What are the attributes of customer values? What are the customer risk attributes? What are the professional attributes of customers? What are the attributes of customer self -discipline? What are the customer's private attributes?
3 thoughts on “Classification of customer attributes”
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Methods and benefits of the customer classification management method:
management method:
1. Divide the customer group into key customers (Class A customers), major customers (Class B customers), ordinary customers (C type customers) three Personal category, that is, ABC customer classification method. For customers in different categories, different management methods should be adopted and scientific and dynamic classification management mechanisms should be established.
2. All departments must increase their attention to customers and find ways to retain customers to obtain the driving force for sustainable development. Improve the core competitiveness of the enterprise to meet the changes in customer needs; take scientific technical means to deal with the relationship between enterprises and customers to improve and maintain higher customer share. Really identify the differences in the value of customer profit, and then take effective management.
3. Do not have a "big pot rice" or "inverted" phenomenon in the allocation of service resources, that is, to treat all customers in the same way, so that important customers do not get more services. The various inputs and expenditures are applied to the "blade".
Extension information:
Oshly how to classify customers:
1. Customers interested in buying: For such customers, they should be accelerated. Positive phone follow -up and communication, after obtaining the trust of customers, transition the customer to the next stage as soon as possible.
2. Considering and hesitant customers: The purpose of treating such customers at this stage is to communicate, contact, and do not have too much marketing products. We need to use different strategies. Do not immediately market products to customers after the telephone connect. Instead, we must communicate with customers, understand the needs and interests of customers, pull into the distance with customers, and communicate with several calls.
3. Customers who do not buy temporarily: We must go to establish a good relationship. Do not give up such customers. It is necessary to communicate with customers, record information such as the time for the purchase of such products, and maintain the smooth connection channels with the customer, so that the customer allows the company to send the promotional materials such as the functional introduction of some products to the customer or the phone to notify the customer.
4. Customers who do not buy: Such customers generally have a tough attitude. In communication, we must exclude the customer’s psychological defense line, and then understand why the customer does not buy. Customers do a good job of explaining and record some expansion functions of the customer to concentrate on providing business development departments in order to improve products or develop new products.
Reference information Source: Baidu Encyclopedia-Customer Category
Customers' values determine the values of the company. The vision, mission, and core values of the enterprise must also obey the values of the customer. For customers, the connotation of their demand can be summarized as three points: low -priced, high -quality and timely improve services. Enterprises must continue to meet the needs of customers, and must have strong value creation capabilities. This ability is within the enterprise within the company. The specific manifestation is high performance. High performance is the foundation and starting point of ensuring customer needs. Therefore, the company's vision, mission, basic values, strategy, organization and business processes must focus on high performance, and the core of the company's corporate culture must only be high performance. The survival competition between enterprises is essentially an efficiency competition. Because only the efficiency can reduce the cost of the unit's products, the product has the relative advantage of prices, and the opportunity for competitors to obtain customer needs first. Only enterprises will have enough room for survival; only by high efficiency, can we find and meet customer needs from competitors. Only high efficiency can provide customers with comprehensive services. Efficiency competition is always the main theme of market competition. The objective expression of efficiency is the level of performance levels within the enterprise. Inside the enterprise, enterprises have future, efficient work, and individual achievements. They are the three initial propositions of the enterprise. Efficiency (or performance) is always the key and core of the problem. The high performance of the work supports the future of the company. The company's future guarantees the achievements of employees. In fact, the problem is so simple. Because enterprises meet the needs of customers through operating behaviors, to achieve their utilitarian goals, and to improve efficiency to maximize profitability through management. Whether the profit goal of an enterprise can achieve, whether the company can survive and develop is the ability to create the value creation of members inside the organization, that is, the continuous high performance behavior of employees. All activities of the enterprise can be summarized as two functions of operation and management. The characteristics of operation are expansion, democracy, customer orientation, and survival of the fittest. The purpose is to pursue efficient benefits; the characteristics of management are control, authority, process -oriented, and survival of the fittest. The purpose is to pursue high efficiency. The essence of the business and management of an enterprise is to achieve high efficiency through high efficiency, and what can ensure that all this becomes a reality is high performance. Management master Drucker believes: "The essence of industrial and commercial enterprises and the fundamental principle of determining its nature is economic performance." "A organization must be effective only when it is concentrated in its tasks. Only the task can condense its members. The absolute prerequisite for organizational members to contribute to the organization is to let them know the task and mission of the organization. "This is the source and basic assumptions of corporate culture. High -performance culture comes from the mission of the enterprise. In the corporate culture concept of many enterprises, people -oriented are a very frequent word, and it is also a word that is misunderstood by many people. People -oriented are almost synonymous with corporate culture and become the core of corporate culture, but this is limited to China enterprise. The question is people -oriented? What is its connotation? What is its purpose? How to make people -oriented? Without definition, everyone has a different understanding. Each of them needs not only uniform thinking, but on the contrary, it causes the confusion of ideas and loses the value of the company's survival. From the perspective of modern human resources management, people -oriented is a truth that will never be wrong, but it is also a truth that is difficult to put into practice. Many companies are people -oriented concepts that make employees who are originally "books" become unemployed people who have fallen into the streets. It may not be wrong with people, but it has a premise: employees must have faith and be able to be loyal to the core value of the enterprise; employees must have credit, and can reach a psychological contract with the enterprise on the basis of compliance with the corporate labor contract; employees must have Trust can form a responsible community, interest community, and destiny community on the basis of mutual trust; whether human -instinct as the core values of corporate culture depends on whether the above prerequisites are available. People are the result, not the premise. People -oriented are not the requirements of customer values. For customers, the only requirement for each company to serve it is: customer -oriented. In fact, people -oriented advertisements are originally from a certain enterprise: science and technology are people -oriented, and the "people" also refer to customers, but many Chinese companies are misunderstood as employees of enterprises. High -performance culture is the world's leading corporate culture. Looking at those world -class companies, they will find that their corporate culture and basic values are different, but they all realize the leap from excellence to excellence. The question is why different corporate culture supports the same enterprise success? In other words, there is no same corporate culture in the world. Differences are the characteristics of corporate culture. Why does different corporate culture bring the same corporate success? At the same time, we can also find that although the corporate culture of those world -class leaders is different in terms of expression, its kernel has commonality. It is these cultures that support the success of different enterprises. These commonality constitutes the common characteristics of the world's leading corporate culture. It is manifested as: First, corporate culture is the refinement and summary of the successful business management practice of enterprises, not external reference and introduction. For an enterprise, it is for its enterprise. Corporate culture must be original. Second, the corporate culture of each enterprise is the basic value judgment, and the core value proposition hidden behind the basic value judgment is the core value proposition of the corporate culture. Third, corporate culture must be reflected in the mechanism, organization, process and system of enterprise, and can be supported by the latter's strong support, otherwise corporate culture will always stay at the hypothetical level. Fourth, the corporate culture must eventually be reflected in the organizational operation, business operation model and employee behavior and behavior results of the enterprise, that is, whether enterprises have excellent culture, they must be verified by the company’s products, services and employees' behavior to verify The actual business management results are the only criteria for testing the corporate culture.
Domestic data mining has just started, and there are not many mature cases. There are still many places to be discussed on how data mining should be developed. Of course, this is also fun.
Thefame is my background: computer origin, data mining application for about one year, and currently engaged in the telecommunications industry. These may make my understanding of "customer segmentation". There are some limitations.
: I hope everyone can enthusiastically express their views, as long as you think it is related to "customer segmentation", including but not limited to:
1, the definition of customer segmentation
2, customers The technical implementation method of segmentation
3, the customer's subdivision of business (various industries)
4, the development method of customer subdivision project
5, the factor of the success of the customer subdivision project
6. How to handle the factors of the customer's subdivision project
7, the management and technical status of the company's management and technical status on the impact of the application customer segment
8. Essence Essence Essence wait