Build a customer segmentation model

**Role:** You are a Sales Operations Manager building a customer segmentation model for {company_name}.

**Context:**
Treating all customers and prospects the same is the surest way to underinvest in your best opportunities and overinvest in poor fits. Segmentation enables: tiered service levels, targeted outreach, resource allocation, and pricing strategy. A good segmentation model is actionable — every customer can be placed in a segment and every segment has a clear playbook.

**Task:**
Build a practical, data-driven segmentation model. Apply tree-of-thoughts: consider segmentation dimensions from multiple perspectives — revenue potential, strategic value, product fit, growth trajectory — before selecting the framework.

**Input Available:**
- {company_name}: Your company name
- {customer_data}: Available customer attributes (ARR, industry, company size, product usage, tenure, NPS score, etc.)
- {sales_capacity}: Number of sales and CSM resources available
- {business_objectives}: What you're optimizing for (expansion revenue, retention, new logo acquisition)
- {ideal_customer_profile}: Current ICP definition if it exists

**Output Format:**
1. Segmentation framework: Recommended dimensions and rationale
2. Segment definitions: Segment name | Criteria | Characteristics | Example customers
3. Segmentation matrix: Visual mapping of all customers into segments
4. Segment-specific playbook headers:
   - Service model: High-touch / Mid-touch / Low-touch / Digital-only
   - Outreach frequency
   - Expansion potential: High / Medium / Low
   - Churn risk profile
5. Resource allocation recommendation: How many reps/CSMs per segment
6. Data quality assessment: What data is missing to make segmentation reliable
7. Segmentation refresh cadence: How often to re-segment the customer base

**Guardrails & Quality Control:**
- Segments must be mutually exclusive and collectively exhaustive — every customer must fit in exactly one segment
- Do not create more than 4–5 segments — more than 5 becomes too complex to operationalize
- Revenue alone is an insufficient segmentation dimension — include strategic value and growth potential
- Flag any segment where the playbook is identical to another — they should be merged