Segmentation is everywhere in market research.

But too often, it ends with labels: clever, catchy names that sound compelling in presentations but fail to guide real-world decisions.

The real question is not what you call a segment.
It’s whether that segment tells you what to do next.

At GMaurich, we approach segmentation differently. By combining behavioral observation with in-context engagement, we move beyond stated attitudes to uncover how decisions are actually made, especially in complex, real-world environments.

This study offered a clear example of why that matters.

The challenge: influencing access at the last mile

In many traditional and rural communities, chemists are more than retailers. They are often the first—and sometimes only—point of access for health-related information and products.

This makes them critical actors in shaping access to contraception.

The question we set out to answer was practical and specific:

How do we identify and support chemists who are favorable toward contraceptive use in traditional settings?

Why segmentation needs to go deeper

In behavior-change contexts, awareness is rarely the primary barrier.

The real challenge lies in the following:

• How information is shared
• Whether conversations are initiated
• How comfortable providers feel engaging with sensitive topics

Understanding these nuances requires going beyond what people say—to observe what they do.

Our approach: observing behavior in context

To capture this, we combined mystery shopping with qualitative interviews.

Mystery shoppers from diverse backgrounds visited ten chemist shops within a 3km radius in a mid-sized East African town. These shops were similar in size and served by the same sales representatives, ensuring consistency in external factors.

Following the visits, we conducted short, in-depth interviews with counter staff to better understand the motivations behind their behaviors.

This combination allowed us to connect:

• Observed actions (what actually happens in-store)
• Stated attitudes (how chemists explain their behavior)

What we found: three behavior-driven segments

From this, a clear segmentation emerged—one grounded not just in attitude, but in observable behavior and decision patterns.

1. Contraceptive Promoters

Promoters are proactive and engaged.

They:

• Display clear, visible point-of-sale materials
• Initiate conversations based on subtle cues
• Provide multiple options and detailed guidance
• Refer clients to specific facilities when needed

“I said I was tired of getting pregnant, so she pulled me aside… gave me information and referred me to a clinic.” — Mystery shopper

Strategic implication:
Promoters are high-leverage partners. They can be amplified, supported, and activated as peer influencers within the network.

2. Contraceptive Neutrals

Neutrals are cautious and reactive.

They:

• Have materials available, but not prominently displayed
• Wait for customers to explicitly ask
• Provide limited information unless prompted

“You just listen and provide what they want; they know what they want…” — Interview

Strategic implication:
Neutrals represent a conversion opportunity. With the right prompts, tools, and confidence-building interventions, they can shift toward more proactive engagement.

3. Contraceptive Detractors

Detractors are resistant—often structurally, not just individually.

They:

• Do not display contraceptive-related materials
• May signal opposition through religious or personal cues
• Avoid discussions or redirect customers elsewhere

“Here we are not allowed to sell condoms…” — Interview

Strategic implication:
Detractors require a different approach. Messaging alone is unlikely to shift behavior; structural or indirect strategies may be more effective.

What this segmentation reveals

The difference between these segments is not just attitude—it is behavior under real-world conditions.

• Promoters act proactively
• Neutrals respond passively
• Detractors resist or disengage

This distinction matters because interventions that work for one group may fail entirely for another.

Without this clarity, programs risk being

• Overgeneralized
• Inefficient
• Misaligned with actual behavior

What this means for organizations

For organizations working to improve access to contraception—or any behavior-change initiative—the implication is clear:

Not all frontline actors require the same strategy.

Effective programs must differentiate between the following:

• Those who can be amplified
• Those who can be activated
• Those who require alternative pathways

Segmentation, when done right, becomes more than a descriptive tool.
It becomes a decision-making framework.

At GMaurich, we design segmentation that doesn’t just categorize audiences but enables targeted, actionable strategy across complex environments.

Closing thought

A segment name should not just describe a group.

It should signal:

• Where the opportunity lies
• What the barrier is
• And what action needs to follow

Because ultimately, the value of segmentation is not in how it sounds—

but in what it enables.