外貿(mào)企業(yè)維護(hù)老客戶就一定要關(guān)注到及時(shí)跟蹤服務(wù)，這是企業(yè)能夠和購(gòu)買方達(dá)成長(zhǎng)期業(yè)務(wù)往來(lái)關(guān)系的重點(diǎn)所在。
荷蘭皇家殼牌石油公司每年?duì)I業(yè)收入超過(guò)百億美元，而凈利潤(rùn)也達(dá)到了十余億美元，在國(guó)際上有著很高的知名度，為何該企業(yè)在行業(yè)競(jìng)爭(zhēng)中能夠立于不敗之地呢，原因就在于該企業(yè)對(duì)于跟蹤原則是非常重視的。
The so-called tracking principle refers to that in the process of product sales, an enterprise should not only pay attention to selling the product, but also to how to maintain the old customer relationship. After product sales, it should pay full attention to the actual needs of users, conduct after-sales investigation, and understand the problems that users have in the process of product application, or For example, in 2012 Royal Dutch Shell sold petroleum products. The German market has been impacted by other enterprises in the same industry. When the end-sellers sell their products, their profits are reduced because of the other side's attack. In response to this problem, Royal Dutch Shell Oil Company took the first step to reduce the supply price of petroleum products in the region, to ensure that the end-sellers'sales profits are finally at the price. Win the battle of Georgia.
所謂跟蹤原則是指企業(yè)在產(chǎn)品銷售過(guò)程中，不僅要關(guān)注到將產(chǎn)品銷售出去，而且也要關(guān)注到如何維護(hù)老客戶關(guān)系，在產(chǎn)品銷售之后要充分關(guān)注到用戶的實(shí)際需求，展開(kāi)售后調(diào)查，了解用戶在產(chǎn)品應(yīng)用過(guò)程中所出現(xiàn)的問(wèn)題，或者是在市場(chǎng)營(yíng)銷中和對(duì)手企業(yè)競(jìng)爭(zhēng)時(shí)所存在的問(wèn)題等等，例如在2012年荷蘭皇家殼牌石油公司所銷售的石油產(chǎn)品在德國(guó)市場(chǎng)受到了其他同行業(yè)企業(yè)沖擊，終端銷售商在產(chǎn)品銷售時(shí)，由于對(duì)方的價(jià)格打擊而導(dǎo)致盈利降低，針對(duì)這一問(wèn)題，荷蘭皇家殼牌石油公司第一時(shí)間做出舉措，降低該區(qū)域石油產(chǎn)品供應(yīng)價(jià)格，確保終端商的銷售盈利，最終在價(jià)格戰(zhàn)中獲勝。
維護(hù)老客戶就一定要關(guān)注到老客戶的實(shí)際利益，在資本市場(chǎng)中一家企業(yè)的產(chǎn)品銷售效果如何和其終端銷售商有著密切的聯(lián)系性，維護(hù)老客戶的核心要點(diǎn)就要放在如何讓經(jīng)銷商在產(chǎn)品經(jīng)營(yíng)過(guò)程中降低自身所存在的風(fēng)險(xiǎn)，并且所獲得的利潤(rùn)得到保障，這是能夠在行業(yè)中立足的關(guān)鍵所在，因此在維護(hù)老客戶方面要重點(diǎn)考慮到經(jīng)銷商的實(shí)際需求，而并不是以經(jīng)銷商提出的相關(guān)意見(jiàn)為后期問(wèn)題思考重心，此后再給出相應(yīng)的決策，這很有可能將產(chǎn)品購(gòu)買方推入對(duì)手競(jìng)爭(zhēng)企業(yè)的懷抱，特別是在打價(jià)格戰(zhàn)以及區(qū)域營(yíng)銷戰(zhàn)時(shí)所具有的表現(xiàn)極為明顯。
As for the maintenance of old customers, the measures taken by Bayer Group in Germany are similar to Shell Group in the Netherlands, but they are different in maintenance and new support. Shell enterprises are concerned about the actual profitability of Niu Xiangchang in the market competition and the difficulty of product sales in the market. Bayer Group pays attention to the degree of recognition of the end-user for the product. When the company sells the product, it pays attention to the actual experience of the end-consumer. In the survey of the end-user experience, the company spends an average of hundreds of millions of dollars a year, which fundamentally taps the actual needs of the users of the product. And take this as the core to formulate product sales strategy, how to customize product prices in different regions according to local trade situation, even if the profit of enterprise product sales is small in the short term, it will launch product sales in a certain region at the lowest profit price to ensure the occupation of the market. The company's application of such measures, so that the company's advantages in the industry competition show, its enterprise product terminal sellers almost do not need to invest too much in the process of competing with other competitors in the industry, the company's brand strength can ensure that terminal operators benefit in the process of product sales.
regular customer; frequent customer直接關(guān)聯(lián)著market competition、production marketing、product user、consumer's ultimate、actual demand; effective demand
維護(hù)老客戶方面，德國(guó)拜爾集團(tuán)所做的舉措和荷蘭殼牌集團(tuán)有著異曲同工之妙，但二者的維護(hù)重點(diǎn)并不盡相同，殼牌企業(yè)所關(guān)注的是終端在市場(chǎng)競(jìng)爭(zhēng)中的盈利實(shí)際表現(xiàn)以及在市場(chǎng)中產(chǎn)品銷售時(shí)所具有的難度等等問(wèn)題，拜爾集團(tuán)關(guān)注的則是產(chǎn)品用戶最終對(duì)于產(chǎn)品的認(rèn)可程度，該企業(yè)產(chǎn)品銷售時(shí)關(guān)注的是最終消費(fèi)者實(shí)際體驗(yàn)，該公司在用戶產(chǎn)品使用體驗(yàn)調(diào)查這一舉措中，平均每年的支出高達(dá)上億美元，從根本上挖掘產(chǎn)品使用者的實(shí)際需求，并且以此為核心制定產(chǎn)品銷售戰(zhàn)略，不同區(qū)域產(chǎn)品價(jià)格根據(jù)當(dāng)?shù)厣藤Q(mào)情況如何分別進(jìn)行定制，即使在短期內(nèi)企業(yè)產(chǎn)品銷售獲得利益微薄，也會(huì)在某區(qū)域以最低盈利價(jià)格展開(kāi)產(chǎn)品銷售確保占領(lǐng)市場(chǎng)。該公司這樣的舉措應(yīng)用，讓公司在行業(yè)競(jìng)爭(zhēng)之中所具有的優(yōu)勢(shì)展現(xiàn)了出來(lái)，其企業(yè)產(chǎn)品終端銷售商幾乎不需要在和同行業(yè)其他競(jìng)爭(zhēng)者競(jìng)爭(zhēng)過(guò)程中投入太多的舉措，公司的品牌力量就能夠確保終端經(jīng)營(yíng)商在產(chǎn)品銷售過(guò)程中獲益。雖然如上兩家大型企業(yè)維護(hù)老客戶時(shí)關(guān)注的展開(kāi)方式不同，但是最終效果卻完全一致，那就是維護(hù)老用戶實(shí)際利益，為老用戶提供全方位的服務(wù)，以此提升老客戶對(duì)于企業(yè)的忠誠(chéng)度。
