纯净配料表 |
| 注重健康的上班族 | 25-45岁，办公室工作，经常不吃正餐 | 约150万人 | 便捷的代餐、低糖 |
| 素食主义者 | 全年龄段，基于伦理/饮食选择素食 | 约30万人 | 纯植物来源、无动物成分 |
目标市场选择：注重健康的上班族——规模最大，市场供给不足（多数蛋白棒针对健身爱好者），可通过便利店低成本触达。
市场定位：“针对经常不吃正餐的忙碌职场人士，PlantBar是一款植物蛋白棒，能在60秒内替代正餐，因为每根蛋白棒含有20克蛋白质、5克纤维及所有必需维生素——全部由天然食材制成。”
Incorrect Application
错误应用
What went wrong:
- Positioning statement: "For everyone who likes healthy food" → Not a segment. "Everyone" fails the MAMS test (not Measurable, not Substantial as a distinct group). Violates Iron Law.
- Jumped straight to positioning ("we're the premium option") without segmenting or targeting → Violates Iron Law: S before T before P.
问题所在：
- 定位声明：“面向所有喜欢健康食品的人”——这并非一个有效细分群体。“所有人”不符合MAMS标准（无法衡量，也不属于有差异的明确群体），违反了核心规则。
- 跳过细分和选择步骤，直接进行定位（“我们是高端选项”）——违反核心规则：必须先做细分（S），再选目标（T），最后定位（P）。
Gotchas
注意事项
- Over-segmentation: Creating 10+ micro-segments that are too small to serve profitably. Each segment must pass the MAMS test, especially "Material" (large enough).
- Demographic-only segmentation: Demographics describe who, not why they buy. Always combine with behavioral or psychographic bases for actionable segments.
- Positioning on features, not benefits: "We have 20g protein" is a feature. "Replaces a meal in 60 seconds" is a benefit. Customers buy benefits.
- Positioning that's not differentiated: "High quality at a fair price" describes every brand. If your competitor can make the same claim, it's not positioning.
- Ignoring the perceptual map: Where customers THINK you are matters more than where you WANT to be. Validate positioning with customer research when possible.
- 过度细分：创建10+个微型细分群体，规模过小无法盈利。每个细分群体必须通过MAMS测试，尤其是“Material（有规模）”标准。
- 仅依赖人口统计细分：人口统计描述的是“谁”，而非“购买原因”。需结合行为或心理特征，打造可落地的细分群体。
- 基于功能而非利益定位：“我们含有20克蛋白质”是功能点，“60秒内替代正餐”是利益点。客户购买的是利益。
- 无差异化定位：“高品质、公道价”适用于所有品牌。如果竞争对手也能做出同样的承诺，这并非有效定位。
- 忽略感知图：客户心中对你的定位，比你期望的定位更重要。尽可能通过客户调研验证定位有效性。
References
参考资料
- For perceptual mapping techniques, see
references/perceptual-mapping.md - For comparison with other marketing frameworks, see
references/framework-comparison.md
- 感知图绘制技巧，请查阅
references/perceptual-mapping.md - 与其他营销框架的对比，请查阅
references/framework-comparison.md