A campaign wraps up with a report where the numbers add up, but the answer to "who saw this" comes out vague. Ad spend keeps reaching people who were never going to buy, and procurement expects a justification, not a hunch. Target audience definition fixes this at the root: instead of guessing who should see an ad, we define audience segments, selection criteria for each, and the priority between them — in a document built to survive the question "how do you know."
A campaign wraps up with a report where the numbers add up, but the answer to "who saw this" comes out vague. Ad spend keeps reaching people who were never going to buy, and procurement expects a justification, not a hunch.
Target audience definition fixes this at the root: instead of guessing who should see an ad, we define audience segments, selection criteria for each, and the priority between them — in a document built to survive the question "how do you know."
The most common scenario: a company runs campaigns aimed at "everyone," because nobody defined who should actually see them. Budget dilutes across people who were never realistic prospects, and performance drifts down month over month with no clear cause.
The second scenario: a company changes its offer or enters a new market. The audience defined years ago no longer matches what it sells today — and nobody ever wrote it down formally, so it's hard to confirm.
We analyze existing customers, where sales data is available, and the nature of the offer — who it naturally suits. Where it matters, we test those conclusions against market data. The result is a breakdown into segments, criteria, and priorities, ready for media and campaign planning.
We work from data the company actually has, instead of basing segmentation on industry stereotypes or generic personas. On B2B projects we define company-level criteria — size, industry, purchasing model — separately from criteria for decision-makers. We don't define an audience in isolation from what the company can operationally deliver — a segment attractive on paper but exceeding its capacity doesn't make the recommendation.
Case studies of single projects don't represent this service well, since every company starts from a different point. Instead, we show the structure we work from: segment, assignment criteria, budget priority, and rationale — filled with a specific company's data during the engagement.
We deliver this as a written document with segments and priorities. The order follows a few steps:
We set the price after the initial conversation — it depends on the number of segments, whether the company has its own sales data, and whether additional market data is needed. The cost is deducted from the first implementation based on it.
Cost deducted from implementation. The amount paid is deducted from the first implementation based on it.
Honesty over selling at all costs. If we lack the data or experience for your industry, we say so directly.
Named accountability. The project lead is named in the contract by first and last name.
Schedule with a delay penalty. We set milestones and include a penalty clause for delays that are our fault.
Documentation ready for procurement. The full set of documents is prepared for your internal procurement process.
Turnaround depends mainly on whether the company has its own sales data, or the analysis has to lean on market data — the latter takes longer. We confirm the exact timeline during the initial conversation.
Book an initial conversation, where we'll establish what customer data your company has and a sensible scope of analysis. That's the only step on your side at this stage.
Every campaign run without a defined target audience repeats the same cost — budget dilutes across people who were never going to buy.
Data analysis, not stereotypes · Written document with segments and priorities · Price and timeline set after the call · Cost deducted from first implementation · Named project lead in the contract · Full documentation for procurement · Foundation for campaign planning
It segments the whole market and sets budget priorities. A buyer persona is a deeper portrait of one decision-making role, useful for content or sales scripts.
A common reason to order this service. We then base the analysis more on the nature of the product and market data than on sales history.
Yes. We rely on analysis of the offer and available market data for the industry and location, which we flag before starting.
Yes, common for companies serving different customer types. The document then sets priorities between segments.
Yes, if within the order's scope — we indicate which channels and formats best suit the defined audience.
In B2B we define company-level criteria separately from decision-maker criteria. In B2C we focus on demographics and location.