What aspects should a salesman use to stabilize customers?

1. There are three kinds of customers in sales: existing customers, potential customers and future customers.

Existing customers are the foundation of performance, potential customers are the growth point of performance, and future customers are the source of sustained sales growth. Good sales performance is based on these three types of customers to formulate corresponding sales strategies.

1. Stabilize existing customers

According to contribution and stability, existing customers can be divided into EI customers with high contribution and high stability, EII customers with high contribution and low stability, EIII customers with low contribution and high stability, and EIV customers with low contribution and low stability. We can analyze the contribution and stability of customers through their historical transactions, including quarterly transactions, monthly transactions and single transactions.

1), EI customers are loyal customers, and the maintenance strategy is consolidation.

Mode: take customers as the center, solve customers' problems and complaints in time, establish the same interests, become their business consultants, give them resource support, and promote the further growth of their business. In terms of product strategy, we can provide new products while maintaining old products, making new products a new business growth point.

2) EII customers are freelancers with low loyalty, so they adopt a reversal strategy.

Mode: for this kind of customers, we should analyze the reasons for their low stability from the aspects of products, services, competition and customer interests. Find problems and solve them. There may be many reasons for customers to abandon it:

Like to try new things.

Countermeasures: help them calculate an account and let them understand that the extra conversion cost is not cost-effective; Establish customer loyalty programs-it can be stabilized through year-end rebate, cumulative quantity reward, etc.

B, competitors have given more benefits

Countermeasures: Emphasize the advantages of products in performance, emphasize the benefits our products bring to their target customers, and stabilize them by combining customer loyalty programs.

C. dissatisfied with our products and services

Countermeasures: communicate with customers in depth, clarify customer dissatisfaction, and feed back information to the enterprise for correction. The key to solving this kind of customer complaints is a good attitude, empathy and providing the most suitable products and services.

3) EIII customers are loyal customers, and the strategy to maintain them is promotion.

Mode: visit regularly, conduct business analysis, and enhance its contribution by giving resources, assisting in publicity, assisting in exhibition, assisting in customer development, and assisting in promotion.

4) EIV customers are non-loyal customers, and the liquidation strategy is adopted for such customers.

Mode: transmission cost (including supply cost, time cost, marketing cost, etc. ) and income analysis. If customers can bring realistic and future benefits to enterprises (including certain profits, as well as interests in promoting and obstructing competitors), then they should adopt the dual strategy of reversal and upgrading. If the customer pays more than the return, and it is difficult for the customer to reverse it, the abandonment strategy can be adopted.

Since the salesperson's time itself is a kind of resource, it should be allocated differently for different customers. EI customers are important customers, but they are not as urgent as EII customers. Therefore, for EI customers, it is important to maintain long-term relationships, formulate long-term business development plans, and implement them step by step according to the plans; For EII customers, it is necessary to invest more time and energy in a short time to formulate the corresponding product and service strategic planning. EIII customers can provide corresponding help through regular visits. EIV customers put relatively little effort into this aspect. Relying on existing customers, salesmen have achieved the basis of sales targets, but it is not enough to become a sales champion and maintain long-term sales growth.

2. Break through potential customers

Potential customers are the growth point of performance, and the strategy is to focus on overcoming them and let them grow into existing customers as soon as possible. Similarly, according to the intention and expected contribution of potential customers, they can also be divided into four types of customers. PI customers with high expected contribution and intention, PII customers with high expected contribution and low intention, PIII customers with low expected contribution and high intention, PIV customers with low expected contribution and low intention. The basis of division can be established by indicators such as the strength and scale of customers, the management level of customers, the network distribution and purchasing power level of their target buyers, the marketing level of customers, the future business growth ability and our competitive comparative advantage. These indicators can be comprehensively analyzed and evaluated according to the strategic significance of customers for future sales performance and enterprise development, and can also be combined with personal experience.

1) and PI customers are the key points that need to be broken through first.

Mode: Because of strong intention, the main goal is to sign the sales contract as soon as possible. It is necessary to analyze the main reasons for not signing the contract, remove unnecessary obstacles, strengthen the service and the relationship with key people, and let customers realize the superiority and potential purchase benefits of the products. If you buy one day later, you may face potential losses.

2) PII customers are the target to be cultivated.

Methods: Prepare in advance, formulate breakthrough strategies and action plans, continuously invest time and energy, strengthen services and provide the most suitable products, and establish relationships with key figures. Breaking through such customers often takes a long time and may face strong confrontation from competitors. Therefore, service level, product quality, comparative advantage, future income, cooperation cost and long-term tracking endurance are all indicators measured by customers. For this kind of customers, we should also analyze the reasons for their low intention and take corresponding countermeasures. The reasons for low customer intention may be:

Not familiar with our company and products.

Countermeasures: First, establish personal relationships, and at the same time, strengthen the key introduction of our enterprise strength and product advantages, so that customers can understand the specific interests of products.

B. worry about potential switching costs or sales risks.

Countermeasures: Because of the long-term use of other companies' products, I am afraid of possible conversion risks and am unwilling to try. For this kind of customers, we should try our best to encourage them to try, analyze the possible risks one by one, and put forward solutions, such as providing a probation period and emphasizing the value brought by the products from the cost and efficiency.

C, the competitors are stronger.

Countermeasures: For competitors, we can break through from two aspects: products and services. First, provide good customer service and build customer trust. When customers choose, service is also an important factor in decision-making, because it can reduce the risks and costs in the continuous product supply after product use and cooperation; The second is to enhance customers' confidence in products through trial use. Price should not be the main means of competition, but if there is a gap with competitors, the product itself has the advantage of low cost and can be used as a competitive weight.

3. Explore future customers

Potential customers are the real growth point of sales, and future customers are the source of future sales growth. The strategy to treat future customers is to turn them into potential customers.

To develop future customers, we need to think from the following aspects:

Where can I get information about new customers?

Analyze possible sources of information and pay attention to relevant channels for a long time. For example, media reports, friends' introductions, etc.

B. What other existing target customers have not been fully tapped?

Analyze the target market positioning of products and brands, and find the sales channels and customers that have not yet entered. For example, new regional markets that have not yet been expanded, and direct users that have not yet been developed. Combined with resources and enterprise entry strategy, the feasibility of entry is analyzed.

C. What new channels can products and brands expand into?

On the basis of traditional sales channels, new sales channels can be opened up. For example, the traditional way of selling chocolate is supermarkets, while airlines and high-end hotels may also be new sales places and customer sources.

D, which new products of the company provide the possibility for expanding other types of new customers?

Analyze the company's product line portfolio, study new types of customers targeted by new product types, and seek opportunities for breakthrough.

After defining customer orientation, we should collect the basic information of customers, analyze the possible demand points of products, and prepare personalized products and enterprise-related information systems on this basis; After that, we should focus on the way of contact to achieve contact with customers; After the contact is realized, we should start from meeting the actual needs of customers, explain the value of products and brands, and the benefits of cooperation, and gradually establish relationships with customers to gain their trust.

In short, having the above three kinds of customers comes from the continuous passion for work, which is also the key to maintaining passion and unbeaten performance in sales. To achieve the success of sales, it is necessary to establish customer files, constantly supplement customer databases, and adopt appropriate customer strategies through customer analysis combined with their specific characteristics.

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Secondly, take the beer industry as an example to explain how to stabilize customers in the off-season.

When I went to Qiu Lai in summer, the beer market was obviously bearish, and the sales of all kinds of beer plummeted. Consumer demand and sales have off-season, but marketing has never been off-season.

The traditional distribution mode of beer industry is that the goods pass through the production enterprise to the first-class distributor, and then enter the terminal through two batches or are directly supplied by the distributor. Obviously, because this distribution method relies too much on dealers, the management of dealers by manufacturers can only reach two levels at most, and it is impossible to realize the rapid response, information collection and effective management of the terminal market. Now it's time for the terminal to win. Almost all beer manufacturers are aware of the seriousness of the problem. In the peak season, dealers are busy managing and expanding sales, while in the off-season, due to the decline of market sales and the decline of sales situation, the enthusiasm of dealers is generally negative, and some are not careful, so they look for the development of other industries in the off-season of beer industry. There are other enterprises and merchants also using the off-season to find customers and develop distributors, which will create unfavorable factors for the future development of the beer industry and the stability of distributors! It is precisely because of these factors that beer enterprises can seize distributors in the off-season, improve their enthusiasm and deepen their cooperation with distributors. This requires brewers to carry out more in-depth customer management from the off-season, so as to establish the enthusiasm and specificity of dealers.

So how to carry out in-depth off-season dealer management? Let me briefly talk about my own views:

First, in the off-season, it is necessary to help dealers analyze the situation, make clear their goals and build up their confidence.

1. Help dealers do market research. Through the comprehensive analysis of the second batch, terminals and other factors, the proportion of the decline in total market demand in the off-season, how the demand structure has changed, and the possible impact on the company's products, the company's products may be in the off-season, so that dealers can have a deep understanding of market changes and have certain steps in market operation.

2. Determine the off-season sales targets according to the requirements of the peak season, divide these targets into customers and products, and evaluate the natural sales targets of these customers and products, so that dealers have certain pressure and motivation on the sales targets!

3. Business personnel should establish the concept of "only off-season market, no off-season thinking", and sales personnel should help dealers break down their targets, let them know where their off-season market growth points are, better grasp these growth points, eliminate dealers' various concerns and devote themselves to sales.

The above points should pay attention to decision-making power and execution, and marketers at all levels should serve the dealers wholeheartedly!

Second, help dealers develop secondary business and terminal retail outlets in the off-season.

Two batches and terminals will be developed in the off-season, and there will be no big breakthrough in sales in the short term. As long as there are two batches of high-quality terminals, as long as the market heats up, the sales volume will definitely increase rigidly. The off-season of sales is a good opportunity to develop secondary merchants and terminal retail outlets, both in time and in the second batch and terminal thinking. Develop more second batches and terminals for dealers, so that dealers can enhance their confidence in the peak season after the off-season, thus stabilizing their mentality.

1. Target audience: the excellent second batch and terminal of major competitors;

2. Development plan: make a development plan every month, including area, number of visits and development times; Daily work plan, including travel plan, development quantity, etc.

3. Weekly analysis and monthly assessment: hold a regular meeting once a week to report the development progress, existing problems and successful experiences of the second batch and terminal, and the regional manager will comment on the performance of each salesperson; At the end of each month, the completion of the development plan of the month will be assessed, and the rewards will be rewarded and the bad will be punished.

The development plan must have hard targets, because dealers pay attention to results. With the market and the second batch, confidence in the enterprise can be established.

Third, the training of dealers.

Dealers need to do a lot of things every day during the peak sales season, and generally have no time to receive systematic training and learning. Usually, the business model is extensive. In the off-season, the company can organize dealers to come to the company, hire experts, professors and company leaders, and train dealers on topics such as the outlet of dealers, how to cooperate between dealers and manufacturers, the company's sales policy, and the next strategic planning, so as to improve dealers' business awareness, business attitude and business ability, and improve their professional knowledge and market control ability.

Four. Organize business trips and other activities.

Now many enterprises have this activity. Some enterprises disguise this activity as paying fees directly to dealers. Originally, this activity was colorful. Because the operation of enterprises is too simplistic, some dealers follow other enterprises closely, look at the enterprises with high payment, but disapprove of the enterprises with low payment, and even complain, which also leads to the ineffectiveness of the expenses paid by enterprises. How to organize this activity in a more meaningful way, establish a deeper emotional bond between enterprises and distributors, and discuss problems and solutions in work and business with distributors in a deeper atmosphere. Because daily work involves mutual interests, some problems cannot be fully communicated and solved. Taking advantage of the off-season of sales, after the training, organizing dealers to visit some scenic spots, engaging in some entertainment activities, appointing full-time representatives of the company to lead the team, collecting the opinions and suggestions of dealers, and discussing problems during the activities will have different effects. It makes the dealer's sincerity to the enterprise beyond doubt, and expresses his heartfelt thanks for the strong support of the enterprise, thus enhancing the dealer's loyalty to the enterprise.

5. Discuss and forecast the market situation in peak season with the dealer * * *, make a good sales plan in peak season, and make full preparations for the arrival of the peak season. Enterprises can also investigate the variety structure of the market together with distributors during this period. For varieties that are not easy to sell and those that dealers are unwilling to sell, we should carefully analyze the reasons and eliminate and weaken the weak varieties in this period. Then bring forth the old and bring forth the new, and work out a detailed and thorough sales promotion plan with the dealers. Seize the time to release new products and seize the market first. Do a good job in basic work, create a sales situation in peak season, and lay the foundation for selling well in peak season. By adjusting the product structure and the marketing strategy of the enterprise, it is equivalent to injecting a dose of "cardiotonic agent" into the dealer. Have more confidence and hope in the peak season, develop with the enterprise and benefit from the market with perseverance.

To sum up the above points, "Marketing never has a low season" is the theme, the essence and the general principle! The peak season is the embodiment of performance, and the off-season is the basis of performance. If the basic work in the off-season is not done well, there will be no rigid dependence on the performance in the peak season! Loyal dealers and stable market are the most important tasks of enterprises in the off-season. Only by firmly grasping the dealers and opening up a broader market space can enterprises win in the peak season!

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