Start small business and discover potential customers

CRM allows us to build an increasingly sophisticated customer information database. Especially for key customers, their birthdays, interests, and even the color of the socks have been recorded; they have been patiently categorized, labeled, and confused. The results of it? Before you complete your system, those VIPs either changed their socks or ran to competitors. The reason is simple. Your opponents are using the same tools, and these customers are also locked.

The theoretical basis of CRM is the 80/20 principle. We hope to find 20% of business and customers that create 80% of value through analysis. “Things are scarce” When all people are eyeing these 20%, its value will certainly be diluted. If there is some truth to the 80/20 choice of existing customers, then the development of new customers and large orders is simply "not counted in the blood."

Creating Good Faith Experience Opportunities Salespeople who have developed new customers know that the biggest obstacle to cooperation is not quality or price, but mutual trust.

Large customers are generally conservative and have a natural resistance to new technologies. On the contrary, small customers are willing to try. If Bill was that year. Gates wanted to sell BASIC to IBM from the beginning, but it may not be successful until now. But the success of the BASIC software on other computers led him to the future of IBM's development of DOS. Tossing the “Hydrangea” to one or two people may not even follow them. “Hydrangea” may be “squeaked” by the crowd and always catch one or two. This is the power of probability. If your company designs a mobile gaming software, think about Bird, Kejian, TCL, Konka, Amoi, and Panda outside NOIKA and MOTO.

The first time you do business with a new client, you may wish to reduce your appetite. One hundred thousand orders may be purchased on the spot by the director, and one million will be approved by the department manager, signed by the director, and may need to be researched and studied by the general manager. "Decision Tree" tells us that the more levels we trust, the more we weaken it. WAL*MART, Homedepot, Target have strict "trial order" plans, but their small-scale orders are even stricter. Because when they decided to purchase the 100 shirts, it might be a tens of millions of dollars. During the APEC meeting in Shanghai, APEC member leaders' costume show-China Tangzhuang left the world with a lot of speculation and suspense. However, a large silk garment factory in Shanghai refused to accept the order with a small amount of order and complicated process. Two small private enterprises in Zhejiang seized the opportunity. Now their business volume has doubled and they mainly produce APEC fabrics.

Maybe you have to complain that even if I am willing to accept small orders, I will pick them up. No, just create it! One local 4A advertising company once gave me a deep impression. At that time they had come up with a bid for one million large projects. For various reasons, in the end they still failed. Not choosing them is actually that we do not trust the local 4A. But when they left, their general manager asked me if there were some posters for the Spring Festival that could be designed for them. The design of a POP was only a block, and their company has reached this point? Later I discovered that it was their "trap." When I was dissatisfied with the successful international 4A, I thought of them. Think about it, fax paper, New Year's party, coffee machine, there is something you can do for him. Once "relationship" occurs, it is difficult to get rid of it.

Small customers, big profits do not know how you look, I like small customers because they can sometimes bring me big profits. The 80/20 principle is not wrong, but 80% of the profits are by no means provided by 20% of large customers. Large clients bring "famousness" and "scale" to be doomed to be a little worse in terms of profits. Do not believe? Ask the superstore managers who sell Coca-Cola and Rejoice. Did they earn money? In turn, the costs of removing the huge number of hypermarkets are not enough for manufacturers.

This is the principle of seesaw sales and profits.

Companies with fewer than 100 employees accounted for 95% in China. They provided more than half of all job opportunities and contributed more than one-third of the GNP. At the forefront of the stage is the merging of bright companies, and it is small and medium enterprises that are truly thriving. The merger of Hewlett-Packard and Compaq is a disaster for Taiwanese computer makers. The most convincing reason for the merger is to reduce costs. Where do these costs come from? Taiwanese manufacturers only know that contract prices have been forced to drop by 10%. Today, Dell and Hewlett-Packard share a combined 50.1% of the US personal computer market, compared to 45.9% a year ago. This gave the two giants a great advantage when they squeezed the contractors.

There may be a large group of people standing up and complaining about how small customers are huge, scattered, erratic, and volatile. Yes, they are millions. 20% of new companies are closed in the first year. Even worse, even if you catch him, sales costs are 4 to 5 times more than large customers. Preference and hatred are wrong. More than 40% of small customers are worthless, and 20% is truly meaningful. McKaysey's Bob Davis suggested that before starting a small-business deal, ask yourself three questions: "Which type or category is a lucrative small customer? How can you attract these small customers to your doorsteps without paying too much money?" How to set a price strategy and establish a sales channel, on the one hand the above-mentioned small customer level is satisfied, on the other hand can also make a reasonable profit."

Small customers also have to choose to use profit to segment rather than sales to call Pizza Hut across the street to order a meal, the defendant's "all takeaways need to increase 5%." "What? When you walk for 3 minutes, but you want to add so much money? If I order more, then" "I'm sorry this is a rule, no matter how much you set in what place." "So bad, that's it." Fees are really calculated by the smart PizzaHut managers, taking into account many factors and even they are still losing money. Who attracted such a policy? Delivery personnel need to spend 30 minutes to send 30 yuan products, how could not lose money. On the other hand, if PizzaHut decides on the basis of the delivery distance and the size of the order, it will be able to approve the take-away and toll collection, and the young man who can walk across the street can eat hot pizza. This is what we use the law of revenue reduction, which is simply the division of profit. You may say that each customer is priced too complicated and the other party may not accept it. Let the computer help you, design a logic, and tell it to your customers. Maybe they can't fully understand but it's definitely willing to let him pay less. MIKE in the west of the city may have to spend more money to eat Pizza. That's right. Who let him lose the company? Many companies use sales targets to measure the size of customers. This practice often shuts out some high-profit customers. Differentiating the importance of customers based on the profit provided can be beneficial to the long-term development of the company. However, it is not easy to take profits to distinguish customers. First, it needs to establish a customer-centric profit accounting system. In this light, it is very difficult to distinguish the costs and expenses from the customers. And this division of profit is dynamic, and sometimes it also requires some forward-looking vision from decision-makers.

Using mass communication methods to get customers to find you in millions of potential small and medium customers to find them is undoubtedly a needle in the haystack. The success of DuPont Leica tells you that you can use the method of mass communication to get potential customers to come to you. Lycra's target customers are numerous garment manufacturers. The traditional concept tells us that we should take samples to sell to various manufacturers. DuPont, on the other hand, told the client-customer of the garment manufacturer that Leica represented "comfort" and "fashion." When consumers start looking for Lycra fabrics on the market, what do you say the garment manufacturer should do?

If you don't have a leading brand in your industry, and everyone is only strangling in the industry, your chances come. If you are ready to sell dry cleaning equipment to dry cleaners, try to tell consumers that "dry cleaning is to use the "XX brand machine," and the rest is sitting at home waiting for someone to come and pick it up.

Using Technology to Reduce Cost of Sales Cisco's first website, created on the Global Consultation Network, contains only the company and its products. However, when the company’s managers saw many people flocking, they immediately decided to transform the site into a website that could help users complete business transactions. Today, 15 percent of Cisco's business is done on this type of Internet. In 1995, Dell launched a website where small and medium-sized customers can place orders directly. The business is booming. It has long maintained a growth rate of 20%. However, sales costs have fallen by half.

This is not to tell you to build a website, pull out a B2B posture on it. The management and systems of small and medium-sized customers are not mature, and we need to formulate appropriate and diverse solutions. For high-profit businesses and customers, direct visits to face-to-face communication are the most effective methods; customers in traditional industries may wish to try phone calls and 800 services; and for young and fashionable customers, SMS and internet are their favorite ways. . Technology is customer-centric and it works.

Marketing is actually a game of differentiated choices. When everyone fights for big orders and beats his head, he may start small business and discover potential customers.