<Ul> <Li> Customers' business potential assuming supply can be guaranteed and prices are acceptable by a particular segment . For example,' global accounts' would buy high quantities and are prepared to sign long - term agreements;' key accounts' medium - sized regional customers that can be the source of 30% of a company's revenue as long as competitive offering is in place for them;' direct accounts' form many thousands of small companies that buy mainly ob price but in return are willing to forego service . </Li> <Li> Purchasing strategies, e.g. global vs. local decision - making structure, decision - making power of purchasing officers vs. engineers or technical specifiers . </Li> <Li> Supply Chain Position: A customer' business model affects where and how they buy . If he pursues a cost leadership strategy, then the company is more likely to be committed to high - volume manufacturing, thus requiring high - volume purchasing . To the supplier, this means constant price pressure and precise delivery but relatively long - term business security, e.g. in the commodities markets . But if the company follows a differentiation strategy, then it is bound to offer customised products and services to its customers . This would necessitate specialised high - quality products from the supplier, which are often purchased in low volumes, which mostly eliminates stark price competition, emphasises on functionality and requires relationship - based marketing mix . (Sudharshan, 1998) </Li> </Ul> <Li> Customers' business potential assuming supply can be guaranteed and prices are acceptable by a particular segment . For example,' global accounts' would buy high quantities and are prepared to sign long - term agreements;' key accounts' medium - sized regional customers that can be the source of 30% of a company's revenue as long as competitive offering is in place for them;' direct accounts' form many thousands of small companies that buy mainly ob price but in return are willing to forego service . </Li> <Li> Purchasing strategies, e.g. global vs. local decision - making structure, decision - making power of purchasing officers vs. engineers or technical specifiers . </Li> <Li> Supply Chain Position: A customer' business model affects where and how they buy . If he pursues a cost leadership strategy, then the company is more likely to be committed to high - volume manufacturing, thus requiring high - volume purchasing . To the supplier, this means constant price pressure and precise delivery but relatively long - term business security, e.g. in the commodities markets . But if the company follows a differentiation strategy, then it is bound to offer customised products and services to its customers . This would necessitate specialised high - quality products from the supplier, which are often purchased in low volumes, which mostly eliminates stark price competition, emphasises on functionality and requires relationship - based marketing mix . (Sudharshan, 1998) </Li>

According to the criteria for useful market segments