Multi Channel Marketing Is Far From Being So Simple.

In order to reduce the risk of enterprises in changing channels, enterprises must understand the economic benefits of the channel, adopt various incentive measures to guide customers to the right channels in time, and at the same time, design a guarantee system in advance, so as to cope with the ill reaction of customers or channel partners.

Communication programmes should also be developed to motivate both internal and external support providers.

With these tools, enterprises will finally achieve the bright future of multi-channel marketing.

Customers may always be right, but if you do exactly according to your customers' preferences, enterprises will often increase their cost and miss the chance to increase sales revenue.

Instead, enterprises must be able to guide customers to use the best channel combination of each product or service.

How do companies determine which combination is the best? Under what circumstances should they send salesmen to face to face pactions with customers? When should they generate sales leads through telemarketing channels? Under what circumstances should it be necessary to use Internet channels to contact customers? What queries of high value customers are worth selling representatives to pay attention to instead of adopting low-cost interactive voice response systems? In order to get answers to these thorny questions, enterprises must reconsider factors such as economic benefits and customer channel preferences, which affect the channel structure of enterprises together, and review the incentive measures that affect customer and corporate salesmen's behavior.

Guiding customers to use new channels will be a difficult process for customers, businesses and channel partners.

But once it is successful, the rewards are quite generous.

For a time, enterprises only need a single channel to provide products and services to customers.

At present, in order to meet the needs of customers for more channels, enterprises have been developing various kinds of products.

Facing customers.

Customers who use multiple channels can spend more than customers who use only one channel.

And telephone customer service center and other channels can even save a lot of costs.

Often, enterprises increase their marketing channels, but bring about many unexpected consequences, such as rising costs or declining profits.

Some enterprises soon invested when they invested large sums of money in opening up new channels.

To imitate.

Such cases are common.

In many industries, after the diversification of channels, sales and marketing managers have lost control of customers and financial losses.

These problems are difficult to solve.

Enterprises can not expect to go back, that is, by reducing the number of channels to seek future development of enterprises, because customers have been accustomed to a variety of channels to choose from, and are still asking for more options.

If enterprises no longer provide diversified channels, customers are likely to lose.

Moreover, those common tools that can improve channel efficiency often fail to narrow the gap between customer expectations and actual economic benefits of channels.

In order to gain control in the multi-channel interaction with customers, enterprises must skillfully guide customers to limit the number of customers to choose channels. They must skillfully guide customers in the process of sales and service, from customers knowing products to customers, and then to after-sale support, through guiding customers to limit the number of channels used by customers.

This "re planning" of channels enables enterprises to decide when and where to interact with customers who purchase products and services.

By encouraging customers to use different channels in different stages of the sales process, the industry's leading enterprises can strike a balance between customer preferences and channel economic benefits.

The rewards for doing so are considerable.

And there is also the opportunity to penetrate into previously unserved customers.

Moreover, tailor-made "market channels" for customers can also serve as a tool to provide continuous differentiated services, because it is not only difficult for competitors to imitate, but also enables customers to closely link channels with actual products or services.