The Shoe On The Left Foot.

When you buy shoes, the shop owner will not sell you a right shoe first, then ask you, "do you want the shoe on the left?"

Because both shop owners and you know that you need not a single product (shoes), but a "whole solution" to the feet.

The quality of a single shoe is close to zero, no matter how good the quality is and how well it fits.

Selling a pair of shoes to you is a perfect bundle sale, a sale that is so perfect that no one can feel it is tied or even bundled.

The reason why this paction is "perfect" is first because the relationship between the components of the products sold by the seller is a strong correlation rather than a weak association, which is determined by the specific needs of the customers. That is, the A elements must rely on the B elements to achieve their functions, and the former and the latter can not be left without a moment.

In contrast, shoe polish and shoeshine are also related products of shoes, but their correlation is much weaker.

Secondly, the production of A elements (right foot shoes) produces B elements (left foot shoes), which improves the utilization ratio of enterprise resources and reduces marginal cost (without adding new production lines, purchasing different raw materials and hiring new employees). In extreme cases (as we see in the production process of shoes), the production of A elements and B elements is essentially a replication process, with only minor fine-tuning in the production process.

Third, it is because the buyers and sellers are symmetric in information.

For sellers, the real demand of buyers is self-evident, because he wears shoes himself; for the buyer, the seller can sell him things without saying that the shoes sold by the seller are suitable for the right foot or the left foot.

Before the paction is concluded, the seller does not need to do complex and expensive customer needs investigation and identification.

Of course, this kind of "matching" is very rare.

It is not easy to let customers first see "a pair of shoes" rather than "two shoes".

A lot of "overall solutions" are just tying sales driven solely by win win thinking.

Such a "package deal", even if it can be luckily, is a "hammer sale" which seriously destroys the customer experience and loyalty.

While the profits of enterprises are increasing at the same time, the number of negative assets of enterprises and product brands is also increasing, which will eventually make enterprises insolvent and get out of the market.

Therefore, selling more related products to customers and increasing the share of "wallet share" of a single customer is not a sales strategy but a business strategy.

Customer demand is not always obvious. Sometimes customers do not know what their needs are. Sometimes they even express their needs clearly.

Without the ability to systematically search, track and identify customer needs, the behavior of "customer demand centered" is not wishful thinking and self serving.

A lot of single products are often a scratch on customers' needs, because a single product is a direct satisfaction to the obvious needs of customers, and in all fields of products and services that meet customers' needs directly, there will be fierce competition with diminishing returns on investment.

True competition always takes place before competition begins, and it wins or loses. It is the "cold war" before the start of the "hot war". It is the virtual competition for customers before actually competing for customers.

The competition revolves around the closeness and recognition of customer needs.

If you want to win in this competition, you must complete the pformation of a "worldview": from customers who are merely statistical units and nameless buyers to customers who are regarded as living, with all kinds of visible and invisible pressures, difficulties, needs and desires, and the paction with customers is not a casual "pointcut" between you and your customers (the two only common point of each center and radius), but the starting point for you to win and maintain customers.

When customers come to buy your products and services, the "maximum static friction" of customers has been overcome.

Fate is a "repair". Your meeting with your customers is "one side" or "one world". It depends on whether you meet each other before you meet.

The customer's purchase of a single product is only a hint. If you have a predestined relationship with him, you can get a lot of information from this hint and take a single demand as a fuse to detonate huge demand.

Your product is likely to be a product with potential defects, but you still don't know where the defect is. In other words, if you produce a product, you may just draw a "dragon body". The subtle identification of customer needs enables you to create products like "bright points", activate the original products at reduced marginal cost, and increase customer value and enterprise value at the same time.