In recent years, many concepts and theories about customer life cycle management have appeared on the Internet. Many small and medium-sized enterprises have copied them completely, but found that they are not applicable when they are actually implemented. Instead, they increase management costs and take a lot of detours. From the experience of working in the market over the years, the management logic of small and medium-sized enterprises is very different from that of mature companies. Simply copying homework cannot fundamentally solve the problem.
Small and medium-sized enterprises in the early stage of development should also be relatively extensive in the management of customers. There is no need to divide the labels of each stage and different dimensions into too much detail; instead, everything should be considered from the perspective of customer acquisition and ease of management. Don’t be slowed down by overly complex label layering.
We must be clear that doing customer life cycle management is to improve management efficiency, thereby strengthening conversion and improving customer acquisition capabilities.
The scale of small and medium-sized enterprises is not too large, so at this stage, what we need to do is to set up a most basic backbone, and after the company expands and the number of customers is established, then use this backbone as the basis to slow down The slow divergence extends into different branches and leaves.
From a management point of view, the cost of maintaining a trunk will definitely be relatively small, and we don’t need to spend too much manpower; instead, we can concentrate our limited energy and do what we should do best. This is what small and medium-sized enterprises should do. development and management.
First, the definition of the backbone
For TOB companies like ours, the backbone of the customer life cycle is lead-opportunity-order.
So, where does repurchase/additional purchase/renewal count?
All of them are counted in business opportunities, that is to say: "When a customer places an order with you, you also get the opportunity to do the next business with him."
Everything else about layering, whether labeling, is built around this backbone.
Next, in order to ensure the effective country email list implementation of the system, we should also make clear definitions for these three states.
Take my own company as an example:
What is a clue? If you have contact information, you can call it a clue. Whether it's an email or a mobile phone.
What is a business opportunity? If you determine that there is a demand for a product, you can call it a business opportunity. (Although the contact is a pseudo demand, it belongs to the stage of business opportunity stratification)
What is an order? When a contract is signed, it can be called an order. Even though the customer hasn't made a payment yet.
After we have the backbone, we should clarify the conversion path, and set SOP for each step to maximize the conversion efficiency.