zation do when someone shows up who is not part of the targeted segments? Since the segmentation scheme was not all-inclusive, it left an operational and procedural hole in the organization's CRM plan. This procedural hole can cause problems and confusion for the customer and for the organization itself. All-Inclusiveness Required or Not? As with the mutually exclusive schemes, all-inclusiveness is only an issue in certain situations. Neither targeting nor descriptive segmen- tation requires that we be all-inclusive in our schemes. However, when building structural or measurement segments, we need to be sure that all people fit into one segment or another. Membership in Multiple Segments The problems and issues that revolve around segmentation issues can be quite complex. Put into simplest terms, many kinds of segmentation can be used by many different groups of people to accomplish very different results. Unfortunately, because of this complexity and conflict, much confusion, contention, and wasted effort can result. Too often, organizations that want to be sure that their view and agenda for a segmentation scheme are taken into account try to impose their schemes on other groups for other needs. This approach can never turn out a successful outcome. Missing in these situations is the understanding that all of these segmentation schemes are in fact valid and have a place in the corporate planning structure. All types of segmentation should be developed and used as needed, while allowing all of the other segmentation schemes to be in affect as well. This model of allowing for multiple segmentation schemes is easily executable if the information systems supporting the organization can take it into account. Chapter 11 SEGMENTATION HIERARCHIES Another issue to consider in ourreview of the organizational principles behind segmentation is the concept of a segmentation hierarchy. A hierarchical segmentation scheme dictates that customers belong to small segments that belong to larger meta-segments (combinations of smal