2. Enterprises can conduct direct online trade through some B2B e-commerce platforms, which can directly demand customer groups, which is also the most commonly used and convenient way for many enterprises at present.
There are many international and domestic fairs every year, such as Canton Fair, Hi-Tech Fair, SME Expo, etc. This is an excellent business opportunity. Make full use of it, the fair will not only realize the transaction, but more importantly, find customers, contact feelings and communicate.
4. With the acceleration of network informatization, more and more enterprises push their websites to the Internet, on the one hand, they set up their own websites for publicity; On the other hand, through a more intuitive and more concerned search engine, the visibility of the enterprise itself can be improved.
Customer resources means that enterprise clusters can better lock in and develop target customers, and through establishing specialized, segmented and smooth intra-group trading channels, they can better obtain customer needs and grasp market changes. Obviously, the customer resources of enterprise clusters can better increase their market competitive advantage.
Modern enterprise resources are no longer internal resources in the traditional sense, that is, talents, capital, fixed assets and raw materials. Its connotation and extension have been extended as never before.
It can be said that all tangible and intangible resources that can be used by enterprises or promote their production and operation can be called enterprise resources, with special emphasis on intangible resources and other external resources, which were rarely valued and tapped by enterprises in the past, and enterprise customer resources are one of the important external resources.
In the case that competitors tear and snatch various resources endlessly, customers, as the "God" that affects the survival of enterprises, are obviously the meat in the eyes of many people. As long as the potential target market is found, the enterprise will rush over like a shark smelling blood in the sea.
Customer resources are not limited to customers in the traditional sense. For enterprises, customer resources are often changing and relative. Sometimes competitors can also be customers of enterprises; Enterprise employees can also be regarded as customers of enterprises; On the same production line, one link must be responsible for the next link, otherwise there may be problems in production.
So the next link is also the customer of the previous link. In fact, this is a kind of thinking about the survival and development of enterprises from the perspective of customers, which is of great benefit to enterprises. We might as well call it "customer thinking". So how to borrow the power of customers from a broader perspective to seek development for enterprises?