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Original

English

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Translation

Chinese

STP: 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

undefined

markdown

undefined

STP 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}

undefined

Examples

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
```