Some basic knowledge of [customer marketing]

Modern companies are paying more and more attention to the core competitiveness of enterprises, but what is the core competitiveness? In the past, there were two concepts: core technology and advanced management. However, with the development of the market and changes in marketing concepts, it has been pointed out that core technology does not equal to the core competitiveness of enterprises, and advanced management does not make companies stand invincible in competition. The core competitiveness in the current market is not whether a company has the manufacturing capability or technological innovation capability of a component, but whether it can seize the resources of market users, whether it can obtain customer loyalty, and whether it can make customers continue For companies to create profits, this is the fundamental cornerstone of the survival and development of enterprises.

Therefore, the company's core competitiveness includes a new content: market competitiveness, and core technology and advanced management are in the same category as the company's core competitiveness. Market competitiveness is to strive for new customers, maintain old customers, and continuously increase the contribution of customer profits. The ability to win new customers and maintain old customers has become a normal form of marketing management, and customer care and service are Market, sales, service throughout the process. This is the core concept of "big customer marketing."

The "28 principles" shows that 80% of the profits in each company are usually created by 20% of customers. This 20% of customers are large customers of the company. Only the maintenance and development of the loyalty of these large customers is constantly maintained. The ability to forge customer relationship management will continue to build the company's core competitiveness.

So, how do you define large customers? Large customers are core customers with high frequency of product circulation, large volume of purchases, high profit contribution from customers, and relatively high loyalty. They are usually “strategic to enterprises” and are customer segments in a certain area.

However, most companies often have several pitfalls in defining large customers:

1. The more favorable policies the company provides to its customers, the better. Because of the importance of large customer groups, it is related to the core competitiveness of enterprises, and large customers are large in scale, strong in strength, strong in purchasing power, and large in purchase. In the development of large customers, they often face the challenges of large customers themselves. Equilibrium clauses, or face low price wars from competitors. Therefore, it is a wrong practice for many companies to fight for the scalp blood flow that major customers often fight, to sacrifice their own fundamental profits, to obtain orders or even to lose money. Big customers want to obtain only their own reasonable profits and services. If companies blindly set out unreasonable conditions for large customers and sacrifice their own profits, they are undoubtedly digging their own grave. Therefore, the development of large customers needs to give preferential policies, but to grasp a good standard, if everything is too far, things will be reversed.

2, rely on large customer marketing to increase sales, rely on small and medium customers to obtain profits. Many companies are aware of the importance of large customers, but it is generally believed that the development of large customers is only to obtain improved performance, because the special nature of large customers may not generate profits. As a result, there are tilts and support for large customers in policies, and strict treatment for small and medium-sized customers. This view is contrary to the "28 principles". Isn't it that the more you sell, the more you lose? Big customers should be for the company to bring profits to the right people, not to affect the company's profitability and survival. Therefore, we must change this view and treat all customers equally. We must give top priority to making profits for the company.

3, for large customers, abandon small customers. Large customer marketing is an inevitable trend of future market development, and it is also a subject that each company has seriously studied. Even many companies have set up a special "large customer service department" or "great customer marketing center." "Everything for big customers" has become the marketing slogan and market goal of certain companies. Therefore, small and medium customers are not so good. Under the premise that all marketing services serve large customers and subordinate to large customers, they ignore or even abandon small and medium-sized customers. This view is wrong and ridiculous. There is no absolute loyalty and eternal loyalty in the world. The so-called loyalty is only relative. And loyalty may be betrayed when a certain factor changes or when it is strongly lured by an opponent. Therefore, this absolute approach to large customers, ignoring the practice of small and medium-sized customers is absolutely deadly, once the interruption in the maintenance of major customer relations problems, it will affect the survival of the company.

4, with 20% of major customers, nothing to worry about. Since 20% of large customers have created 80% of profits, we only need to maintain this large number of large customers. Many large customers are precisely the development of our small and medium-sized customers. Therefore, “big” and “small” are not absolutely fixed, but are developed dynamically. Therefore, to nurture our own big customers, we must maintain the same attitude to protect small and medium-sized customers. Moreover, the cost, energy, and time spent on developing large customers are far greater than those of small and medium-sized customers. Long-term maintenance of large customers is also a problem. We also face the challenges of competitors when we develop and maintain large customers. Therefore, when managing large customers, we should pay attention to the following two points: Do not lose management principles because customers are large; do not blindly abandon them because customers are small.

Well, there are usually several points for measuring a large customer's standard:

1. Large-value products do not equal major customers and are based on the principle of 28th.

2. Whether or not it has permanent and continuous ability to create profit for the company.

3. Customers with large demand and repeated consumption may not necessarily be large customers. Only when such customers can contribute profits to the company can they become qualified large customers.

4. Well-known enterprises that have a benchmarking influence in the region, or in the industry, can become major customers of image engineering.

From the above, we can give a clear positioning to our big customers. However, each customer's situation is different, and thus determines the level of the customer is different, there are significant differences and classifications among large customers. What are the categories of general customers?

1. Intrinsic value customers. The most obvious feature of this kind of customer is that he is very familiar with the product and even more professional than the salesman. The value they pay attention to is the product itself, which is the purchase cost. Therefore, the key to negotiating with this kind of customer lies in the purchase cost, ie the price.

2, external value-based customers. This kind of customer pays more attention to the added value of the product, that is how much profit the product can create for them. Not the value of the product itself. They like that the sales staff can provide the best solution for their use. They need the products that are most suitable for their use, and they can produce the most valuable solutions.

3, strategic value of large customers. The value of such a strategic large customer's general demand is far more than what the company can provide. This type of customer is generally relatively small, and they belong to customers whose interests are shared or interests are bundled. Enterprises often want to specifically design targeted products according to their technical requirements, and even buyers will participate in the design. This kind of strategic cooperation makes the cooperation between the two parties more stable and inseparable, and creates the greatest benefit.

We have found that the leaders or leaders of those industries have a large number of large clients loyal to themselves. These large customers not only bring them sales growth, but also continue to create profits for them. At the same time, we also observed that the annual ranking of the industry has changed from the previous sales volume to the profit.

Large customer marketing is the latest model for the sale of modern industrial products. It is also a topic that every company is seriously researching. Big customer marketing is related to the survival and development of a company, and profit creation. If it cannot have a large customer base that is loyal to its own company, it will no doubt become a core competitive enterprise.