Reduce Bad Customers And Improve Sales Performance

How to make

Many customers have repeatedly asked the author about the sales problems that made them headache.

Especially in the context of intensified competition, sales decline has become the biggest problem for many enterprises.

A typical example is an enterprise that manufactures handicrafts in Jiangsu.

The company's boss is in such a dilemma: the economic crisis has made his business more and more difficult.

In order to get customers.

But since then, the cash flow of the company which has been difficult to borrow money from banks is even more problematic.

The boss's dilemma is that he can't do business, but he doesn't seem to be able to do business.

Not doing business is waiting for death. Doing business seems to be seeking death.

As for how to improve sales, I think we can start from three angles: improving the efficiency of our sales organization, innovating our products and customers' choice.

In this case, I want to discuss the important topic of "how to increase sales by 50%?" from the perspective of customer choice.

Cut down bad customers and focus on "good customers".

On the face of it, this is a dangerous suggestion: our customers are not many, business is not good enough. If there are fewer customers, we can only close down.

To put it another way, more customers can at least share some cost.

But such a train of thought is wrong in theory and is not feasible in practice.

In fact, we can not see clearly in the preceding example and in the previous section, "the more customers are not, the better."

Many executives and salesmen know this.

In theory, we need to make some analysis.

Why do we have more customers, less sales, fewer customers, and increased sales? The reason is that we have a very different degree of concern for customers.

When we have many customers and no serious classification of customers, we are not clear about the customer's contribution to the company. We often make some customers who are not worthy of "sacrifice" occupy the important resources of the company, such as cash, production capacity and sales resources of the company.

The more you do worthless customers, the less you get.

The real customers who are important to the company often do not get the proper attention and resources. If they do not get the quality of the products they want, the delivery time and quality service they want, they often choose to leave when they are intolerable.

This is the same thing as "bad money drives out good money" in economics.

Almost every company happens every day that "bad customers" squeeze away "good customers". We think we can only keep every customer with our heart, but we don't know that as long as "bad customers" are there, we will not be able to do well the work of "good customers", so that "good customers" can not stay.

The right thing to do is to cut down "bad customers" and focus on "good customers".

When we shift our attention from a large group of "bad customers" to a truly valuable "good customer" to the company, we find that many of the problems that we have to solve but difficult to solve have become simple:

Good customers do not need us to be good at entertaining guests and eating red envelopes. As long as we make good quality of our products.

Good customers know that we need capital turnover as he does, so he will not default on our payment, only hope that we can deliver the goods on time.

Good customers know that we are not saints, so he allows us to make mistakes, but we hope that we will bear and improve.

Good customers want to grow with us, so he will give us some pertinent opinions and suggestions.

Good customers will not change suppliers for a little bit of small profits, but we hope our cost performance will increase continuously.

Customers change, of course, we must change the practice.

But I believe that with good customers, this change is easy to do.

It's like following a good person to learn well, and following bad people to learn bad.

How to increase sales performance by 50%? The answer is not simply to increase the number of customers by 50%, but to reduce customers and choose customers.

The increase in the number of customers is useful only in one case for improving sales: when we choose the right customers.