The Top Strategy Of CRM

In the early 90s, when the Internet was still agitated in the womb, Don Peppers and Martha Rogers published their revolutionary commercial classic "one to one future: one customer to build relationship". They described a future world in which enterprises will compete for more customer share by using interactive technology and computer database, thus laying the status of business management masters in the interactive era.

What is the core idea of one-to-one marketing strategy?

The old concept of market share: new market share; new thinking: customer share; the most profound understanding of modern management in domestic industry and commerce is market share.

I often hear domestic entrepreneurs' "at all costs and occupy the market". In fact, the idea of merely emphasizing market share has long been out of date, because the market concept is only relative.

As early as the early 90s, DonPeppers put forward a more important "customer share" new thinking: deciding whether an enterprise is successful or not is not a "market share" but a "customer share".

Just as an enterprise's operation is good or not, it is not only related to the size of the turnover, but also the profit situation.

The more popular point of the so-called customer share theory is that the share of a customer's wallet is the share of a company's share in the same consumption of a customer.

The enterprises that occupy the share of customers are really getting the hearts of customers and having the loyalty of customers. Therefore, no matter how the market is changing, enterprises can also be invincible to a certain extent.

This is actually the purpose of CRM Customer Relationship Management.

Customers are no longer "God" or "customers are God". They are slogans strongly advocated by all enterprises since China's opening up. However, even the children who are born out of their children will be divided into thick and thin. In turn, they should be respectfully respectfully to all customers, even if they lack the strength to do so.

Customers are inherently unequal, so there are bound to be three, six, nine equal points.

With the continuous improvement of the one to one strategy, Peppers and Dr. Rogers, according to the value of customers to enterprises, divide customers into the most valuable customers (MVC, Most Valuable Customer), the most growth customers (MGC, Most Growable Customer) and the negative customers (BZ, Customer).

An enterprise must adhere to its MVC, as soon as possible to pform its MGC into MVC, and the most important thing is to abandon the BZ as soon as possible, because BZ can not bring any value to the enterprise, and only consumes the enterprise resources.

If you have the experience of shopping at Amazon Bookstore (Amazon), you will be impressed with its unusual service.

First of all, when you visit your second visit, you are no longer a strange customer who has nothing to do with it. It will greet you warmly. Secondly, according to your understanding, you will actively recommend goods that you may be interested in, even the storefront website homepage will be arranged as you like.

If Barnes Noble can provide the same services, are you willing to take the trouble to ensure that the risk of meticulous care is gone to Amazon?

Or Barnes and noble can give you a discount on the price in order to attract you.

For a sensible and busy customer, it is obvious that he will not do so, because it is not worth the gain: he has to teach Barnes and noble Bookstore about his preferences, and this learning relationship is not a day's work, so this customer must also take risks. Barnes and noble will learn, learn fast and learn deeply, and some things may not even be remembered by customers themselves.

Barnes and noble, the only customer who can definitely win from Amazon, is BZ. They are always on the spot and offering discounts all day, and they can abandon these customers, especially to their opponents.

CRM is not equivalent to technology, and the concept is more important. Now, what kind of new management concept is mentioned in the domestic market? There is always a lingering misunderstanding: whether in the past MRP, ERP or today's CRM, the domestic business community thought that as long as the advanced products equipped with Oracle Bone inscriptions or SAP giants could be completed.

If the implementation is bad, someone will accuse it of blindly following abroad.

For example, in 2001, the media coverage of ERP was like this. Some people wrote that the success rate of ERP in the US is less than 20%, so we need not blindly launch.

The reason is that many of us simply equate management to some kind of technology.

The most important thing in management is changing ideas.

Whether in the United States or elsewhere, the successful implementation of any new management concept lies largely in that technology is only a means of implementation.

If the emphasis is reversed, then it is almost certain that it will be defeated.