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Five Mistaken Ideas Of Big Client Marketing

2008/11/20 14:25:00 41873

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In recent years, with the rapid development of the market economy and the increasingly fierce market competition, the phenomenon of "survival of the fittest" is more obvious. "The stronger the stronger, the weaker the weaker" has become an irreversible trend.

A large number of small and medium-sized distributors are forced to withdraw from the market. Large and powerful large customers also emerge as the times require and continue to encroach on the sites of other small and medium businesses.

The marketing strategy of enterprises has changed, and more and more enterprises have begun to use big customers as their main channel network, and have made outstanding achievements in the market.

However, at the same time, many enterprises have encountered the awkward situation of "managing" big clients: they have invested a lot, but their returns have been bleak.

Where is the problem?

Out of business mistakes, entered the erroneous zone of big client marketing.

Great customer marketing is sure to have considerable benefits for enterprises, but profits and risks always exist at the same time.

Enterprises must try to avoid entering the erroneous zone of big client marketing.

Generally speaking, there are five major erroneous zones in big customer marketing.

　　誤區(qū)之一：企業(yè)給大客戶的優(yōu)惠政策愈多愈好

Large customers are large, powerful and sales are amazing. Therefore, the importance of large customers to enterprises is far greater than that of ordinary small and medium-sized customers.

If you want to have a return, you must have to pay first, so the preferential policy of the enterprise should be much more favorable than the policy of the small and medium customers.

In fact, in the process of marketing big customers, big customers will ask for better marketing policies that are better than the average small and medium customers, and the enterprises will provide this more favorable policy.

Enterprises are very clear that manufacturers exist in the market, the most fundamental purpose is to gain profits, win the space for long-term survival and long-term development; big customers are also businessmen, and businessmen's nature is "mercenary."

Therefore, from this premise, enterprises often make such a mistake: enterprises believe that as long as they promise to give big customers a higher rebate, and provide more preferential policies to big customers, then the big customers will "return the rewards" and will help the enterprises to open up the market and win greater market share.

Many enterprises really hold this idea in dealing with the marketing of big customers, and indeed they do so.

However, the result is quite unexpected: the amount of money that the enterprise pays is less than that of the big customers, even less than the less investment.

Why?

It's simple.

First of all, a large client as a businessman is not only "mercenary" but also "insatiable" and "desire" has no end.

The more support the company gives to its key customers, the more requests the big customers will make to the enterprises. Enterprises will never satisfy the desire of big customers.

Secondly, although the enterprises support large customers, although they provide a lot of policy support and market support, the enterprises do not propose corresponding returns to big customers, nor do major customers limit their sales tasks by formal written contracts or clauses. Therefore, the support provided by enterprises is only a unilateral act of enterprises.

Once again, big clients have long been on the battlefield and are well versed in the relationship between "risk and revenue". Enterprises can provide such huge policy support unilaterally. The core customers will suspect the hidden danger of poor quality of products and the inability to guarantee after-sales services. From this point of view, large customers will only take all the market support costs of enterprises, but will not sell products of enterprises.

Although big customers pursue profits, they only pursue a "reasonable and reasonable" profit, which is definitely not the kind of profit that is confused and hidden. When giving big customers marketing policies and market support, enterprises must grasp a "degree" problem, not the more preferential policies, the better.

　　誤區(qū)二：大客戶營銷獲量　中小客戶營銷獲利

The strength and market share of large customers is larger than that of small and medium-sized customers. Therefore, the requirements of large customers to enterprises are far more than those of small and medium-sized customers.

Enterprises need to make more efforts to get the "heart" of big customers.

Because of this, many enterprises regard their overall marketing thinking as follows: attach importance to big customer marketing, but the purpose is not to gain profits, but to increase sales and expand market share. The main profit of enterprises comes from small and medium-sized customers.

At first glance, there is nothing wrong with this idea.

It is reported that in many areas, large customers (especially chain big clients) will make numerous and severe conditions for enterprises like this. Many enterprises can not even enter the stores of big customers. Even if they enter, it is difficult to get real profits.

However, once the enterprises enter the stores of these big customers, sales will often have a big improvement.

This is a dilemma: not enter, wait for death, enter, seek death!

After a comprehensive consideration, enterprises will eventually choose to enter the stores of big customers, but enterprises have no expectations for profits.

Many enterprises have put all their profits in small and medium-sized customers.

However, with the in-depth development of the market, I believe that enterprises should not continue to hold such a view.

In fact, the power of big customers is growing stronger now. In large and medium-sized cities, and even in three or four tier cities, large customers occupy most of the market share. Small and medium-sized customers can only occupy a small market share.

The idea that enterprises hope to gain profits through small and medium-sized customers has become impractical.

In addition, (Lian Suo) the development of big customers is becoming more standardized and modernized. As long as companies enter the threshold of big customers, the marketing costs behind them are not necessarily higher than those of small and medium-sized customers, or even slightly lower.

In addition, more and more businesses realize that only a win-win situation for manufacturers is the real outlet for both sides. Cooperation between manufacturers is far greater than competition.

In the process of marketing big customers, enterprises should change the old concept of relying on large customers and gaining profits by small and medium-sized customers. After all, the times are different, and society is constantly advancing.

Enterprises can not change this view, there must be a dead end.

　 誤區(qū)之三：沿襲傳統(tǒng)營銷思路

Most enterprises are dealing with large customers and small and medium-sized customers at the same time. Relatively speaking, enterprises should pay more attention to big customers.

However, many enterprises do not really change their concepts and keep pace with big customers. In the process of dealing with key customers, they still follow the traditional marketing ideas and treat big customers as traditional customers.

To a large extent, this way of thinking restricts the healthy and cooperative development of enterprises and big customers.

The way of thinking is embodied in practice.

There are no specialized agencies and special personnel in charge of dealing with key accounts.

The marketing mode of big customers is quite different from that of traditional small and medium-sized customers, but the enterprises do not see this difference. Instead, the marketing staff who are responsible for small and medium-sized customers are responsible for liaison and communication with large customers.

According to the way of dealing with the small and medium-sized customers, the marketing personnel of the enterprises should "deal with" big clients, such as issuing "mandatory" documents to big customers, ordering "big customers" to do this, and making great efforts to interfere with the normal operation of big clients. Once the problems are left behind or those are difficult to solve, the committee will delay, refuse to admit or perfunctory.

Enterprises that follow traditional marketing ideas will encounter similar problems many times in dealing with large customers.

Such a situation makes the cooperation between the two sides become empty talk.

In such a situation, enterprises should take the initiative to make adjustments and change their marketing ideas.

For example, from the heart of the important customers, and no longer as before, "Tai Ye"; the establishment of a full-time agency responsible for the marketing of key accounts; and major customers to a reasonable division of labor, do their jobs; encounter problems, the two sides negotiate friendly settlement, and so on.

"Attitude decides everything". In the process of dealing with large clients, enterprises must pay attention to adjusting their marketing ideas. This is a general principle.

　　誤區(qū)之四：為了大客戶　舍棄傳統(tǒng)客戶

The marketing of key accounts represents the general trend of the development of commercial circulation in the future. However, no matter what stage the market develops, it can not be separated from the large number of powerful customers and large numbers of small and medium-sized customers.

It is understandable that enterprises attach great importance to big customers, and it is very worthwhile. However, "all for the sake of big customers" and the abandonment of all small and medium-sized customers are not very thoughtless and should not be done.

The problem is: now, some enterprises, after setting up a contract with major customers and signing a year-round contract, will put the traditional small and medium-sized customers behind their heads and even find various excuses to "revoke" small and medium-sized customers at all levels.

Although some enterprises also say that they attach importance to small and medium-sized customers, they are just an oral promise, and a large number of preferential policies and market support costs are biased towards big customers.

Little imagine, this kind of practice of the enterprise is likely to completely ruin the future destiny of the enterprise.

Big customers are strong, have their own overall consideration and strategic thinking, and large customers have a large number of enterprise resources, it will not change their overall strategy for a certain enterprise, each enterprise is only a "chess piece" in the hands of big customers.

Enterprises are not the same. Once an enterprise finds that the interests of big clients are the most important and abandons other small and medium-sized customers, it is equivalent to putting their own safety in a single room.

In the marketing of big customers, enterprises should bear in mind that there is no eternal friend among the manufacturers, and there is no eternal enemy, only the eternal interest.

Large customers will not abandon other enterprises for an enterprise, and enterprises must never abandon their partners for many years.

Only by giving full play to the advantages of big customers and small and medium-sized customers can enterprises truly stand in the market.

　　誤區(qū)五：有了大客戶　萬事不用管

In the past, only a few regional small and medium-sized customers in the air conditioning enterprise had sold about 600 thousand units a year. Before long, the company signed a year-round distribution contract with a well-known professional chain enterprise in China, and the sales volume of the contract was 500 thousand sets. The leaders of the enterprise relaxed at once and felt that everything was fine and that they could sleep well.

However, this mentality of enterprises is extremely wrong in the marketing of big customers.

With large customers, it does not mean that enterprises can be allowed to operate arbitrarily or arbitrarily by big customers.

As a matter of fact, the effort to cooperate with key customers is not too small, even more than the efforts made by small and medium-sized clients.

If enterprises want to successfully cooperate with large customers and fulfill their expected goals satisfactorily, the two sides must cooperate with each other in the concrete operation of late stage, closely link up with each other and seek common development.