biz-stp

asgard-ai-platform ｜ 商業與營運 ｜ 原文 ｜ MIT

用 STP 區隔、選目標、定位，釐清該賣給誰

---
name: "biz-stp"
description: "套用 STP（區隔、目標、定位）框架來制定市場策略。當使用者需要定義目標客群、選擇要追求哪些區隔、或撰寫定位宣言時使用，即使他們說的是「我們的客戶是誰」、「我們該專注哪個市場」或「我們該怎麼定位自己」也一樣。"
metadata:
  category: "WP-14 商學院—行銷"
  tags: ["marketing", "stp", "segmentation", "positioning"]
---

# STP：區隔、目標、定位（Segmentation, Targeting, Positioning）

## 概述

STP 是最基礎的行銷策略框架：把市場切成區隔（S），選擇要服務哪些（T），並定義在選定的區隔中如何取勝（P）。必須按順序進行，沒有先選目標就沒辦法定位，沒有先區隔就沒辦法選目標。

## 何時使用

**觸發條件：**
- 使用者正在推出新產品，需要定義目標受眾
- 使用者問「我們的客戶是誰？」或「我們該專注哪個區隔？」
- 使用者想撰寫定位宣言或差異化策略
- 使用者的行銷感覺沒有焦點，「我們想討好所有人」

**何時不要用：**
- 產業競爭分析 → 用 Porter 五力
- 成長路徑決策 → 用 Ansoff 矩陣
- 內部能力評估 → 用 SWOT

## 框架

```
鐵律：循序執行，S 先於 T 先於 P

「先」區隔，再選目標，最後定位。照這個順序。
沒先區隔就選目標，等於是在猜。
沒有明確目標就定位，等於是在為所有人定位
（也就是不為任何人）。
```

```
鐵律：區隔必須符合 MAMS

每個區隔都必須滿足全部四個標準：
- Measurable（可衡量）：你能估算這個區隔的規模和購買力
- Accessible（可接近）：你能透過現有通路觸及這個區隔
- Material（夠大）：這個區隔大到足以獲利
- Substantial（夠明確）：這個區隔夠獨特，對不同的行銷組合會有不同的反應

沒通過任何一個標準的「區隔」，都不可行動。
```

### 步驟 1：區隔：切分市場

使用一個或多個區隔基礎：

| 基礎 | 變數 | 範例 |
|------|-----------|---------|
| **人口統計** | 年齡、性別、收入、教育、職業、家庭人數 | 「月收入 >NT$60K 的 25-35 歲都會上班族」 |
| **地理** | 國家、城市、氣候、都市／鄉村、地區 | 「北台灣都會區」 |
| **心理圖像** | 生活型態、價值觀、個性、興趣 | 「重視健康，願意為有機付溢價」 |
| **行為** | 使用率、忠誠度、追求的利益、購買時機 | 「每週購買的重度使用者，對價格不敏感，重視便利」 |

結合多個基礎，能得到更精準的區隔（例如人口統計 + 行為）。

產出 3-6 個明確的區隔。少於 3 個代表你還沒做區隔；多於 6 個就太零碎，沒辦法行動。

### 步驟 2：目標：選擇你的區隔

依下列標準評估每個區隔：

| 標準 | 問題 |
|-----------|----------|
| **規模與成長** | 這個區隔有多大？在成長嗎？ |
| **獲利能力** | 在這個區隔能達到什麼利潤率？ |
| **競爭** | 有多少競爭者在服務這個區隔？有多強？ |
| **適配度** | 這個區隔和你的能力與品牌吻合嗎？ |
| **可接近性** | 你能以符合成本效益的方式觸及這個區隔嗎？ |

選擇目標策略：
- **集中式**：專注一個區隔（風險最高，專業化程度最高）
- **差異化**：鎖定 2-3 個區隔，提供量身打造的方案（中等風險）
- **無差異**：對所有人提供同一個方案（很少建議，這會違背 STP 的目的）

### 步驟 3：定位：定義你在顧客心中的位置

用這個範本撰寫定位宣言：

```
對於 [目標客群]，
[品牌/產品] 是 [品類]
中 [關鍵利益/差異點]，
因為 [可信的理由]。
```

然後用三項測試驗證定位：
1. **相關性**：目標客群在乎這個利益嗎？
2. **差異化**：競爭者能宣稱同樣的事嗎？
3. **可信度**：你能兌現這個承諾嗎？

### 步驟 4：認知地圖（選填）

用對目標客群最重要的兩個屬性，把品牌畫在二維地圖上。這能把競爭定位視覺化，並找出缺口。

## 輸出格式

```markdown
# STP 分析：{產品/品牌}

## 區隔

| 區隔 | 側寫 | 規模 | 成長 | 關鍵需求 |
|---------|---------|------|--------|----------|
| 區隔 A | {描述} | {$X / N 人} | {X%} | {主要需求} |
| 區隔 B | ... | ... | ... | ... |
| 區隔 C | ... | ... | ... | ... |

## 目標

| 區隔 | 規模 | 獲利能力 | 競爭 | 適配度 | 分數 |
|---------|------|-------------|-------------|-----|-------|
| 區隔 A | 高/中/低 | 高/中/低 | 高/中/低 | 高/中/低 | {總分} |

**選定的目標：** {區隔}，{理由}
**目標策略：** 集中式 / 差異化

## 定位

**宣言：**
對於 {目標客群}，{品牌} 是 {品類} 中 {利益}，因為 {可信的理由}。

**驗證：**
- 相關性：✓/✗，{證據}
- 差異化：✓/✗，{證據}
- 可信度：✓/✗，{證據}
```

## 範例

### 正確的應用

**情境：** 台灣一款新植物性蛋白棒的 STP

**區隔**（行為 + 人口統計）：
| 區隔 | 側寫 | 規模 | 關鍵需求 |
|---------|---------|------|----------|
| 健身愛好者 | 20-35 歲、上健身房、追蹤巨量營養素 | 台灣約 80 萬人 | 高蛋白、成分乾淨 |
| 注重健康的上班族 | 25-45 歲、坐辦公室、常不吃正餐 | 約 150 萬人 | 方便的代餐、低糖 |
| 純素／素食消費者 | 各年齡層、基於道德／飲食選擇 | 約 30 萬人 | 植物性、不含動物性成分 |

**目標**：注重健康的上班族，是最大的區隔，且服務不足（多數蛋白棒都鎖定健身族），透過便利商店的可接近性高。

**定位**：「對於常不吃正餐的忙碌專業人士，PlantBar 是 60 秒就能取代一餐的植物性蛋白棒，因為每根含 20g 蛋白質、5g 纖維和所有必需維生素，全部來自完整食材。」

### 錯誤的應用

**哪裡出錯：**
- 定位宣言：「對於所有喜歡健康食物的人」→ 不是區隔。「所有人」通不過 MAMS 測試（無法衡量，作為獨特的群體也不夠明確）。違反鐵律。
- 沒有區隔也沒有選目標，就直接跳到定位（「我們是高端選擇」）→ 違反鐵律：S 先於 T 先於 P。

## 常見陷阱

- **過度區隔**：切出 10 個以上太小、無法獲利服務的微型區隔。每個區隔都必須通過 MAMS 測試，尤其是「Material」（夠大）。
- **只用人口統計區隔**：人口統計描述的是「誰」，不是「為什麼」買。要一律結合行為或心理圖像的基礎，才能得到可行動的區隔。
- **用功能而不是利益來定位**：「我們有 20g 蛋白質」是功能。「60 秒取代一餐」是利益。顧客買的是利益。
- **沒有差異化的定位**：「高品質、價格合理」描述了每個品牌。如果你的競爭者也能宣稱同樣的話，那就不是定位。
- **忽略認知地圖**：顧客「認為」你在哪裡，比你「想要」在哪裡更重要。可以的話，用顧客研究來驗證定位。

## 參考資料

- 認知地圖的技巧，見 `references/perceptual-mapping.md`
- 與其他行銷框架的比較，見 `references/framework-comparison.md`

---
name: "biz-stp"
description: "Apply STP (Segmentation, Targeting, Positioning) framework for market strategy. Use this skill when the user needs to define target customer segments, select which segments to pursue, or craft a positioning statement — even if they say 'who is our customer', 'which market should we focus on', or 'how should we position ourselves'."
metadata:
  category: "WP-14 商學院—行銷"
  tags: ["marketing", "stp", "segmentation", "positioning"]
---

# STP: Segmentation, Targeting, Positioning

## Overview

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.

## When to Use

**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

## Framework

```
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

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.

### Step 2: Targeting — Select Your Segments

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)

### Step 3: Positioning — Define Your Place in the Customer's Mind

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:
1. **Relevance**: Does the target segment care about this benefit?
2. **Differentiation**: Can competitors claim the same thing?
3. **Credibility**: Can you deliver on this promise?

### Step 4: Perceptual Map (Optional)

Plot brands on a 2D map using the two most important attributes for the target segment. This visualizes competitive positioning and identifies gaps.

## Output Format

```markdown
# STP Analysis: {Product/Brand}

## Segmentation

| Segment | Profile | Size | Growth | Key Need |
|---------|---------|------|--------|----------|
| Seg A | {description} | {$X / N people} | {X%} | {primary need} |
| Seg B | ... | ... | ... | ... |
| Seg C | ... | ... | ... | ... |

## Targeting

| 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

## Positioning

**Statement:**
For {target segment}, {brand} is the {category} that {benefit} because {reason to believe}.

**Validation:**
- Relevance: ✓/✗ — {evidence}
- Differentiation: ✓/✗ — {evidence}
- Credibility: ✓/✗ — {evidence}
```

## Examples

### Correct Application

**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."

### Incorrect Application

**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.

## Gotchas

- **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.

## References

- For perceptual mapping techniques, see `references/perceptual-mapping.md`
- For comparison with other marketing frameworks, see `references/framework-comparison.md`