Market Expansion: Discovering Potential Customers From An Early Age

Especially for key customers, their birthdays, interests, and even the color of socks are recorded.

What's the result? Before you can improve your system, those VIP need to change socks to run to their competitors early.

The reason is very simple, your opponent is using the same tools, locking these customers.

The value of things is scarce. When all people are marking this 20%, its value will be diluted.

If there is some justification for the 80/20 selection of existing customers, the development of new customers and large orders is simply "no money at all".

If Bill Gates wanted to sell BASIC to IBM at the very beginning, it might not have been successful yet.

But the success of BASIC software on other computers has led him to the future door for IBM to develop DOS.

To throw the "Hydrangea" to one or two people, they may not have followed it. They can "catch up" with the crowd and always catch one or two.

This is the power of probability.

If your company has designed a mobile game software, think of NOIKA, MOTO, think tank, Jian Jian, TCL, Konka, Amoy and panda.

100 thousand of the orders may be purchased by the competent supervisor, and 1 million, after the approval of the Department Manager, the director signs the general manager.

The decision process tree theory (Decision Tree) tells us that the more layers, the weaker the trust is.

WAL*MART, Home depot and Target have strict "trial order" plans, but their smaller orders are more rigorous.

Because when they decided to buy the 100 shirts, there might be tens of millions of dollars in the contract.

During the APEC conference in Shanghai, the costume show of the APEC member, the Chinese Tang costume, left a lot of guesses and suspense to the world.

However, a large silk garment factory in Shanghai refused to accept the order because of its small order complexity.

Two small private enterprises in Zhejiang have seized the opportunity, and now their business volume has doubled several times, and mainly produces APEC fabric clothing.

No, just create it!

I was impressed by a local 4A advertising company.

At that time, they came together to bid for a 1 million large project for various reasons, but in the end they failed.

If we don't choose them, we are not satisfied with our local 4A.

But when they left, their general manager asked me if I had some posters for the Spring Festival to be designed for them. A POP design was only ten thousand yuan, and their company has already reached this level. Later, I found it was their trap. When I was not satisfied with the winning international 4A, I first thought of them.

Think about it, fax paper, new year's banquet, coffee machine, there's always something you can do for him.

Once there is "relationship", it is difficult to get rid of it.

The 80/20 principle is not wrong, but 80% of the profits are not 20% of the big customers.

The reputation and scale of big customers are often doomed to be worse in terms of profits.

Don't you believe it? Ask those super store managers to sell Coca-Cola and rejoice. Do they earn money? In turn, they can get rid of all the expenses of big stores, and there are few manufacturers left.

This is the seesaw principle of sales and profits.

Standing on the forefront of the stage is the merger of the bright big companies, and the real boom is SMEs.

The merger of HP and Compaq is a disaster for computer manufacturers in Taiwan.

The most convincing reason for the merger is to reduce costs. Where does the cost come from? The manufacturers in Taiwan only know that the contracted price has been forced down by 10%.

Today, the share of DELL and HP in the US personal computer market is 50.1%, compared with 45.9% a year ago.

This enabled the two giants to take a big advantage in squeezing contractors.

Yes, millions of them, 20% of new companies are closed in the first year, and even worse, even if you catch him, the sales cost is 4 to 5 times greater than that of large customers.

Preference and hatred are equally erroneous.

More than 40% of the small customers are worthless and the real meaning is 20%.

Bob Davis of Mckinsey suggests that before we start our small client business, we first ask ourselves three questions: "what kind or what kinds of small customers are profitable customers? How can we attract customers from these small customers on the way that we do not spend a lot of money? How can we set a price strategy and establish a sales channel? On the one hand, the small customer layer is satisfied, and on the other hand, it can make a reasonable profit".

"What? 3 minutes to walk, but how much money do I need to add? How much do I want to order?" "I'm sorry, it's a rule, no matter how much quantity you place."

"It's so bad," said the smart Pizza Hut manager, who took charge of many factors even though they were still losing money.

Who does this policy attract? The delivery staff need to spend 30 minutes to send a product of 30 yuan. How can they not lose money?

Conversely, if Pizza Hut decides the takeaway charge plus the cost according to the delivery distance and the order size, the hot Pizza can be eaten by the kids across the street.

We use the law of income and cost reduction, in short, profit margins.

You can say that the pricing of each customer is too complicated and the other side may not accept it.

Let the computer help you, design a logic and tell it to your customers.

Maybe they can't understand it completely, but he is willing to pay less.

MIKE in the west of the city may have to spend more money to get Pizza. That's right. Who allowed him to make the company lose money? Many companies take the sales quota to measure the size of customers. This practice often keeps some high profit customers away.

To distinguish the importance of customers according to the profits provided can help the long-term development of enterprises.

But it is not easy to distinguish profit from profit. First, it needs to establish a profit accounting system based on customers.

It is very difficult to distinguish between costs and expenses from customers.

Moreover, the distinction between profits is dynamic and sometimes requires decision-makers to have some forward-looking vision.

DuPont Lycra's success tells you that you can use mass media to get potential customers to come to you.

Lycra's target customers are many garment manufacturers. The traditional concept tells us that we should sell samples to various manufacturers.

However, DuPont told their customers and consumers that they are "comfortable" and "fashionable".

When consumers start looking for Lycra fabrics in the market, what do you think clothing manufacturers should do?

If you are going to sell dry cleaning equipment to the dry cleaning shop, try to tell consumers that "XX machine" is needed for dry cleaning. The only thing left is to sit at home and wait for others to pick up the goods.

But when the company managers saw many people rush in, they immediately decided to pform the website into a website that could help users complete the business paction purpose.

Today, CISCO's fifteen percent business is done on this kind of Internet.

In 1995, DELL launched a website that can directly order small and medium-sized customers. The business is amazing, and has maintained a 20% growth rate for a long time.

But sales costs have fallen by half.

The management and system of small and medium-sized customers are not mature. We need to develop suitable and diversified solutions.

Face-to-face communication is the most effective way for high profit businesses and customers. Customers in traditional industries may wish to try phone calls and 800 services; for young and fashionable customers, SMS and Internet are their favorite ways.

Technology is effective only if it is based on customers.