The first step is to identify the gas field of old customers.
It is pointed out in many marketing books that the cost of developing a new customer is 2~6 times that of maintaining an old customer. Encourage enterprises to pay attention to the maintenance of old customers, so as to promote secondary/multiple sales and bring new customers. But in fact, due to familiarity and "loyalty", old customers often ask for more price concessions and services. Therefore, in a single business, old customers often bring less profits to enterprises than new customers. On the other hand, if the enterprise does a good job in maintaining the old customers, it can meet the increasing preferential demand of the old customers, and it can really bring new customers, with a high turnover rate. But after all, the proportion of new customers introduced by old customers in the whole customer group is very small.
In the business process of an enterprise, we have to face a process of expanding and tightening the scope of customers, that is, capturing potential customers in a large area in the early stage and screening high-value customers for key maintenance in the later stage. There is a famous "28 law" in economics, that is, 20% customers create 80% profits. In other words, the customer's value is measured according to his profit contribution rate. Specifically, there are three "indicators": purchase time (the first purchase time and the latest purchase time), purchase frequency (the number of purchases within a certain period of time) and purchase amount (the previous consumption and total consumption). The value of these three indicators lies in telling you which old customers are active, which old customers are dormant, and the active/dormant cycle/value-added space of a customer, so as to "prescribe the right medicine".
On the other hand, there is no basis to distinguish the value of new customers. The only basis is that our salesman can grasp his buying characteristics at the first time, and make an analogy with the old customers before, and carry out targeted expansion accordingly.
The third step is to select auxiliary tools.
The number of customers in each enterprise ranges from hundreds to thousands, plus various sales data ... It is not easy to sort out and sort out the vast amount of data. It is obviously unrealistic to rely on manual operation. In this case, only IT technology can be used.
Excel is the first step of electronic office in many enterprises, and it is also a software tool that enterprises are extremely familiar with, but it is limited to recording data and has limited other functions. Obviously, it can't meet the needs of enterprise customer maintenance. At this time, enterprises need to use professional management software tools. Take Whisperwind as an example, its customer service and sales analysis function can record customer information in detail, easily track all contact information, quotations, orders, contracts and stakeholders related to customers, and automatically capture Class A customers. At each stage of the service process, we can also use forecast analysis and historical service record analysis to evaluate customer satisfaction and possible secondary sales opportunities in real time or during the service cycle, so as to realize the secondary or multiple development of customers and let the customer value analysis of enterprises really speak with data. For sales staff, it is a good boost.
The reason why Whisperwind was welcomed by marketers as soon as it went public lies in its self-defining function and knowledge base function. When marketers communicate with customers, customer information, past cases, service history and supporting knowledge are displayed simultaneously, which provides reference for convenient communication. Don't underestimate this small function. Imagine that an "old customer" who hasn't contacted for several months contacted him today. Open the software, he can chat with him in different places according to the actual situation of customers, which can not only collect feedback, but also quickly shorten the distance with customers. This can be said to be the best way to easily enhance customer loyalty with the minimum maintenance cost.
Step 4: Continuity of customer management
The continuity of customer management includes not only the continuity of customer information, but also the continuity of customer's experience and skills in maintaining and expanding.
In customer management, a common problem is a headache for enterprise managers, that is, with the loss of marketing personnel, old customers must re-run with the salesmen who took over; If the running-in is not good, the cost will increase, customers will be lost, and even become competitors' customers. In view of this situation, enterprises need management software such as Whisperwind to collect and record customer data and turn personal customer resources into enterprise customer resources.
Many enterprises value not only his past sales performance, but also his industry experience when recruiting sales staff. Newcomers successfully take over the business, not only the transmission of customer information, but also the experience and skills. At present, management software such as Whisperwind can provide almost all the information that salespeople communicate with customers, and the general recall, e-mail, fax and detailed records of incoming calls can be objectively reproduced and appreciated, which is not only convenient for old employees to communicate and learn, but also a valuable learning resource for new employees. The function of Whisperwind Knowledge Base also provides a way for enterprises to inherit knowledge and culture.