rticular advertising activities. They try to determine to best advertising message to appeal to certain types of people. We refer to this type of segmentation activity as targeting segmentation because its goal is to identify the target for a specific marketing message. After the segments have been defined and the campaign run, the segmentation scheme itself is often abandoned. Targeting requires the constant reevaluation of results and refinement of the segments. Clearly, in this situation, the life cycle of the segmentation scheme is not an issue Long-Term Segmentation Treatments Segmentation schemes are employed in many other ways that are not SO transient in nature. They are also used to help define departments, Chapter 11 establish sales territories, and track the management of customers overall. In these situations, a short-lived segmentation scheme that is changed often and spuriously is not very useful. Here, the actual life cycle of the segmentation models needs to be considered. Stagnant Segmentation One of the worst situations that can occur (and does in far too many situations) is that the people preparing a non-transient segmentation scheme fail to consider the lifecycle of the model. They build the model just as they would develop any marketing campaign model based on current conditions and business assumptions. This model is then etched in stone and turned into a permanent part of the definition of how the firm does business. This causes problems because business conditions as well as customers and their attitudes change. Segmentation schemes that are pertinent today will probably make no sense in just a few years. Imagine trying to apply a typical segmentation scheme from the 1950s to the business world today. Businesses generally use their stagnant models until they no longer makes any sense. Then they build an entirely new segmentation scheme and start the process over again. Renewable Segmentation An alternative to developing one stagnant model after another is the renewable segmentation scheme