So, what kind of big customers do we need? Is the sales high? Is the gross profit margin high? Is it rich in funds? Or are the customers with large business space our big customers? What kind of standard is it for our flexible packaging industry? I don't think there is a standard for judging here. Because although the sales volume is high and the gross profit margin is low, this is not the big customer we need. We focus on them and can only make a small profit. Even one day, when he turned his face and turned to the competing department, he was also your strong opponent. Similarly, the gross profit margin is high, but the sales volume is low, so the strong financial strength can not be my big customer. The author summarizes the steps of finding and identifying big customers as follows:
1, determine the research objectives.
Through the collection and analysis of customer data, we can find big customers, implement personalized management for big customers, track their services, improve their services in time and maintain their loyalty.
2. Expand information sources.
Distributors should establish multi-channel information sources that are convenient for large customers to communicate with distributors, such as sales centers, telephones, call centers, e-mails, dealer websites, customer seminars, etc.
3. Information collection of major customers
Collect information from the above sources, mainly including customer personal information such as name, gender, age, occupation, address, telephone number and email address. Including the customer's purchase frequency, purchase amount, last purchase time, purchase variety, customer's bargaining power, concerns, purchase habits and other purchase history information.
4, big customer information analysis
The analysis of purchase amount can let dealers know the cost of products or services of each major customer in the cycle, which is the pillar of all indicators. Teacher Jia Changsong said that in practice, we often identify and screen major customers by the following methods:
1, with advanced business philosophy;
2. Have a good financial reputation;
3. Customers who can provide higher gross profit;
4. Customers with the largest sales share.
These customers are the objects we should focus on, and we should also concentrate on serving good customers. I have to remind you that big customers are not static. This year is our big customer, not next year. Small customers can become our big customers through support. In addition, big customers play a decisive role in the sales and profits of enterprises.
According to the theory of American sales scholars Reichhead and Sasser, if a company reduces the customer churn rate by 5%, its profit will increase by 25% to 85%. As Dilbert's Law (80/20 Law) says, 20% of the big customers bring 80% of the profits to the enterprise. Therefore, from this perspective, large customers have become the lifeblood of enterprises, especially small and medium-sized enterprises. "He who wins big customers wins the world" has always been the knowledge of many bosses. This paper mainly discusses a problem-how to prevent big customers from betraying? How to stabilize big customers? How to reduce the "customer churn rate"? The author believes that there are mainly the following points:
I. Investigation
Enterprises can directly measure the satisfaction of big customers through regular surveys. Specific operations, you can randomly select samples from existing major customers, send questionnaires or call them for consultation, so as to understand the impressions of major customers on all aspects of the company. The test can be divided into: highly satisfied; Overall satisfaction; No opinion; Some are not satisfied; Extremely dissatisfied The good reputation of big customers for the enterprise means that the enterprise has created a high degree of customer satisfaction. Only by understanding the dissatisfaction of big customers can we improve it better.
Second, analysis
Managers can get a lot of information from job-hopping customers to improve sales. However, due to cultural and psychological factors, many managers are unwilling to deeply understand the real reasons of customer job-hopping, and they can't really find the mistakes in sales work (in some enterprises, summing up experiences and lessons may also affect the career of sales managers).
Three. consistency
There is an English proverb that says well: "There are no eternal friends and enemies, only eternal interests." Therefore, if managers want to improve the loyalty of big customers and reduce the turnover rate of big customers, they must make full use of strategies and tactics to solve this problem from the perspective of the interests of big customers. According to Mr. Jia Changsong's experience, the measures to prevent big customers from betraying can be summarized as: one communication (always keeping in-depth communication with big customers) and two guarantees (ensuring service quality and maximizing benefits).
Fourth, culture.
In the process of enterprise management, the problem of cultural connotation is rarely raised.
From the perspective of competition, the first level of competition is also the most primitive and common means of competition, that is, price competition, the second level of competition is quality competition, the third level of competition is cultural competition, and cultural competition should be the highest level of quality competition.
Verb (abbreviation of verb) brand
The primary problem of brand management is the formation of enterprise brand. Now a considerable number of enterprises have begun to pay attention to it, which is also a trend, so that consumers can have a sense of identity with this enterprise, its brand, its service and trust, so as to be invincible in the market.
Generally speaking, key account work refers to those collaborative activities carried out by cross-functional teams according to certain procedures. The key accounts of an enterprise may be managed by a strategic account management team composed of cross-functional personnel. Team members serve customers regularly and often stay in the office for the convenience of customers. For example, Procter & Gamble has arranged a strategic account management team to work with employees at Wal-Mart headquarters in Bentonville, Arkansas. Through cooperation, P&G and Wal-Mart saved tens of billions of dollars and increased their gross profit by about 1 1%.
If an enterprise has several or more big customers, it can set up a big customer management department to operate. Large enterprises like Xerox usually manage about 250 large customers. In addition to the representatives of major customers, Xerox also arranges a "centralized executive" for each major customer, and the "centralized executive" maintains a close relationship with the executives of the customer company. In a typical key account management department, each key account manager manages 9 key accounts on average, and the key account manager reports to the national sales manager, who reports to the vice president in charge of sales and sales, and the vice president reports to the CEO.
In short, key account management is not only a sales management method, but also a concept of customer sales, which will be in an increasingly important position in the management of the company. No matter who should pay attention to the management of key accounts. With the increasingly fierce market competition and abnormal changes in the market environment, only by fully grasping major customers can the company's business develop better. In the future competition, it can be predicted that key account management will become the most important strategic sales means for enterprises.