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By Dirk Kreuter (More) • Last updated on October 20.10.2022, XNUMX • First published on 24.07.2017/XNUMX/XNUMX • So far 4238 readers, 1892 social media shares Likes & Reviews (5 / 5) • Read & write comments
It is clear makes more sense to maintain existing customers instead of acquiring new ones. But why do so many? Companys the contrary? Is that really that hard?
"Our Strategy is new customer acquisition. Attack!” is the motto of many companies. Even those that are no longer start-ups but have been in the business for a long time Shop. But this strategy is fundamentally wrong.
In such cases, companies send theirs Seller in training courses on cold calling: telephone, trade fair acquisition, unannounced visits. The sellers who bring in the most new customers are the most respected.
Good if so much Optimism and determination are there. But in the long run, the strategy of only growing through new customers can become very stressful.
And above all: en masse customers gaining new ones is only useful if you then take care of them. Otherwise they will soon drop out again or become C customers.
The previous customers feel neglected and gradually slipping away. Anyway, they build theirs Turnover with this Company not from.
Often, I have seen companies put on new customers before they have exhausted the potential of their existing customers.
And there is the hook. Attracting new customers is not wrong in itself. But there are other activities where you can use your time more sensibly.
The most successful sellers are usually those who achieve the highest effect with the least effort.
A Swiss officer once told me about a somewhat blatant-looking example: All soldiers in Switzerland are internally classified according to a simple scheme: are they stupid or clever? Foul or busy?
Clearly diligence is necessary for a seller. But intelligently used, so to speak rationalized diligence. A higher form of laziness, then.
And that means: think carefully beforehand where it is worth investing your time and work invest, and where not. priorities put.
It costs much less effort to exploit the potential of existing customers than to attract new customers. At least the same effect.
In 20 years of professional experience, I have analyzed the data of the literature on the relationship between expenditure and income and summarized it into a formula.
It applies to everyone Industry and any form of business except for start-ups that do not yet have a solid customer base. But in all other situations you can calculate like this:
This is my 1-3> 7 formula. That's the theory.
For the B2 and A customers it is easy. You already know that they still have a lot of potential. You just have to figure out how you lift it.
So make a plan like this Ask should answer:
The advantages do not always have to lie in the product. They can also lie in making the ordering process as easy and efficient as possible, thereby optimizing the time taken by the Customer needed for procurement.
This will lower your procurement costs indirectly - and are cheaper for you, even if your competition offers the same product at a cheaper price, but you have to telephonize it seventeen times because something has always worked out of the order.
You can do this on your own. You can also arrange an appointment with the customer and tell him:
“Our business relationship is important to me, I want to strengthen it. So please tell me: What can I do for you, how can I optimally adapt my offer to yours needs adjust? Where are you from, where do you want to go, what is important to you, what worries you?”
Such a basic Conversation is an important basis for fully exploiting the potential of your best customers in the years to come. So it's time well invested.
And with which customers is this effort worthwhile? Sure: those with potential. So the A and B customers. I hope you have done the classification correctly! Hopefully you will not be mistaken: all customers who buy little are C customers.
This observation is true only sometimes. Namely, if the customer really has only a small need.
But there are enough customers who actually have a greater need than the one they cover with your offer. Most of them just shop somewhere else. They only buy certain products from you. Or only if you have a special offer. Or, or, or ...
Such customers look like C customers, but in reality are slumber customers. You just have to kiss them - with the right offer. Then they have the potential to become a gigantic B2 customer.
If you have exhausted the potential of existing customers, turn to former customers who have jumped for some reason.
Dirk Kreuter is one of the most influential thought leaders on the topics of distribution, sales and acquisition. Kreuter is the owner of the company kreuter: neukunden mit garantie! He is CSP – Certified Speaker Professional, Trainer of the Year 2010, Speaker of the Year 2011. Together with Christian Wulff, the German SME Summit voted Dirk Kreuter TOP CONSULTANT for four years in a row from 2013 to 2016. From 2012 to 2014 he taught as a lecturer at the Steinbeis Transfer Institute as part of the Professional Speaking GSA certificate course. After Dirk Kreuter had started product-related sales training in 1991, he completed a trainer course at the professional association of German sales promoters and trainers in 1994. Kreuter held the first seminars abroad for English customers in 2007 in Eastern Europe. He has produced 30 publications as author, co-author and co-editor. All texts by Dirk Kreuter.
Sell Better - Part 9: Kiss your customers awake: The last post was about the principle… #Profession #Education
Sell Better - Part 9: Kiss your customers awake: The last post was about the principle… #Profession #Education
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