Client€3B Global Chemical Company
SprintAn 8-10 week sprint
Fieldwork40+ stakeholder interviews · 16 countries · 6 customer profiles built
“SprintlyWorks helped us cut through the complexity and deliver a clear segmentation model far faster than we could internally”
Aftermarket and Service Business
Redesigning Customer Segmentation to Optimize Service
The client aimed to strengthen its customer-centric approach in the Pulp & Paper EMEA market by shifting from margin-based segmentation to a need-based model. However, it lacked a consistent framework to evaluate customer needs across functions and regions.
€15m
Cost-to-serve optimization potential. Identified efficiency gains by aligning service levels with customer willingness to pay.
30%
Service inefficiency reduction. Reduced wasted effort by streamlining service delivery and prioritizing high-value activities.
A note on sourcing. Every figure here comes from a SprintlyWorks client engagement. Clients are described, never named. Where a figure is identified or modelled rather than banked, the line says so.
01
The problem
Legacy classifications varied widely. Sales, SCM, R&D, and Product teams each managed customer demands differently, with no unified structure to prioritize services or allocate resources. This led to inefficiencies, high cost-to-serve, and limited visibility into growth opportunities.
Without a standardized need-based segmentation, the client risked overserving low-value customers, underserving high-potential ones, and missing chances to align services with customer willingness to pay.
02
What the sprint set out to do
Assess and capture customer needs across paper grades and geographies through structured stakeholder engagement.
Design and develop a service prioritization tool to classify and score services by value vs. effort.
Build and validate six need-based customer segments to guide tailored offerings, optimize cost-to-serve, and unlock new growth opportunities.
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