Zhou Yunjie, vice president of Haier Group, logs on Haier CRM website first thing every day to check the sales information of various regions and products. As the head of the business flow department of Haier Group, he will be sensitive to find any abnormal situation. In fact, this information also existed before 14, when Zhou Yunjie had just been assigned to Haier for one year. At that time, it was an iron file box, which contained the sales files of various shopping malls handwritten by Haier's salesman.
Today, Haier's customer file box has been replaced by CRM information system, but Zhou Yunjie emphasized that CRM customer relationship management is not only a technical means, but the attitude of enterprises towards customers. Even without these software systems, Haier will still attach great importance to the relationship with customers.
Just as the hardware system of customer relationship management is upgrading, Haier is constantly innovating in the concept of customer relationship management. Now, Haier's assessment of salesmen is no longer based on sales volume, but around the core idea of making customers make money, and is determined on four indicators: customer inventory turnover days, customer profit rate, degree of solving customer problems, and the share of Haier products in customer sales. In other words, the evaluation index is not whether you help Haier make money, but whether you help customers make money.
customer
Haier's customers mainly include the following five categories: multinational chain companies (such as Wal-Mart), local chain companies (such as Gome), large shopping malls (such as Xidan Shopping Mall), franchise stores (specializing in Haier products) and franchise stores (specializing in air conditioners and other electrical appliances). Among them, specialty stores and shopping malls accounted for about 1/3 of Haier's total sales, respectively, but the growth rate of local chain stores increased rapidly. Although Zhou Yunjie said that Haier should treat every customer equally, Haier still needs to tilt its limited resources to key customers. To this end, it has a large customer department at its headquarters, and at the same time, there are special personnel in 42 industry and trade companies across the country to serve large customers.
At present, Haier has more than 600 account managers in China, with an average of 1 person responsible for about 10 customers, while Haier has about 6,000-7,000 sales outlets in China. Since 2000, Haier has integrated customer management based on product lines into customer management based on regions. After that, Haier's three types of managers will perform their duties: product managers are responsible for understanding product knowledge and implementing marketing strategies; Account managers find customer needs and meet them; Model managers look for market opportunities to develop new products. The superficial needs can be seen with your heart. But to listen to the voice of consumers, you need to devote yourself to it. Zhou Yunjie said that for Haier's current marketing team of 6,543,800+6,000 people, the complete change of concept still needs to be strengthened. When the concept changes, the relationship with customers can change. The cooperation between Haier and Gome is an example.
relationship
The relationship between Gome and Haier was once unsatisfactory. There is a gap between the two sides in the concept of doing business: Gome insists on providing products with the lowest price, but reducing prices is the last thing Haier wants to do. However, from June, 5438 to April, 2003, the relationship between Haier and Gome in Beijing market took a big turn: the sales volume increased by more than four times compared with the same period of last year, and Gome became one of Haier's largest and most important customers in Beijing market. Not only that, Gome and Haier also reached a strategic partnership and launched a strong marketing campaign in the Beijing market.
Zhang Peng, general manager of Beijing Haier Industry and Trade Co., Ltd., who is in charge of Haier's sales in Beijing, has only one explanation for this change: Haier's marketing attitude towards customers, especially big customers like Gome, has changed. To tell the truth, we don't understand the statement put forward by the group headquarters that customers should make money, users should be satisfied and employees should add value. Under the leadership of Zhang Ruimin, a talented entrepreneur and management thinker, the new concept of customer relationship management has gradually penetrated into the minds of employees.
At the same time, CRM information system provides support for differentiated marketing. Specifically, Haier Network, which Zhang Peng visits every day, provides a lot of help for him and other salespeople to grasp the overall sales situation, while the business flow headquarters of the headquarters has built an overall marketing stage for salespeople from all over the world, which has played a great supporting role in all regions. Moreover, the person in charge of Gome's Beijing headquarters can quickly get feedback from the person in charge of Haier Beijing and Qingdao through this network.
Zhang Peng found that the market positioning conflict between Haier and Gome can be resolved. In the past, Haier's sellers did not carefully study the needs of Gome. Specially sent a sales representative to Gome to understand each other's needs. For example, although they are all chain stores selling low-priced electrical appliances, Gome and Dazhong have very different needs for Haier. Take the refrigerator as an example. Gome needs a product of 180-220 liters, and the price is about 2000 yuan, which requires less power consumption in function. Large and medium-sized enterprises need more complete varieties, unlike Gome, which needs high-end products and low-priced products. Since last year, Haier's sales staff in Beijing have taken the initiative to come to the door to determine customers' market advantages and needed products and help customers complete differentiated orders.
Li Juntao, general manager of Gome Procurement Center, is very satisfied with Haier's service. In the past, the conflict between us and Haier was mainly price conflict. The introduction of customized product strategy provided by Haier can avoid the contradiction between underwriting and buyout in the past. Last year, we made a big integration in the Beijing market. The transaction volume between us was not large before, and the cooperation was not as smooth as it is now. Li Juntao emphasized that Gome has implemented a new procurement method, that is, customized method. Take Haier products sold by Gome as an example, 70%-80% are customized according to consumer demand.
Zhang Ruimin's emphasis on speed is also a magic weapon for cooperation with Gome. For example, like other enterprises, we also adopt the procurement method of customizing products according to customer needs. However, Haier's response speed is relatively fast, and its follow-up speed to our needs is fast. Li Juntao said that this reaction speed reflects Haier's grasp of customer needs, indicating that Haier is slightly better.
M: Management.
Like Zhang Ruimin, Zhou Yunjie divides Haier's customer relationship management into three stages (brand strategy stage 1984-199 1 year; 199 1 year-1998 diversification stage; 1998-current internationalization stage). But Zhang Ruimin emphasized three different management concepts: quality and service; Zhou Yunjie focuses on different management practices.
In the first stage, that is, the famous brand strategy stage, Haier not only pays attention to quality and service, but also strictly selects domestic customers, with the main goal of domestic reputable and large-scale shopping malls. 1984, when the domestic refrigerator was still in the buyer's market, Haier chose the domestic 10 large shopping mall as the special sales point. Since then, the number of shopping malls has been expanding, and Haier has sent special personnel to pay a return visit to customers in each shopping mall to learn about sales trends, customer responses and other information, and put customer information into the iron file box.
In the stage of diversification, in order to show different products of Haier to customers, Haier promotes the sales model of establishing specialty stores in large shopping malls. Haier has established more than 600 such stores with big shopping malls in half a year. In order to get the support of the mall, Haier promised to the mall that the sales per unit area of the specialty store was 1.2 times higher than the average level.
Zhou Yunjie said that it has been proved that Haier's in-store sales per unit area reached the average level of 1.5 times. This gave Haier the opportunity to unify the customer relationship management of different products, and through the system implemented by Haier at that time, Haier's sales staff could quickly feedback the customer's response to the headquarters every day.
Zhou Yunjie said that at this time, Haier's customer relationship management was in the stage of man-to-man tactics, and the salesman was asked to return to the headquarters quickly. And Haier's CallCenter system has also begun to be established nationwide. 1997, Haier's first call center was established in Qingdao. The following year, Haier set up telephone service centers in 29 provinces and cities across the country, and in 2000, the scope of provinces and cities expanded to 34.
In the internationalization stage, Haier began to integrate internal resources, trying to open the network platform and create new value for customers. After the Spring Festival in 2000, Haier joined the CRM system jointly developed by IBM and Jilin University. In fact, before this, Haier adopted a new system to integrate logistics and other internal processes. Zhou Yunjie said that Haier's attitude towards CRM system is pragmatic, and Haier hopes to achieve the best results with the least investment, thus providing strong support for Haier's entire sales system.
At present, Haier has achieved zero-distance contact with customers through CRM technology. The daily sales volume of Haier's products at various sales points will be quickly found out in the system. Specifically, customers can get three services through Haier's CRM network: online accounting services such as online financial reconciliation and cost inquiry, management consulting and customer complaint services, and online information services such as corporate culture, product promotion and promotion activities. For Haier employees, as internal customers, they can enjoy online system services such as inventory inquiry, date inquiry, customer billing inquiry and business intelligence analysis.
Zhou Yunjie said that it is between the demolition enterprise and the customer; Wall, so as to achieve the purpose of quickly obtaining customer orders, quickly meeting user needs, shortening sales cycle and reducing sales costs; So that enterprises can understand and solve the problems encountered by customers in the process of marketing and using products in the shortest time, thus greatly improving sales performance and customer satisfaction.
Finally, Zhou Yunjie, who shoulders the heavy responsibility of Haier's marketing, concluded that in customer relationship management, customer relationship is the root, information technology is the trunk, and sales results are the leaves.