Garry M Consulting

Strategy & Offers

Customer segmentation and offer strategy.

Identify the customers you are best equipped to serve and shape offers around their needs, aligning positioning, value propositions, packaging, and pricing logic.

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The problem

Offers that blend together

When a business tries to serve everyone, its messaging turns generic and its prices become the main reason to choose it. Customers struggle to see what is different, and every sales conversation starts from zero.

You might recognize:

  • You target too many customer types with the same message.
  • Discounting is the main lever for winning business.
  • Customers ask for things your offer does not clearly answer.
  • Sales and marketing describe the business in different ways.

Intended outcome

A clearer reason for the right customers to choose your business, and offers you can test before scaling.

What is included

The scope of the work.

  • Customer research

    Evidence from current customers, lost deals, your sales team, and the data you already hold.

  • Segment selection

    Which customers you are best equipped to serve, and which to deliberately deprioritize.

  • Jobs and purchasing criteria

    What each segment is trying to get done and what actually decides the purchase.

  • Value proposition

    A specific promise for each priority segment, in the customer’s language.

  • Packages and pricing assumptions

    How offers are packaged and what pricing logic sits behind them, stated as assumptions to test.

  • Validation plan

    The smallest tests that would show whether an offer and message resonate.

Deliverables

What you receive.

These are the documents and working files you keep. For each one: what it is, what it looks like, and what it does for the business. The layouts shown are illustrative and use a fictional business. No client material is shown.

Priority customer segments

Also called target customer segments

What it is
A short list of the customer groups you are best placed to serve, each with what they are trying to get done and what decides their purchase.
What it looks like
One profile per segment: what they need, what decides the purchase, and where the segment ranks.
What it does for the business
Points sales and marketing at the customers most worth winning, and gives you a reasoned basis for saying no to the rest.

Customer evidence summary

What it is
A written summary of what your customers, sales team, lost deals, and existing data actually show.
What it looks like
A short summary in themes: what customers said, what the numbers show, and where the two disagree.
What it does for the business
Replaces assumptions about customers with evidence, so offers and messages are built on what buyers say and do.

A segment-to-offer matrix

Also called a customer segmentation matrix

What it is
A grid that matches each priority customer segment to the offer, message, and pricing approach meant for it.
What it looks like
Segments down the side, with a column each for offer, main message, and price logic.
What it does for the business
Shows at a glance who each offer is for, so sales, marketing, and pricing describe the business the same way.

Messaging and offer test plan

What it is
The smallest tests that would show whether an offer and its message resonate, before you scale either.
What it looks like
A short list of tests: what is tested, how long it runs, what result counts as a pass, and who runs it.
What it does for the business
Lets you learn cheaply which offer and message work, so spending to scale follows evidence.

How the work proceeds

Four steps, each ending in a decision.

Every engagement follows the same six-stage process, applied to this service.

  1. Gather customer evidence

    Interview customers and staff and review orders, inquiries, and lost opportunities.

  2. Select priority segments

    Rank segments by fit, value, and your ability to serve them well.

  3. Shape the offers

    Build the segment-to-offer matrix: proposition, package, price logic, and proof for each.

  4. Test and refine

    Run small tests on message and offer, then keep, change, or drop them based on what you observe.

Read the full process

Illustrative example

Homeowners and contractors on one message

Illustrative example, not a client result

A retailer sells the same products to homeowners and to contractors, with one message and one price. Research shows contractors reorder often and care about availability and trade terms, while homeowners want guidance. The matrix gives each its own offer and message, with a short test on a single channel.

Scope and boundaries

How this differs from business strategy

  • Business strategy looks at how the whole business earns and delivers. This service is narrower: who to serve and what to offer them.
  • The two work well together, but you can start with either.

Related experience

Where this shows up in my work.

  • Consulting engagement

    Victory Bridge

    Customer research and segment selection for a civil and structural engineering firm.

FAQ

Scope questions.

Do I need a lot of customer data?

No. Existing orders, inquiries, and conversations with customers and staff are a solid start. The plan names what is missing.

Will you change our branding?

This work sharpens positioning, offers, and messaging. Visual identity and design work is a separate scope, and graphic design is delegated.

How do we know an offer works?

We agree a test, a baseline, and what a meaningful improvement looks like before running it, and report what the evidence shows, including when it is inconclusive.

Related services

Find the customers worth building your offers around.

Start with a free, 20-minute introductory call to talk through your business, the challenge, and what a sensible next step looks like.

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