Performing market segmentation: a performative perspective

Peet Venter · Sally Dibb

66 citations0/0 files storedJournal of Marketing Management

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Management and Organizational Studies Marketing and Advertising Strategies Innovation and Knowledge Management

Abstract

Conceptualising market segmentation as performative enhances our knowledge of how marketing frameworks shape marketing practice. Our study addresses the criticism that how marketing is accomplished in practice has yet to be fully articulated. We therefore address the question: ‘How does a market segmentation process emerge in an organisation and what causes it to materialise in this way?’ By constructing market segmentation as performative, we are able to draw insight into the relationships that marketing theories, models, ideas and techniques have with marketing practice. Our longitudinal study allows us to discern four sets of actions organisations can experience as their actors attempt to adopt and adapt a marketing process to the complexities of practice; these are establishing legitimacy, theory embodiment, contextualisation and maintaining the process.

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1975How To Do Things With Words 1997Manifesto for a Relational Sociology 1986Power, Action and Belief. A New Sociology of Knowledge?2007Do economists make markets?: on the performativity of economics 1956Product Differentiation and Market Segmentation as Alternative Marketing Strategies 1997Market Segmentation: Conceptual and Methodological Foundations 2006An Engine, Not a Camera 1984The Powers of Association

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