There is a very important law in the process of business operation called the 28 Law.
For the operation of a store, 20% of customers often bring 80% of the revenue of the whole store. We are used to calling these 20% customers VIP.
In the process of store operation, we often engage in large-scale promotional activities and spend a lot of money on publicity-advertising leaflets are flying all over the sky, and tens of millions of membership cards are issued, but even if there are crowds of people on the day of the event, few members actually sell products, and most of the results are aimed at "picking up bargains".
How can we really avoid such activities and operations that get twice the result with half the effort?
And how to classify and serve VIP customers in our daily operations? Here is a simple way to teach you:
Customers are divided into three levels: non-VIP, quasi-VIP and VIP, and quasi-VIP can be upgraded to VIP members through consumption.
VIP customer group classification
Non-VIP refers to some members who go to the store for consumption.
This part of the members visit the store less times and spend less, and even many users only spend once in the store. Generally speaking, for such customers, their total consumption will be lower.
Quasi-VIP and VIP are the main force of store consumption.
This part is the core group that stores should pay attention to.
These quasi-VIPs often go to the store 1~2 times every month or even two weeks, and their products are consumed a lot.
When you establish a VIP classification system, you will find that there are many differences between VIP and non-VIP labels:
For example, most VIPs have a certain trust in the store and their spending power is good.
After determining these VIP tags, give priority to the needs of these users and how to attract them in the process of event planning, so that your activities and expenses can really attract valuable customers.
After talking about the simple VIP classification standard, how can we serve VIP customers?
VIP service guide
Create a customer file:
For a storefront, the most important resource is customer resources. However, most storefronts are directly faced by technicians, and the information of customers is the clearest only for employees.
If the boss is not familiar with customers, especially VIP customers, then one day when the employees leave, he will certainly be able to take all the customers away.
Therefore, in the process of service, it is very necessary to establish customer files. Before employees leave or leave, the boss can appoint other excellent employees to take over VIP users in advance, thus reducing the turnover rate of VIP users in the store.
Many times, store employees are reluctant to make records in this respect, on the one hand, because there are too many massage customers, on the other hand, it is more troublesome to record.
But if you don't keep records, you won't even have a chance to cry when your employees open a shop opposite you. After all, street business is a replica of two tigers in one mountain.
Complete customer classification:
Tesco is a well-known retail enterprise in China, which has established a "club card" to implement the customer loyalty plan. Tesco's club card is not a simple discount card or a complimentary card, because Tesco's "club card" has many unexpected functions. "
Tesco divides the goods that customers often buy in supermarkets into 50 categories, each category corresponds to a consumer's lifestyle and family characteristics, such as milk powder, diapers and other categories represent young parents, and fruits and vegetables represent a healthy lifestyle.
Then the cashier scans the goods purchased by each customer and gets a lot of statistical data. After six months of system operation, Tesco's database has been successfully subdivided into 13 sub-clubs. "
At the same time, Tesco also provides magazines to different clubs to publish products, discounts and promotional information that they are interested in.
Tesco's "club card" was put forward in 1995, but this way of customer segmentation and accurate service still has good results today.
For our store, due to the lack of overall operators and the differences in service content and products, there is no need for such complicated user segmentation as Tesco, and only 3 to 5 user categories can be made on the basis of existing members in the store.
VIP customer maintenance:
VIP customers are not a fixed group. With the change of time, quasi-VIP will become VIP, non-VIP will also become store VIP, and the original VIP will also become non-VIP due to other factors such as moving, child growth and so on.
Therefore, it is extremely necessary to activate and maintain VIP regularly for the management of customer files. In the process of managing VIP, we need to hold some exclusive quasi-VIP and VIP activities regularly, on the one hand, as a way to thank customers, on the other hand, we can promote some non-VIP to become VIP.
In the process of such activities, on the one hand, we should maintain the reputation of the store, but also increase the income of the store.
So it's not all sales activities, but some activities are purely public welfare course sharing, pure project concessions, experiences and benefits. Everything else is experience+sales activities. Maintaining the proper frequency of these two activities will increase the stickiness of VIP customers in the store.
Limited by space, there are more details about VIP management, such as VIP return visit, value mining, single consumption promotion, VIP activity planning, invited speech, service process and so on.