The Next Stage of Psychographic Segmentation- Usage of Enneagram(1).pdf

The Next Stage of Psychographic Segmentation:

Usage of Enneagram

Rajeev Kamineni, University of Western Sydney, Australia

ABSTRACT

Segmentation and positioning constitute the crux of marketing strategy. Over the past two decades, lifestyle

and psychographics have been increasingly used as a basis for market segmentation. This paper illustrates how the

ancient and mystical technique of the Enneagram can be effectively used as a base for psychographic segmentation.

With the Enneagram finding ever-increasing applications in strategic management and human resource

development, it is only fitting that scholars in marketing harness the diagnostic and predictive power of the

Enneagram. However, adoption of the Enneagram for marketing purposes will require further conceptual

development and empirical analysis.

INTRODUCTION

The Enneagram is an ancient technique of personality classification that dates back at least two thousand

five hundred years. Practitioners of the Enneagram (pronounced any-a-gram) regard it as a vital link between the

psyche and the spirit. Figuratively, the Enneagram is a circle enclosing nine equidistant points connected by nine

intersecting lines (see Figure 1). The nine points represent the different ways in which the nine underlying

personalities constituting the Enneagram perceive and defend their "mental models" or realities. Peter Senge (1990)

observes that the mental model each of us possesses determines not only how we make sense of the world, but also

how we take action. Understandably, scholars and practitioners of management and human relations are exploring

ways in which the richness and the dynamic power of the Enneagram can be tapped to understand human behaviour.

Oddly enough, the Enneagram has received no attention in the marketing literature whatsoever. This paper makes a

case for inclusion of the Enneagram in the repertoire of tools and techniques currently used to understand consumer

behaviour. More specifically, the applications of Enneagram in psychographic segmentation have been discussed.

Toward these ends, this paper has three objectives: (1) to briefly discuss the nine main personality types inherent in

the Enneagram theory; (2) to illustrate how the nine personality types can be used in psychographic segmentation;

and (3) to highlight research needs that would facilitate adoption of the Enneagram in the marketing literature.

HISTORY AND ORIGINS

Figure 1

2. Helper

The history and transmission of the Enneagram remain vague and controversial. Riso (1997) has suggested

that in order to better appreciate Enneagram origins, one needs to differentiate between the Enneagram symbol (See

Figure 1) and the descriptions of the nine types that are gaining such worldwide attention. The Enneagram symbol

depicted in Figure 1 is ancient, dating back to Pythagoras or earlier. General agreement exists that George Gurdjieff

brought the symbol to the West around the 1940s. The concept of the nine personality types seems to have surfaced

The Journal of American Academy of Business, Cambridge * March 2005 315

later, and has its roots in several traditional teachings such as the Seven Deadly Sins (beginning in the 4th century),

and the Kabbalah (beginning in the 12th century). Descriptions of the nine personality types, however, are legitimate

contributions of modern authors such as Oscar Ichazo (1982) and Claudio Naranjo (1990). Oscar Ichazo was the

first to synthesise the symbol with elements of the teachings about the types. He also identified the basic core

qualities of each of the nine personality types. This work was further expanded by the psychiatrist Claudio Naranjo

(1994), who set up panels for gathering empirical information on each type. Toward the later stages of Enneagram

theory development, Don Riso and Russ Hudson (1996) added new features to the Enneagram system such as

elaborate systematic descriptions of each type and the within-type levels of development.

The spiritual and philosophical aspects of the Enneagram are indeed inspiring and fascinating. For the

purposes of this paper, however, our attention will be confined to the personality traits, drives and motives of each

of the nine personality types. Each type has its own world-view, possesses its own unique gift and is propelled by an

unconscious drive (See Table). The essential characteristics of the nine types are briefly discussed below.

THE NINE TYPES

The table below summarises the broad attributes of each personality type. The essential characteristics and

marketing implications of the nine types are briefly discussed below. These descriptions are drawn from the work of

Riso (1987), Palmer (1988, 1991), Goldberg and Fomalont (2000), and Goldberg (1996).

TYPE

CHARACTERISTICS

MANAGERIAL

ORIENTATION

STRENGTHS

WEAKNESSES

One: Reformer,

Perfectionist, Idealist

Wise Realist, Reasonable, A

Principled Teacher

By the Book, Leads by

Example, High Standards

Idealism, Reasonableness,

Objectivity

Intolerance, Obsessiveness,

Punitiveness

Two : Helper, Giver,

Mentor

Disinterested Altruist, Caring,

Nurturing Helper

Cheerleader, Appreciators,

Management by Encouraging

Others

Disinterestedness, Empathy,

Generosity

Manipulation, Coercion,

Feeling Victimised

Three : Motivator,

Performer, Producer

Authentic, Self-assured Person,

Outstanding Paragon

Task Oriented, Belief in

Meritocracy, High Profile,

Autocratic

Inner-directed, Adaptability,

Ambitious

Opportunism, Duplicity,

Vindictiveness

Four : Artist, Romantic,

Innovator

Inspired Creator, Self-Aware,

Intuitive, Self-revealing

Task Oriented, Belief in

Meritocracy, High Profile,

Autocratic

Creativity, Self-awareness,

Individualist

Self-inhibition, Self-torment,

Self-destructiveness

Five : Thinker,

Observer, Sage

Pioneering Visionary, Perceptive,

Knowledgeable

Philosophical, Well-informed,

Detached

Understanding, Involvement,

Expertise

Rejection, Distortion,

Derangement

Six : Loyalist, Trooper,

Partner

Self-affirming, Engaging

Committed Loyalist

Reckless, Protective of Inner

Circle, Ally

Self-Affirmation, Engagement,

Cooperation

Inferiority, Over -reaction,

Masochism

Seven : Generalist,

Visionary, Futurist

Ecstatic Appreciator, Enthusiastic,

Accomplished Generalist

Management by Juggling,

Walking Around and

Networking

Gratitude, Enthusiasm,

Productiveness

Dissipation, Compulsiveness,

Gluttony

Eight : Leader,

Advocate, Boss

Magnanimous Hero, Self-

confident, Constructive

Autocratic, Blunt,

Confrontational

Self-Restraint, Self-Confidence,

Influential

Ruthlessness, Recklessness,

Destructiveness

Nine : Peacemaker,

Mediator, Diplomat

Self-Possessed, Receptive

Supportive Peacemaker

Participatory, Inclusive,

Sharing-orientation

Autonomy, Non-

aggressiveness, Supportive

Neglect, Dissociation, Self-

abandonment

Ones: Idealistic perfectionists. They are very particular that rules, standards and procedures are strictly

adhered to. As customers Ones want to know that an organisation or marketeer has guidelines and directives and that

they are being followed. They don’t want the firm to take shortcuts, if found cutting corners they will sharply

criticise the firm. They want to know that the seller cares about getting things right as much as they do. Neatness,

i.e., a clean shop and a clean waiting room counts in this case. Marketeers have to act and present themselves to be

ethical and honourable. Ones are impressed if the organisation’s mission statement is displayed and frequently

referred to. Added to all the above, it is crucial that the organisation ensures that a very orderly and polite face is

presented.

Twos: Open hearted helpers. Personal relationships are of paramount importance to Twos. They are eager

to have a friendly customer relationship with the seller. A rough, impolite and cold seller will put off Twos and they

will start scouting for other places to give their business. It is important that the seller recognises Twos and

personalises the interaction. Additional steps like knowing the customer’s name and providing a warm and personal

service will be well received by Twos. Twos will be most impressed if they know that certain rules have been

altered to specially favour them.

Threes: Hard-driving Performers. Threes want to finish the job quickly and efficiently, irrespective of who

or what is in the way. “Just Do It,” the slogan of Nike, targets the Threes and exemplifies the Three orientation.

Getting a good deal and a quick turnaround as customers is very important to Threes. They want to do business with

The Journal of American Academy of Business, Cambridge * March 2005 316

a company that’s successful and with a good reputation, a winner. It will be advantageous to show these customers

newspaper clippings of the company’s success and accomplishments. The marketeer should be efficient, very

responsive and make an effort to give special time slots to the Threes. They should be convinced that the price/value

they are receiving is the best in the market. With Threes, it is vital that the firm put its best foot forward.

Fours: Aesthetic Connoisseurs. They have a passion for aesthetic appeals as evidenced in design and

beautiful presentation. As customers, Fours are concerned that the organisation listens carefully to their particular

problems. Their concerns have to be tackled and honoured with special care, uniqueness and style. Marketeers

should lay special emphasis and acknowledge the Fours’ distinctive personal needs and problems. Special

concessions like out of the way delivery or late night delivery will go a long way in impressing Fours. Packaging

and handling the goods has special importance in the case of Fours. The packaging should be done in such a manner

as to impress their aesthetic sense.

Fives: Thoughtful Sages. Fives are smart experts, up-to-date on the latest and best technical developments

in their field. They usually prefer working alone and not in groups. As customers they are very keen to know

whether the firm selling to them has the most up-to-date equipment and information. They are very impressed when

the vendors they deal with are certified by a professional or a trade group. In the case of Fives the marketeers should

forget the small talk and get straight to the heart of the problem. Personal information and complex relationships are

irrelevant here. Extra information about the product and service is always appreciated. Pamphlets, manuals and do-

it-yourself kits will impress the Fives, especially when given out as free gifts.

Sixes: Prudent Trouble-Shooters. They are always on the lookout for something to go wrong. Complaints

and protests can surely be expected if something goes wrong. They are great to analyse some tough technical

problems. As customers, Sixes will want to know if the marketeer is competent or if he/she is trying to cheat them

like everybody else. It is crucial that the firm keeps everything above board and sticks to the commitments made. It

is imperative that the selling organisation builds up trust and sticks to its promised word and does exactly what was

supposed to be done. A very patient hearing should be given to the complaints and they have to be treated in all

seriousness. Transparency is highly appreciated by the Sixes and this transparency should reveal the work and the

costs. Detailed explanations are necessary and all the problems, real and potential, ought to be clearly presented to

the customer.

Sevens: Up Beat Visionaries. They are “big picture” planners who focus on all the great events and

changes that are going to happen. They’re smart, and they get excited, but they may struggle with staying focussed

on one thing until the end. As customers, they want the buying experience to be fun, up beat and hassle-free. The

firm has to keep in mind that instant gratification has to be given to these customers whenever possible. They have

to be presented with new and interesting and latest add ons. It is important that the marketeer looks convenient and

is able to handle all the details at the same time keeping pace with the customer requirements.

Eights: Take-Charge Top Dogs. Eights want to be the ones in control, ordering others about. As customers,

they can be blunt, confrontational and vengeful. Eights are a bit tough to handle for any marketeer. The simple rule

in this case is to ensure not to be bullied and a unwavering adherence to agreements is advocated. Limits have to be

rigidly set and defined because Eights have a tendency to always press for more. It is futile to counter argue with

them and it is always advisable to be direct and to the point. It is crucial that the marketeer stands his/her ground and

clearly defines what service or product will be provided.

Nines: Easygoing Mediators. Nines tend to be slow and steady. Their intentions are to keep proceedings

calm and to have everybody functioning as a team. As customers it is most likely that they will not indulge in direct

outbursts of anger but they will go about voicing their intent in a very circuitous manner. It will be advantageous if

the firm listens to what is expressed in “between the lines.” Marketeers should give Nines plenty of time and space

and should never make the mistake of underestimating them. It is advantageous if they are made to understand that

by providing a good or service to them their life will be made easy and comfortable.

Enneagram in Psychographic Segmentation

When the term “psychographics” first appeared in Grey advertising’s publication, Grey matter in 1965, it

was touted as a way for researchers to quantify the slippery field of consumer psychology (Heath, 1995). According

to William Wells (Wells 1975), long time executive of DDB Needham and the author of attitudes, interests and

opinions (AIO) paper that has become the foundation for many psychographic questionnaires, psychographic studies

The Journal of American Academy of Business, Cambridge * March 2005 317

now come in infinite variations. They involve the use of psychological, sociological and anthropological factors to

determine how the groups within segment the market and why these groups make a particular decision about a

product, person, and ideology or otherwise hold an attitude or use a medium (Demby 1989). This research was first

developed in the 1960’s and 1970’s to address the short comings of two other types of consumer research:

motivational research and quantitative survey research (Wells, Tigert 1971).

Attempts to develop quantitative measures of lifestyle were initially referred to as psychographics (Demby

1994). The initial measurement instrument was an AIO, activities, interests, opinions inventory. This type of

inventory consists a large number of statements, often as many as 300, with which large numbers of respondents

express a degree of agreement or disagreement. While they are a useful addition to demographic data, marketeers

found the original AIO inventories too narrow. Now psychographic lifestyle studies typically include: attitude,

values, activities and interests, demographics, media pattern and usage rates. A large number of individuals, often

500 or more, provide the above information. Statistical techniques are used to place them in groups (Lastovicka

1982, Boote 1984). Most studies use the first two or three dimensions described above to group individuals. The

other dimensions are used to provide fuller description of each group. Other studies include demographics as part of

the grouping process (Gilbert, Warren 1995).

All the existing studies have two common qualities: they add an extra dimension of psychology and/ or

lifestyles to a demographic inquiry, and they use quantitative survey techniques. In a nutshell, psychographic

segmentation can be used in a variety of ways: To define the target market, to create a new view of the market, to

position the product, to better communicate product attributes (Rice 1988), to develop overall strategy and to market

social and political issues (Lastovicka et al 1987). Enneagram and the lifestyle analyses are closely linked to each

other. In an economic sense, one’s lifestyle represents the way one has elected to allocate income, both in terms of

relative allocation to different products and services and to specific alternatives within these categories (Zablocki,

Canter 1976). Enneagram helps in analysing why these customers choose to lead such lifestyles. The use of

Enneagram will be better appreciated if each of the nine types is described in detail from a marketing angle based on

the description given to the nine types earlier in the paper:

Generally, geographic, demographic, psychographic and behavioural variables form the base for

segmentation in almost all of the consumer segmentation (Kotler et al 1998, Miller and Layton 2000, McCarthy,

Perreault and Quester 1999). Though there are different ways of segmenting a market, it has to be kept in mind that

not all segments are effective or practical. The nine points on an Enneagram clearly demarcate the segments and the

marketing strategy can be devised based on the size and potential yield of each type of segment. Enneagram

attempts to segment the customers based on the personality types, so this type of segmentation will have its own

advantages and limitations. The market segments should ideally be homogenous, heterogenous, substantial and

operational (McCarthy, Perreault and Quester 1999). This means that the customers in a market segment should be

as similar as possible in terms of their responses to certain marketing mix variables. At the same time customers in

different segments should be as different as possible to the other customers in the other segments. The segment

should be large enough, so that it yields substantial return on investments and also the segmenting dimensions

should be useful for deciding the marketing mix variables. Kotler et al (1998) also refer to the same criteria, but they

name them as measurability, accessibility, substantiality and actionability. As in the case of any segmentation, even

Enneagram might throw up segments that are not measurable or substantial. In such cases it is upto the marketeer to

make a proper judgement. In general, the Enneagram typology definitely meets the basic criteria set forth for any

effective segmentation.

DISCUSSION

The nine points on an Enneagram demarcate the segments and marketing strategy can be devised based on

the size and potential yield of each type of segment. Ideally, market segments should be homogenous,

heterogeneous, substantial and operational (McCarthy, Perreault and Quester 1999). This means that the customers

in a market segment should be as similar as possible in terms of their responses to certain marketing mix variables.

At the same time customers in different segments should be as different as possible to the other customers in the

other segments. The segment should be large enough, so that it yields substantial return on investments and also the

segmenting dimensions should be useful for deciding the marketing mix variables. In general, the Enneagram

typology presented above definitely meets the basic criteria set forth for any effective segmentation.

The Journal of American Academy of Business, Cambridge * March 2005 318

The Enneagram has a unique style of personality classification as it does not follow a pattern of ascending

or descending “levels” in the way other classifications do (c/f. Maslow 1954, VALS2). Enneagram descriptions

seem to share a lot in common with the “list of values” (LOV) method of segmentation, which evolved from the

work of Feather (1975), Maslow (1954) and Rokeach (1973). In fact, several of the values under the LOV typology

constitute the “basic desire” of the Enneagram numbers. For example, the value of security could be equated with

the Enneagram type Six, warm relationships with others with a Two, and fun, enjoyment, and excitement with a

Seven. Research suggests that the Enneagram typology incorporates most personality classifications such as the

MBTI (1975), Freud (1998) and Horney (1948). In this regard, the Enneagram emerges as a comprehensive and

compelling method of classifying individuals based on their desires, values, and attitudes. What’s more, the

Enneagram gives a better description of consumer profiles even without a thorough integration of demographics.

Besides, unlike PRIZM and other similar typologies, the Enneagram is not country specific or culture specific and

can be used in any country. However, the general caveats about “personality as a basis of segmentation” would

probably apply to the Enneagram as well. In this regard, it is vital that the admonitions of Kassarjian and Sheffet

(1981) be considered before embracing this typology.

CONCLUSION

The Enneagram of personality types is a tool that offers practical means of aiding people discover their

inner selves and advance their understanding of others. Exploration of human evolution, including the evaluation of

consciousness, can be aided by the Enneagram figure. Each character type is its own composite of qualities,

defences and attitudes that belie a single unconscious motivation. The types described in the Enneagram are

drastically different in core values, worldview, personal and work relationships and in their relationship to the

environment.

The problem of successfully segmenting markets is one of the very complex tasks in marketing. This is

because consumers operate on several levels and they are difficult to comprehend due to the multiplicity of

responses or variations in the response patterns. The existing typologies for psychographic segmentation appear

inadequate and to a certain extent uni-dimensional. Hence this new typology which is quite different from the ones

in vogue is put forth. This typology, Enneagram, draws from evidence in several fields of management, psychology

and spirituality. The complete adequacy and success of the Enneagram in marketing is not yet proven. Yet, even a

cursory understanding of the Enneagram reveals its applications in several areas of consumer research. Besides

segmentation, the Enneagram can be gainfully employed in studies on impulse buying, hedonic consumption, brand

loyalty, and moods, just to name a few.

Space restrictions prevent this author from discussing the intricate aspects of the Enneagram. Certain vital

issues pertaining to Enneagram theory such as the concept of wings, the directions of integration and disintegration,

and the levels of development could not be addressed in this paper. Both scholars and practitioners are strongly

encouraged to gain a strong grounding in these and other aspects of Enneagram theory before jumping on to its

applications. The need to address reliability and validity issues as they relate to the Enneagram is also recognised. In

this regard, it is felt that marketing-specific scales for measuring Enneagram type be developed and validated. The

present tools to assess a person’s Enneagram type seem inadequate and controversial. The basic premise of the

Enneagram, however, more than compensates for the present-day weak measurement instruments and it is well

worth the effort to design instruments that meet stringent psychometric standards.

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