Data-Driven Market Segmentation: K-means Clustering and STP Analysis in Mainland China's Sportswear Industry

Authors

  • Jiajun Mai

DOI:

https://doi.org/10.62051/ijgem.v4n1.02

Keywords:

Sportswear Market, Mainland China, Market Segmentation, Target Market, Market Positioning, K-means algorithm

Abstract

Post-Covid-19, mainland China's economy is gradually recovering, leading to increased sportswear sales. This study integrates STP theory (segmentation, targeting, positioning) with the K-means clustering algorithm to analyze the sportswear market in mainland China. Consumer data was collected via a questionnaire survey, pre-processed, and cleaned before applying K-means clustering to segment consumers into four distinct groups. The analysis reveals significant differences in purchasing habits across these segments. This data-driven approach offers sportswear companies insights for targeted marketing strategies, enhancing the precision and effectiveness of their marketing efforts in mainland China.

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References

[1] Khandelwal, K., Jakhar, T., Khandelwal, T. (2020) Segmentation, Targeting, and Positioning. International Research Journal of Engineering and Technology, 7(5): 1509-1514.

[2] Camilleri, M.A. (2017). Market segmentation, targeting and positioning. In: M. A. Camilleri, Travel marketing, tourism economics and the airline product, pp. 69-83.

[3] Schlegelmilch, B.B. (2016). Segmenting targeting and positioning in global markets. In Management for Professionals, pp. 63-82.

[4] Murray, P.W., Agard, B., Barajas, M.A. (2017) Market segmentation through data mining: A method to extract behaviors from a noisy data set. Computers & Industrial Engineering, 109: 233-252.

[5] Cui, M. (2020) Introduction to the K-Means Clustering Algorithm Based on the Elbow Method. Geoscience and Remote Sensing, 3: 9-16.

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Published

27-08-2024

Issue

Section

Arcicles

How to Cite

Mai, J. (2024). Data-Driven Market Segmentation: K-means Clustering and STP Analysis in Mainland China’s Sportswear Industry. International Journal of Global Economics and Management, 4(1), 6-12. https://doi.org/10.62051/ijgem.v4n1.02