Not all customers have the same needs. As long as there are more than two customers, the demand will be different. Because customers' needs, desires and buying behaviors are diverse, customers' demand satisfaction is different. Enterprises should distinguish the most attractive market segments that it can effectively serve, concentrate enterprise resources and formulate scientific competitive strategies in order to gain and enhance competitive advantages.
Customer segmentation
It is not only an important theoretical component of customer relationship management, but also an important management tool. It is one of the basic principles of customer classification, effective customer evaluation, rational allocation of service resources and successful implementation of customer strategy, which provides theoretical and methodological guidance for enterprises to fully obtain customer value.
The theoretical principle of customer segmentation is that the customer base of each product is not a group. According to the cultural concept of the customer base, according to different consumption income, consumption habits and lifestyles, new categories are subdivided. Enterprises make brand promotion strategies and marketing strategies according to different consumers, and concentrate resources on target customers.
Customer segmentation includes:
1. According to the demographic characteristics and purchase history, if an enterprise wants to achieve sustainable development and maximize its long-term profits, it must pay attention to the correct customer groups wisely, because if an enterprise wants to get every customer, it must pay a certain amount of investment, and this investment can only be compensated after you can win the loyalty of customers. Therefore, an important step to gain brand loyalty through value marketing is to segment customers, find out which customers can bring profits to the enterprise and which customers can't, and lock in those high-value customers. Only in this way can the enterprise ensure that the resources invested in the process of cultivating customer loyalty are rewarded, and the long-term profitability and sustainable development of the enterprise can be guaranteed. 2. According to the customer's value to the enterprise.
Customer segmentation
It is necessary for us to subdivide the value of the enterprise according to customers. There are many ways to measure the value of customers to enterprises, and calculating the lifetime value of customers is a practical method. The so-called customer lifetime value refers to the discounted sum of customers' contribution to enterprise profits during their service as enterprise customers. The two most important factors affecting customers' lifetime value are calculation period and discount rate. Generally speaking, under the condition of constant discount rate, the longer a customer becomes an enterprise customer, the more customer value is included in the calculation, and the greater the customer's lifetime value; When the calculation period is fixed, the higher the discount rate, the less valuable the future income and the smaller the customer's lifetime value. The calculation of customer lifetime value is complicated, and the following information needs to be obtained: ① the time period of the customer as a brand customer; ② discount rate of enterprises; ③ The frequency of customers buying a brand in each time period; ④ Average contribution of customers to brand products; (5) the probability of customers buying the brand; ⑤ Other information With the development of database technology, especially data mining and data warehouse technology, it is possible to evaluate customer value. Comparatively speaking, financial services department and telecom services department are more likely to segment the market according to customer value. What are the editing methods of this subdivision?
Customer segmentation
Generally speaking, it can be subdivided according to three considerations. 1. External attributes such as geographical distribution of customers, ownership of customers' products, and organizational affiliation of customers-enterprise users, individual users, government users, etc. Usually this kind of stratification is the simplest and most intuitive, and the data is easy to obtain. But this classification is relatively extensive, and we still don't know who is the "good" customer and who is the "poor" customer at every customer level. What we can know is that one kind of customers (such as large enterprise customers) may have stronger spending power than another kind of customers (such as government customers). 2. Intrinsic attributes Intrinsic attributes act on attributes determined by customers' internal factors, such as gender, age, beliefs, hobbies, income, number of family members, credit, personality and value orientation. 3. Classification of consumer behavior In many industries, the analysis of consumer behavior is mainly considered from three aspects, namely the so-called RFM: recent consumption, consumption frequency and consumption amount. These indicators need to be obtained in the accounting system. But not every industry can apply. Taking the communication industry as an example, the classification of customers is mainly based on telephone charges, usage behavior characteristics, payment records, credit records, maintenance behaviors, registration behaviors and other variables. Classification according to consumption behavior usually only applies to existing customers. For potential customers, because the consumption behavior has not yet started, of course, stratification is impossible. Even for existing customers, consumer behavior classification can only meet the specific purpose of enterprise customer stratification. For example, rewarding customers who have made great contributions. As for finding out the characteristics of customers and finding some countermeasures for marketing activities, more data analysis is needed. Edit the customer segmentation classification in this section.
According to the potential loyal customers and the lifetime value of customers, enterprises can divide customers into four categories: platinum customers ("top" customers), that is, the former 1% customers who have business dealings with enterprises at present; Gold customers ("big" customers), that is, the next 4% customers who have business dealings with the enterprise at present; Iron customers ("medium" customers), that is, 15% customers who have business dealings with this enterprise; Leading customers ("small" customers), that is, the remaining 80% customers. Edit 7 customer segmentation techniques in this paragraph.
1. Each customer can only be classified into one category. Otherwise, customers may fall into various contradictory product information and be at a loss. 2. Don't have channel differences. Customers should get the same product information from different channels. Every employee who has direct contact with customers can always know the product recommendation information and pass it on to customers. 3. Provide targeted and executable countermeasures for employees who have direct contact with customers. Don't give them information that still needs to be explained. They should be told exactly which product is best for customers. At the beginning of customer segmentation, the best list should be provided to the sales staff to ensure a high success rate. Constantly seize the opportunity to expand the list of consumers, give each consumer a score of "purchase possibility", and help sales staff understand the degree that customers may accept. 5. A senior manager is responsible for the balance of payments of each subdivision category. The purpose of this is to ensure the maximum benefit of segmentation strategy. 6. Senior managers are responsible for promoting customer segmentation. If the company only subdivides in one product line, it may ignore the feelings of some customers; If the head office is in charge rather than a department, customer segmentation may be less constrained by the budget. 7. Start small and then expand. At first, the customers were roughly divided into several categories, and then they were gradually divided into finer and more accurate ones. But don't wait until everything is perfect. Go ahead and edit Quanjude's customer segmentation case study.
Guge subdivision
Beijing Qianmen Quanjude Roast Duck Restaurant is the origin store (old shop) of Beijing Quanjude Roast Duck Group. Founded in 1864, it is famous for its traditional hanging roast duck at home and abroad. This is a famous time-honored brand in Beijing. 1993, Quanjude established a joint-stock company, and Qianmen entered the joint-stock company. The operating income of that year was 45 million yuan. By 200 1, 12, the annual revenue of Qianmen Store has reached 90 million yuan. The enterprise doubled its operating income in eight years without any major changes in hardware. For some emerging industries, this progress may be nothing, but for a state-owned catering enterprise with many restrictions, it is a big leap. Shen Fang, general manager of the former store, said that the catering industry is a labor-intensive industry, and it is not easy for chefs to make a profit for every penny. In the past eight years, Qianmen Quanjude Store has created a glory close to the peak in a 2,600-square-meter restaurant with professional technology, scientific management, food innovation and honest marketing: the store has 900 seats, with an average annual sales income of 6,543,800 yuan per seat; There are 400 employees in the whole store, with an average annual sales income of 225,000 yuan per employee? In the leading position in the whole catering industry; Created a national record of daily sales of 677,000 yuan for a single store. Its business strategy is to attack services.
Customer segmentation
The so-called "aggressive service" means asking waiters to provide different service countermeasures for different types of dining customers. According to four different temperament types of people, Beijing Qianmen Quanjude Roast Duck Restaurant summarized the following specific service countermeasures: 1. Bloody-lively type: this type of customers are generally lively, responsive and sociable, but their interests are changeable and extroverted. They often take the initiative to talk with the restaurant service staff, and soon become familiar with them and become friends, but this friendship is often changeable and unstable; They are often in a hurry when ordering food, and may change their minds and quit later; They like to try new things, try new things, but they soon get tired of it; Their imagination and association are rich, and they are greatly influenced by the name, shape, utensils and dining environment, but sometimes their attention is not enough and their expressions are exposed. Service countermeasures: waiters should take the initiative to talk to this type of consumers when possible, but there should be no too much repetition, otherwise they will be impatient. We should give them more information about new dishes, but let them take the initiative to choose. When they ask to return the food, try to meet their requirements. 2. Sticky-quiet type: this kind of customers are generally quiet, steady and introverted, rarely angry and taciturn; They are not flexible enough, are not good at diverting attention, like a quiet and familiar dining environment, and are not easily influenced by on-site sales promotion by waiters. They like to compare various dishes carefully and decide slowly. Service countermeasures: when receiving the service, try to arrange them to sit in a secluded place. When ordering food, we should try to provide them with some familiar dishes, but we should also follow their wishes. Don't express the waiter's own suggestions too early, give them enough time to make choices, don't rush them too much, don't talk to them too much or show too much enthusiasm, and grasp the "degree" of service. 3. choleric-excited: this kind of customers are generally enthusiastic, cheerful, straightforward, energetic, impulsive, irritable and outgoing; They order quickly, seldom think too much, accept the opinions of waiters easily, and like to taste new dishes; Careless, easy to lose property. Service countermeasures: when ordering service, try to recommend new dishes and actively promote them on the spot, but don't argue with them, and avoid their sharpness when there are contradictions; Try to be quick when serving and checking out, and remind them not to forget their belongings after eating. 4. Depression-sensitive: These customers are generally taciturn, unsociable and difficult to adapt to new environments and new things; Lack of vitality and emotional instability; Sensitive and suspicious, cautious in words and deeds, complicated in heart and less exposed. Service countermeasures: Try to arrange a secluded place when you are seated. If you need to temporarily adjust your seat, be sure to explain the reasons, so as not to cause their speculation and dissatisfaction. Pay attention to respect them when serving, the language of serving should be clear, and the conversation with them should be just right. When they need service, they should be warm to each other. 【 Tip 】 One of the secrets of the success of Quanjude Roast Duck: subdividing the process and carrier of providing products for customers in the catering industry is the biggest feature that distinguishes it from other products, and the restaurant products have strong timeliness. Require products to meet the needs of customers to the greatest extent and maximize profits in a short time. It should be emphasized that the restaurant products that customers need at present are not only the products themselves, but the whole process from entering the restaurant door to eating: the facilities, smells, dishes tasted, experienced services and psychological perception of the overall impression of the restaurant. , all belong to the product category. Whether restaurant products can be accepted by customers in these aspects is the key to the success of restaurant product sales. Quanjude Qianmen Store is a century-old store, and its core product is hanging roast duck. Because of its high popularity, there are more competitors. There are countless restaurants selling roast duck in Beijing now, and the price is very low, which reduces the competitiveness of its core products. In this case, under the premise of adhering to the core products of "ancient", "authentic" and "original flavor", the old shop started from other aspects of the products and improved its core competitiveness. Under the condition of the same restaurant area, Shen Fang, the general manager, inherited the traditional culture in the transformation of hardware facilities and turned the old shop into an "authentic Quanjude old shop" in people's minds; In terms of service, we have created an "offensive service", taking the segmentation of dining customers as the starting point and the market as the inspection standard, and created many innovative dishes that are popular with customers.