THE

Introducing the running case study: The Eden Garden Tools Company Ltd

EDEN

GARDEN

TOOLS

The Eden Garden Tools Company Ltd is a gardening tools manufacturer based in Coventry. The company has a relatively short but highly successful history. It was started by two friends, Mike Winton and Hugh Parris, after they graduated from university. Mike left with an engineering degree, gained as a mature student; previously he had worked for his family's agricultural equipment company and thus had a great deal of experience in engineering but no formal qualifications. Hugh was also a mature student, having decided to take a liberal arts degree after having had a somewhat aimless existence in his 20s. Hugh's experience labouring for a landscape gardening company had given him several ideas for improving gardening tools - in particular, lawnmowers had proved to have major drawbacks when used on uneven or odd-shaped lawns.

'The lack of any qualifications or experience for what I was planning to do didn't hold me back in the least,' he once said in a TV interview. 'All I had to do was get Mike to do everything. Hugh outlined the lawnmower problem to Mike, who worked out a design for a mower that could cut evenly on the type of uneven lawns that many people have. The Slick Mower was the first of several innovative products the company introduced.

The new company found it difficult to get financing, but Mike's family contributed 150,000 in seed capital in exchange for 50% of the firm, which was to be held by the family business. Mike and Hugh kept the remaining shares, holding 25% each.

In 2000, the fledgling company began manufacture and hired Stephanie Walters as marketing manager. Stephanie's background was in marketing for DIY and gardening chain B&Q. She had also worked for Sainsbury's, with responsibility for the Homebase brand. Stephanie stayed with the company for almost two years, but left following disagreements about the scope of marketing within the firm. Since then Hugh has taken on responsibility for marketing, which in the case of Eden Garden Tools Company Ltd essentially means selling to major DIY and garden companies such as B&Q, Homebase and large garden centres. This takes up a substantial part of his time.The company sells more than just lawnmowers, of course. During Stephanie Walters' time at the company, Eden Garden Tools developed a range of hand tools for women, for example spades and forks with handles designed to minimise skin chafing, and ergonomically designed to minimise the muscular strength needed to use them. Tools for the disabled or elderly had also been a success story - special trowels designed to eliminate bending over and a patented planting device that can be used from a standing position or from a wheelchair also proved to be big sellers, even among able-bodied (but lazy) gardeners.

The 2008 recession had a considerable effect on the company, but it was saved because it has a solid export market: the weaker pound made Eden Garden Tool's products more competitive in the Eurozone, which helped compensate for lower demand in the UK. In 2009, the company's sales began to recover from the recession, and Hugh and Mike started to consider new products to add to the range. One product idea that had been around for some time was an electric tree-pruning saw. This would consist of a long pole with an electric reciprocating saw on the end. The pole would need a gripper to hold the saw blade in position in the branch, and the saw blade would move backwards and forwards to cut through. Such a tool would be of more use to a professional gardener, tree surgeon or farmer, since an amateur gardener would not have enough use for such a product to justify the outlay. Amateur gardeners might well want to hire one, though, so it would be an item that many tool hire companies would buy, and even some garden centers might want one. There would be approximately 4,000 people within the UK who would have a use for such a machine, and around 35,000 in the European Union as a whole; world sales could potentially be in the hundreds of thousands.

COMPANY LTD

1

From the viewpoint of Eden Garden Tools the product presented some problems, however. The electric power packs would be a new venture for the company, as would the small electric motors, but these were engineering problems and could be overcome by outsourcing the components. A more serious problem was a financial one.

Following the recession, the company's cash reserves were gone, and although the firm remained liquid, sales were still stagnant and there would be little money to invest in developing and launching a new product. Mike's family were equally unable to help - the agricultural equipment business had been hit hard by the recession, since farmers can always make their machinery last another couple of years, and agricultural prices had fallen during 2009, leaving them short of cash for buying new equipment. But perhaps the most serious problem was that they would be entering a new market.

Up until now, they had been selling mainly to amateur gardeners, whereas the new product would be mainly selling in a business-to-business market. Also, it would rely heavily on gaining an export market in order to maximize the economies of scale needed to bring down the costs of manufacture. Global sales were therefore an essential factor for the company, at least regarding this specific product.

Mike and Hugh called a meeting of the shareholders to discuss the way forward. At the meeting were Mike, Hugh, one of Mike's brothers and his father (to represent the family business). They agreed to look for capital outside the company, and to bring in venture capitalists rather than reduce the company's liquidity by borrowing from a bank (even if a bank could be found that would be willing to lend). This would mean diluting the shareholdings of the existing shareholders, but the four agreed that this would be worth it in the long run since the overall value of the company would rise.

Preliminary talks with a venture capital company flagged up a number of issues. First, the venture capitalists wanted to see Eden Garden Tool's business plan, which of course did not exist since Hugh and Mike had always operated on an ad-hoc basis. Second, the venture capitalists were concerned that Hugh was handling all the marketing himself, without any qualifications or experience outside the firm: they saw this as a real weakness. Third, they indicated that they would want around one-third of the company's shares in exchange for funding, and they would want to see an exit strategy in place for five to seven years down the line. Normally this would be a launch on the Alternative Investments Market (AIM), or possibly a full-blown stock market placement. Fourth, they would expect to appoint a non- executive director to the board of Eden Garden Tools to bring some much-needed business discipline to the company.

Mike and Hugh came away from the meeting feeling somewhat daunted. However, they quickly realized that the venture capital company was actually laying out a negotiating position - if they could develop a good enough corporate and marketing plan, they could probably negotiate from a stronger position, perhaps giving away less of the company or removing the need for an extra director (who would, of course, have to be paid. The pair knew that they would be on a steep learning curve.

Ch 1 Marketing and Marketing Planning

Mike and Hugh realised that their lack of in-house marketing knowledge would be a severe handicap . As a quick fix, they decided to talk to a marketing consultant from Wynn James Barclay, a local business consultancy. The consultant, Rachel Strong, rapidly realised that their conception of marketing was limited to advertising and personal selling, and even there they were somewhat naive. She began by explaining marketing as a business philosophy rather than a set of functions, then went on to explain the purpose of marketing planning. This left Mike and Hugh with a starting point for their marketing plan.

With a deeper understanding of the marketing concept, Hugh and Mike began to analyse their current

2

situation. They quickly came to the following conclusions:

1. Their previous belief that the company was customer-oriented was sadly mistaken. They had been product-driven and had not fully understood what their customers actually needed. More by luck than judgement, they had hit on a range of products that was successful, but had been saved by Stephanie Walters' understanding of the market and by Hugh's experience in landscape gardening. Neither of them had any knowledge or experience of commercial tree surgery or orchard management.

2. The idea of having marketing as the driving philosophy of the business was certainly appealing, but they would need to hire a qualified marketer to achieve this since their knowledge of how it would work in practice was limited.

3. The value created by their products lay not in the physical products but in the outcomes from using them. People buying the Slick Mower were buying tidy lawns, people buying the special tools were buying a rewarding hobby, and so forth. This thinking led them to reconsider the new product - what benefits would it actually provide to the customers? They decided that the key benefit was time saving, which for an orchard manager would mean a saving in wages. Another benefit might be in safety, since most branches could be trimmed from the ground without using a ladder or (worse) climbing up the tree.

They also realised that they would have to consider their overall strategy for the business - up until now, they had simply carried on with whatever presented itself rather than having a definite direction.

Ch 2 Marketing Plan and Objectives

Because Eden Garden Tools had always been moderately successful, and because Mike and Hugh had always had a 'hands-on' approach to running the business, they had never set any objectives. Now, the venture capitalists were forcing them to set some - at the very least, they needed to set an objective to launch on the AIM within seven years. This in itself would give rise to a number of sub-objectives, some of which would be directly concerned with marketing, and some of which would not.Mike and Hugh also thought they would need to consider their corporate vision - again, they worked closely together and felt they knew where the business was going - but this would not be adequate for demonstrating direction to other people, notably potential investors.

Launching on the AIM requires companies to satisfy a Nominated Adviser that the company is on a sound financial footing, that the directors are fit people to run the company, and that the company has a long-term future. The objective is to have everything in place within five years, which leads to a sub- objective of setting up a preliminary meeting with a potential Nominated Adviser to find out what the requirements will be in detail. This would be the key to generating a list of sub-objectives.

Mike and Hugh also spent some time formulating the corporate vision, the final version of which ran as follows:

The Eden Garden Tools Company Ltd will be the leading company in horticultural innovation in the UK. This will be achieved by a policy of continuous innovation, coupled with sound engineering and a focus on customer need, whether for the amateur gardener or the professional grower.

Following on from the meeting with the Nominated Adviser, Mike and Hugh came back to the company with a list of objectives. Heading up the list was a requirement to reduce the company's debt ratio and increase the sales turnover by 40 per cent.

The increase in the sales turnover could be achieved provided the tree-pruning equipment succeeded in

3

the market, but the company needed a fall-back position, since many new products fail. At this point, the partners decided they would need to recruit a professional to handle their marketing, and possibly another one to handle sales. This was added to the list of sub-objectives and given a timescale of three months, in view of the timescales involved in increasing sales in the medium term.

Another factor in their thinking was the company's limited resources. Although they could borrow some money from the bank, the ongoing credit crunch meant that any bank lending would be limited, and in any case there would be a conflict with reducing the company's debt ratio. In the end, Hugh and Mike agreed that this was unavoidable in the short term if they were to fund a recruitment exercise and increase the investment in their brand.

Ch 3 Drivers of Marketing Planning

Eden Garden Tools had emerged from the recession battered, but in better shape than many: although there were no cash reserves, and considerably more debt than was the case in 2007, the company remained essentially viable as business picked up.

Hiring some specialist personnel went fairly well. Here the recession had helped, since some very good people were unexpectedly available due to redundancies among competing firms. Hugh and Mike recruited a former marketing manager of a rival lawnmower manufacturer, Umar Sayeed. Sayeed came with knowledge of the amateur gardening market and some insights into business-to-business markets. With his help, the company recruited salesman John Peters, a former sales rep for a manufacturer of cider-making equipment. Although he had little direct experience of dealing with small-scale cider makers, he had a number of contacts with agricultural suppliers, and was known slightly by some of Mike's family.

Umar's first task was to explain to the directors what the key issues were in formulating a marketing plan. Having looked at the very rough outline of where the company needed to be in five years' time, and also having considered the company's vision statement, he outlined what he saw as the main influences they would need to keep in mind when deciding what to do about the firm's marketing.

Umar explained that the company would need to assess the environment thoroughly, and would need to be clear about the company's strengths and weaknesses. He planned to carry out an analysis over the next few weeks, but in the meantime he explained what he thought were the key drivers for the marketing plan, based on the corporate vision and the initial objectives the directors had already put in place. These drivers (in no particular order) were as follows:

Innovation. The Eden Garden Tools brand is based on an innovative approach to the amateur gardening market and should be extended to the commercial grower market as well.

Social responsibility. The Eden Garden Tools Company Ltd has a mission to make gardening easier for the infirm or disabled, and has a range of products which will help in doing that.

Globalisation is clearly an issue for the company, at least regarding the new tree-pruning saw, and in fact is an issue anyway. This area of the market had been neglected, since the company's business outside the UK is handled by export houses rather than directly from the company itself. Umar flagged up the potential problem of foreign competition entering the UK market, a danger the directors had not considered.

The current emphasis on sustainability in consumer thinking could be a major boost for the firm since more and more people were looking to grow their own food.

Stakeholder relations, in particular those between shareholders (Mike's family business, Mike

4

and Hugh themselves, and of course the venture capitalists if and when they came on board), would be of paramount importance.

The directors began to feel that things were moving ahead, but if they were to start to put the flesh on the bones of the corporate and marketing plans, they would need to have a much more detailed analysis.

Ch 4 The Marketing Audit

Umar Sayeed knew that he had a somewhat daunting task ahead of him - carrying out a full marketing audit for a firm which had few systems in place for assessing its marketing activities could be very time consuming, and he had a fairly tight deadline to meet if the company were to be able to meet its targets for negotiation with the venture capitalists.

Thinking about the practicalities of conducting the audit, he came to the following conclusions:

The audit would need to be carried out about once a year, since the company did not have

sufficient resources to carry it out more frequently, and in particular he would not have time to do it on a regular basis since he would have to do all the work himself as well as carry out the rest of his duties as marketing manager.

The audit itself would probably be fairly straightforward as the company carried out relatively few marketing activities - very limited advertising, no PR, and so forth.

He would have to take entire responsibility for the audit the first time round, but might expect some help from John Peters once he had had the chance to get out and interact with customers. That would make the following year's audit easier, anyway.

There would be a need to revisit the audit in between full audits, because the company itself was going through a period of rapid change.

Having outlined the main issues for himself, Umar moved on to consider the detail of how he would conduct the audit.

Having spent a day or so familiarising himself with the company's files, administration and customer records, Umar Sayeed felt able to plan out the audit process for himself. He knew he would have to be objective, but as a new kid he knew this would be easy - the following year it might be harder, as he would be expected to audit his own performance.

He decided that the audit should encompass a future-oriented perspective, and that he would be relying fairly heavily on internally held information. There simply would not be the time to conduct any formal, primary research into the market, but he would be able to use published research fairly easily - amateur gardening is an extremely popular hobby in the UK, since most people live in houses with gardens attached, and many people also have allotments where they grow their own vegetables. Commercial growing might be harder to research, but since the company currently does not seek out commercial growers, this was less of an immediate issue.

Finding out about the competition should also be fairly straightforward, especially considering the experience Mike and Hugh had, plus some input from John Peters: there should also be some information available from Stephanie Walters' records, even though this would be seriously out of date and would need some research to update it.

The basic tasks therefore appeared to be as follows:

Trawl through the customer records to find out who buys what, when and in what quantities.

Interview Hugh about his approach to selling the products.

Look at the company's advertising and compare with company records to see whether there are

any identifiable outcomes.

Find secondary sources of information.

Identify competitors.

Evaluate the overall business environment.

5

Aim to finish the above within three weeks.

The last task was perhaps the one that would be the hardest to carry out, especially as there was no way of knowing in advance how long each of the other tasks might take, but Umar knew he had to get on with the job if the company were to hit its deadlines and if he were to be able to start on any actual marketing.

Ch 5 Analysing the External Environment

Umar decided that he should start by assessing the external environment, since this would have a bearing on the company's past marketing activities and the appropriateness of its current activities. He began by identifying sources of information, both internal and external, but quickly rejected the idea of carrying out primary market research because of the cost and the time it would take. After all, the company still had only very limited money to spend - until the venture capitalists injected new funding (assuming that they did), Eden Garden Tools Company Ltd would have to cope on a shoestring.

Umar found some published research from Mintel. This comprised three reports: 'Garden Products Retailing' from 2008, 'Gardening - The Consumer' from 2004 and 'Gardening Review' from 2007. From Datamonitor he found a report from 2009 on gardening and DIY retail futures. In addition, Umar trawled the Internet for information on government legislation and court cases involving gardening supply companies.

Internal sources included sales records, levels of late payment and default on invoices, trends in sales of different items in the product portfolio, and discussions with Hugh about the general feel of the market. Umar knew that other sources might be needed - but this gave him enough sources to be able to make a start.

Altogether Umar spent just over 7,000 on the published reports, which was a considerable sum from the budget but he got most of the information he needed. He was able to fill in the gaps from the Internet and from the internal sources.

At the end of the first week he was able to answer many of the questions embodied in the external audit. The economic-demographic part of the audit was straightforward enough - the newspapers provided plenty of answers. Credit availability was still limited, unemployment still rising, the population would continue to age (a good outcome for Eden Garden Tools, given that older people have more time for gardening and more need for tools for the infirm).The technological audit was also relatively straightforward, since Eden Garden Tools was in fact driving the market to some extent, as the most innovative company in the industry. However, new technologies in production and process might come along. Umar's discussions with Mike on the technological aspects indicated that the tree-pruning saw would need some fairly innovative technology, since the battery life would need to be long enough for the saw to be used for most of an eight-hour working day.

No particular legal changes came to light, but the new pruning saw would certainly have to meet health and safety regulations. Ecological concerns would probably be helpful for Eden Garden Tools, given the business it is in

Ch 6 Analyzing the Internal Environment

Having completed his assessment of the external environment, Umar Sayeed turned to the internal environment. This, he knew, would be the crucial one: the company was in for a period of rapid change, with new products and new disciplines coming to the forefront. If everything went well, the company could expect to see some fairly rapid organic growth in the future, which would mean new roles and

6

responsibilities for existing staff as well as hiring new staff.

Umar knew that he would have to consider the internal marketing of the firm and the resources available, as well as looking at the product portfolio and potential life cycle of products. This would involve using internal sales records, interviews with staff, and discussions with Mike about the technical aspects of the products.

Umar's analysis of the internal environment turned up one or two surprises. First, an examination of the sales figures showed that the Slick Mower was not selling as well as it should have been - sales were still moving upwards, but not as fast as the growth in the market said they should have been. This probably meant that the Slick Mower was heading towards a downturn, becoming obsolete in the face of competition from other mowers. Since the Slick Mower was the company's flagship product and should have been a cash cow, this presented an immediate problem to be solved.

Other products in the portfolio were clearly in the maturity stage, but Umar was unable to identify any stars (see Chapter 8). Equally, there were no dogs, and in fact most products had performed fairly consistently during the recession, none standing out as being worse hit than any other, even though sales across the board were somewhat down. Umar's inference from this was that the company needed some new products fairly quickly, and in particular a new version of the 12-year-old Slick Mower was needed as a matter of urgency.

Analysis of the company's resources showed that the fixed assets (equipment, machinery, factory space, etc.) were in good shape, but the financial position was poor. This meant that there would be very little in the budget for marketing unless the venture capitalists came on board - leaving Umar with something of a problem. The order book looked moderately healthy, though.

Interviews with the staff also revealed something surprising - employees thought the company was somewhat old-fashioned and not especially innovative. This opinion directly contradicted the directors' view of the company and flew in the face of the new vision statement. Obviously the internal marketing had gone badly wrong somewhere

Ch 8 Segmentation Strategy

The senior management of the company (Mike Winton, Hugh Parris, Umar Sayeed and John Peters) met to consider the overall market the company was in. Mike expressed the idea that the company was in the gardening tools business, Hugh said they were in the business of making life easier for gardeners, John said they were in the business of moving engineering products, and Umar said they were in the business of improving the lives of several groups of people, including homeowners and disabled people.After a certain amount of discussion among the team, they decided that Umar had a point - there were several groups of people that the company served, out of a large overall market which might be defined in terms of 'people who grow plants, either because they like to or because they earn money doing it'. This somewhat clumsy definition of the market helped to clarify their thinking, but did not help much in knowing what they should be doing on a day-to-day basis.What they needed to do was define their customers much more closely - in other words, segment their market

The company's overall strategy would be one of segmented marketing rather than mass marketing or niche marketing. The firm's resources could not possibly stretch to mass marketing, nor could the company produce mass-market products: its competencies clearly lay in producing innovative products for specialist segments.The served market for Eden Garden Tools had clearly been the hobby gardener, but now the company was planning on moving into a new market with the pruning saw. Commercial growers and professional tree surgeons would need an entirely new approach - but the strategic fit,

7

financial viability, technical feasibility and market opportunity all seemed to make this worthwhile. Strategically, the team felt that the new product might help reposition the firm in the commercial arena, as well as open up further opportunities to go global with a technically superior product.The only real problem was a lack of marketing synergy for the new product - it would need to go through new channels, to a whole new customer base about which little was known. Meanwhile, the team was still no nearer to defining its market, since it had yet to make a clear segmentation.

Ch 9 Segmenting Markets

Choosing the right segmentation strategy was one thing, choosing the right base or bases was something else again. Identifying groups of customers with similar needs was potentially a minefield, since the company had no market research of its own telling management what the existing customer base needed or did not need.This meant that the senior management team had to rely on secondary data, and on looking at surrogates such as sales of other products with a similar potential market. Umar Sayeed was desperate to get some solid data on the current customer base, but there simply was not enough cash in the budget to carry out the necessary market research. All the company had to go on was an incomplete database of returned warranty cards, but since around two-thirds of consumers did not bother sending in the cards (especially if their purchase was a hand tool, where the cost is relatively low and the reliability relatively high), this was far from being an adequate basis for research.

The company was therefore shooting in the dark, relying on experience and hearsay rather than solid data. This was not a good place for Umar to be.

After some wrangling, in particular about definitions of who the customers are, the team settled down to segmenting the market. They saw the domestic, amateur gardening market as segmenting across the following bases:

Behavioural. People who spend time on gardening, versus those who do not.

Demographic. Able-bodied versus disabled, gender, age, wealth (wealthier people tend to have

larger gardens, for example).Psychographic. People who see the garden as another household chore, versus those who see gardening as a hobby.

Looking at the company's served market, the team realised that in fact they did not know a great deal about their end customers, the consumers. They had made a number of assumptions - that the Slick Mower mainly sold to wealthier people with unusual-shaped lawns or large, rambling gardens, and that the tools were sold to people who were committed to gardening as a hobby - but it could equally be the case that the mowers sold to people who had not got the time to create a smooth lawn, and the tools were sold to people who were simply looking for the easiest way to garden.

Finally, the directors agreed to find Umar some money to research consumers. He set up an online survey, mainly because the cost would be low, even though he knew the results might be problematic due to the tendency for online surveys to attract a particular type of person and exclude others. On balance, Umar thought this was better than nothing, though, so he went ahead. Sure enough, the study showed that most current customers for the hand tools were women, and of these the vast majority were hobby gardeners. The male respondents were largely reluctant gardeners, who saw gardening as a necessary chore rather than a pleasure.

Umar was aware from his reading of the published market research that this view was common among younger men, since they had less time to spare from their careers than did older, retired men. The disabled market turned out to be smaller than anticipated, with few respondents. Whether that reflected a reluctance on the part of disabled people to participate in surveys, or whether they were in fact under- represented in the customer base, was impossible to say.

8

The consumer market therefore appeared to divide into segments, as follows:

Time-constrained younger men looking for a quick solution (behavioural, gender, age and

situational factors involved).

Women with money to spend on their hobby (wealth, gender, behavioural and psychographic

variables).

Well-off older people with large gardens (age, wealth, situational and behavioural factors).

Disabled and infirm gardeners (behavioural, psychographic and situational factors).

In the commercial arena, the way was somewhat clearer. Here, the market clearly segmented as follows:

Commercial growers according to size.

Tool hire companies.

Independent contractors (tree surgeons, etc.).

All these segments would need to be approached, but each would need a different strategy.

Ch 10 Targeting Strategy

Deciding where to spend the company's very limited resources was the next problem for the management team. Umar quickly realised that he had made a fundamental error in segmenting the market - he had considered only Eden Garden Tools' existing customers for the consumer market, and not people who were not customers but might be in the future.Secondary research sources showed that there was a growing trend for children to become involved in gardening, not least because parents who are keen gardeners want their children to enjoy the same pleasures. Allotment holders were another growing market that Umar had not even considered - again, the kind of mistake a professional should be ashamed of, but Umar consoled himself with the thought that he was still not able to carry out any primary research. As a relatively low-resource company, Eden Garden Tools would be forced into adopting a concentrated marketing stance. This would enable the firm to direct its resources into the most effective segments. Umar thought it would be best to think of the segments in terms of their potential, especially since garden tools and machines are relatively infrequent purchases. Looking at the consumer segments with the most potential, the obvious one is the children's market. Producing scaled- down versions of Eden Garden tools would encourage children to garden and would help parents in getting children interested. The tools might also make good gifts for children, especially with the modern emphasis on educational toys.

The resource demands for this segment would also be relatively small, since there would be no technical development for the products - some retooling in the factory would be required, but nothing else. The main problem would lie in protecting the idea - there would be absolutely nothing to stop competitors jumping on the bandwagon with 'me-too' products once the range was launched, so the Eden Garden Tools brand would be the only defence the company would have for its new market. Another segment worth considering was the allotment holders. The problem with this segment would lie in accessing it effectively - there is no specific way of identifying and contacting allotment holders, since they come from many different walks of life, age groups and income levels. Without primary research, it would be difficult to identify specific needs that allotment gardeners have which are not the same as other gardeners. Perhaps the lack of electricity on site to run power tools might be a factor, perhaps the need either to transport tools to and from the allotment or to leave them there, with consequent risk of theft, or any number of other possibilities might need to be explored.

As far as the pruning saw was concerned, the biggest market undoubtedly would be the commercial growers, with tree surgeons coming a close second. The tool-hire market would develop once the product was established with professionals. It appeared, on the face of it, that taking a new product into a new market was going to be easier than sticking with the consumer markets.

9

Assignments Questions (based on the case materials):

1. What is the relationship between the corporate plan and the marketing plan in the case?

2. Why might customer satisfaction be a more appropriate objective than profitability?

3. How does the market-driving philosophy relate to the resource-based view of case?

4. How the external environment affects Edens planning?

5. Why does Eden need to target multiple segments