Not every dealer, distributor, and corporate customer is the same; nor should your commercial terms be
In wholesale, the number of customers is smaller than in retail, but the weight of each customer is far greater. A dealer, a distributor, a store chain, or a corporate buyer differ from one another not only in order volume, but in
payment discipline, credit risk, growth potential, regional importance, the product range they carry, the shelf and display share they allocate to your brand, service burden, and strategic value. Segmentation is systematically tying these differences
to commercial terms such as price list, discount structure, payment terms, credit limit, delivery priority, campaign participation, and service level. Giving every segment the same terms alienates the large customer and rewards the small customer unnecessarily.
Wholesale customer segmentation exists in most companies, but it is not written down. Which dealer is “class A” is in the sales manager’s head; discount rates have been negotiated customer by customer and have become inconsistent over time;
two dealers with the same turnover work under different terms, and nobody remembers the reason. When a dealer grows, its terms are not updated; when it shrinks, they are not reduced either. The result is a pile of exceptions that quietly erodes the profit margin,
and debates about fairness within the dealer network.
In Minerva, wholesale customer segmentation is defined as a component of the operational organization through the business partner segmentation structure. Dealers, distributors, and corporate customers are divided into segments according to real transaction data such as turnover, order frequency, product group distribution,
payment performance, risk status, region, and channel, as well as user-defined criteria. Price lists, discount rules, payment and credit parameters, campaign participation,
and delivery priorities are defined per segment; when a customer changes segment, its terms automatically follow the new segment. Segments are carried directly into sales targets, commission calculation, the B2B portal view, and reporting;
which segment is growing, which carries risk, and in which segment profitability is falling becomes measurable.
Instead of negotiating your commercial terms customer by customer, design them per segment; manage the rule, not the exceptions.
Segmentation by geographic base / reach
Segmentation by sector / sub-sector / industry served / customer served
Segmentation by product class / product use
Segmentation based on organizational size (measured by revenue, number of employees, etc.)
Segmentation based on product delivery model / product format / packaging format / specific technology / process methodology.
Compartmentalization according to specific uses/needs