The practice of sharing a B2B user profile. Most of the information circulating on the Internet is B2C-related, causing students in B2B companies to be very confused: "Teacher, said it is the RFM model, but our customers have not had a single order for a long time, an order of several million, how RFM How about the law? "Yes, with this kind of confusion, I have a preliminary understanding of the pain of B2B business. The beginning of a poem, everyone experienced the helplessness of B2B.
The larger the enterprise, the longer the process, the more large-amount purchases involve more benefits, and the more technical-based purchases, the greater the room for operation. The various sao routines are as follows:
In B2C, in order to entice everyone to buy something worth tens of dollars, e-commerce will give a gift and send a coupon; in B2B, in order to entice customers to place orders of millions and tens of millions, the methods are even more varied and versatile. Its extremely.
All kinds of open and secret fights, the book "Director of Purchasing Department" or "Bidding Strategy" is enough. That's why there are all kinds of complaints at the beginning. I also joked with those colleagues who are working on B2C enterprise projects: precision marketing and personalized recommendation of B2C business, at most, replace carpet bombing with firepower coverage. In the end, I want to impress users, often "the code is a thousand lines, not as good as a coupon", as long as the user can come by giving a discount. To do B2B precision marketing is to rely on each individual's unique skills and superb sales. They can be accurate to three inches below the crotch of the leader.
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The reason for this is determined by the characteristics of the B2B business itself. (As shown below)
The examples given in the answer are all procurement of custom software development, and the process will be particularly complicated. The general merchandise purchase will be slightly shorter, but the complexity is far more than that of ordinary B2C business. Corporate procurement must follow the process, and where there is a process, there are various rules.
If users buy things on JD.com, if they don’t go to Taobao, they may come back after smashing a coupon on Taobao. But once Party B loses contact with Party A, or even gets into the blacklist of purchases, it will forever lose millions of business each year. It is so cruel. Losing an old customer was tragically developing 10 new customers, and it was established in the B2B field.
Therefore, B2B companies will need to make user portraits even more: one is to establish clear user connections and take back customer control from the front-line sales. Second, in order to clearly grasp customer characteristics, identify user needs, and follow up services in time. Like B2C user portraits, B2B user portraits can also be divided into dimensions such as user name, basic characteristics, consumption behavior, and interactive behavior, but the content to be investigated is completely different (as shown in the figure below).
Simply looking at the dimensions of user portraits, there are many similarities, but there are two essential differences: individual vs. organization, and individual needs vs. business effects.
Some students will think: which fields are already listed, the following is the same as the B2C user portrait, collecting data-tagging-doing correlation analysis-doing recommendation algorithm, and going on. right? Wrong! For B2B user portraits, listing demand fields is just the first step in the long march, and the real challenge starts here.
The first pass: sales force management
Unlike B2C, companies that do B2C user portraits are not super platforms such as Taobao and WeChat, or companies that can directly communicate with customers and have a certain size (JD, Are you hungry, Didi). After the user logs on to the platform, all operations are completed on the platform. But B2B companies are different. The user's operation does not rely solely on the platform, but requires manual work through sales, commerce, and channels. Although some large parties (such as banks and operators) will build supplier information platforms, the information collected through the platform is only regular information such as corporate qualifications, and the core fields related to the business (such as operating conditions) are very important. Few people provide. As for a large number of small and medium-sized enterprises, it is even harder to expect others to provide them.
This creates a huge gap: no one is doing B2B business sales, and will obediently hand over all customer information. Yes Di, including Teacher Chen himself, treats the trust of customers as private property. If sales do not cooperate, the functional departments far away from the headquarters will not even know who the real customers are. There are too many ways to mix things up (for example, a group of 5 people in the customer's purchasing department, sales only leave the contact information of the most basic staff to the company, and the contact information of the supervisor who really promotes the process is kept by yourself), so the success of the user portrait It is built on channel control. The channel can't control, the data recovered is huh, the follow-up analysis is to build high-rise buildings in the mud.
Channel control and discipline are the first. In addition to discipline, we can use tools to cultivate sales habits and solidify sales behaviors. For example, use mobile sales assistants instead of PC; for example, use corporate WeChat to replace personal WeChat, and electronic address book to replace personal visit records; for example, link invoice reimbursement (absolutely just needed!) to visit records, and no reimbursement without visit records; When an expert resource is used, it is necessary to enter the target of use, the question to be answered, and so on. This makes it easy for everyone to open the corporate WeChat account for reimbursement, enter customer information, and contact customers, which reduces the most annoying paper work for sales and improves efficiency. It is possible to do this, which is difficult to work for old and cunning sales, but it is enough to change the habit of new sales, so that the data can be gradually improved.
It can also be cross-checked, such as software product marking, pre-sales need to participate in program design, development needs to produce demo, customer service needs to follow up on the use of satisfaction, these non-sales functions are much better than sales in the authenticity of feedback data of. You can take advantage of the opportunity to participate in these functions to verify the information provided by sales and enrich customer data. Of course, it is also necessary to develop convenient service tools for these corresponding departments to record data.
The second level: user behavior analysis
The sales process of B2B business is very long, but once the sales are completed, customers may not have any demand this year. Therefore, there is no so-called RFM (or only M, no R, F, the more large companies purchase, the more so). Therefore, the focus of sales behavior analysis is on pre-sales, and attention should be paid to the progress of each marking (as shown in the figure below).
The core of the B2C application is response, like fighting a zombie mode, practicing marksmanship against a bunch of zombies. B2B applications are like eating chickens. The survival circle is shrinking (the transaction time has a clear window period). The initial position is not fixed (I don't know from which node the demand is received), so we need to follow up! follow up! follow up!
B2B user behavior is created by us and our customers. Different from B2C business, as long as you push an advertisement, then wait for customers to click passive mode. For B2B business, our sales need to follow up in time after the customer sends out a purchase request. Therefore, the focus of data analysis lies in how many times we have followed up and how far the progress of the customer is. Process-based analysis will be more abundant than simply waiting for the end of the tender: success/failure. It’s better than letting the sales fill in: the reason for the loss. Or if the customer is stupid and revisited, it must be accurate. (So in the final analysis, the first step is to do it well and make every effort to keep sales records of visits and communications).
B2B users will also have the opportunity to sell up, which is even more rigid and direct than B2C users. For example, I am in a good mood today, and I went to Taobao to buy a Zhou Black Duck to eat. I may not want to eat it tomorrow. However, the number of required servers, system functions, and licenses will inevitably increase as business revenues grow from 10 billion to 20 billion. This estimation is easier than B2C, just pay attention to the user's business situation and departmental structure changes.
B2B users will also have cross-selling opportunities, but they are completely different from B2C. B2C cross-selling is based on a person's shopping habits. For example, I bought Zhou Hei Ya 80% and I still need beer. But for B2B business, the departments responsible for different needs are likely to be different. The enterprise is still the same, but the demand side changes. This is actually a new problem.
Although Party B all hope that Party A will use my CRM, then my BI, and then my ERP. But Party A may not always think so. Sometimes Party B can deal with the people below, but the big boss wants to balance the supplier relationship and doesn't want to be the only one. Sometimes it can mess with the big boss, but the people below are selfish, just getting stuck and not letting you live. Therefore, B2B cross-selling basically treats different user roles as different projects, which is easier to succeed. (So in the final analysis, the first step is to do a good job, figure out the customer's organizational structure, and find the real power point).
The third level: user classification
When doing B2C user classification, we often use K-means clustering for exploratory analysis to find classification criteria among a large number of users. The idea of B2B is completely different. Customers need us to provide services, and in essence they still want to make their own business better, and there will be a vane in this business. For example, if we can take the lead in the industry, we will certainly bring many other companies to follow suit. For example, some small and medium customers may be precarious. Therefore, in terms of user classification, it is more about our strategic direction. According to our profit target and the profitability of customers, we will make some classifications with strong business guidance (as shown in the figure below). After all, the business is done, not calculated. With a clear direction, everyone can do business.
B2C often faces the daily needs of the public, such as food, clothes, and travel; B2B faces corporate needs, which essentially only have one: business effect. Therefore, paying attention to the operating results of users and formulating our operating strategy is the starting point for designing user classification.
The basic user portrait concept is as described above. Although the process is similar:
- Design user fields
- Collect user data
- Describe user behavior
- User classification
However, different business models directly lead to differences in project practices, implementation priorities, and implementation methods. As with B2C user portraits, we emphasize the same as burying points. The core of B2B is sales management, which is based on the collection of business process data. Only after the data can be dealt with can there be follow-up analysis, otherwise it will be difficult for a clever woman to cook without rice.
So returning to the question at the beginning, the classmate asked me, why I have the core sales data of the company on hand, but I can’t analyze it. I asked if there were eight in one breath:
- Have you collected data on the customer's industry, business situation, industry ranking, and development speed?
- Is there any pre-classification of customers, such as which are the development focus and which are the cash cows
- Is there a clear record of customer roles (not company names)
- Is there an original sales lead source, arrival time, reliability record
- Is there a record of the number and time of sales follow-up
- Is there a progress record of the customer's procurement process
- Have a record of communication with customers
- Does it come from pre-sales and customer service cross records?
The poor classmate answered eight blankly: "I don't know"...Although he is doing business analysis of this traditional enterprise, he only has a poor sales record. Nothing except XX company name + order amount + order time. No wonder he couldn't analyze the reason. For example, some sales data analysis in B2C business is like you are watching a game and seeing a goal in the middle of the game. You can infer the subsequent goals based on the performance of both teams at the time of the goal. But in the B2B business, the sales data is as if the game has reached a penalty shoot-out. You only saw the last team’s penalty shootout, which is a drop. Although you saw the lore, the game is over. You only saw the last scene. What to analyze...
But I comfort him: many B2B companies are used to doing traditional business business, without good process and system support, and management capabilities can’t keep up. This is indeed the case, but this does not delay our efforts to become more comprehensive and optimized. Direction to think. As for those successful companies, without exception, they have not worked hard in sales process management. In this regard, analysis is really of limited help. It is good for everyone to work hard. Due to space limitations, many details are omitted, and there is a chance to share them in detail.
Author: Chen grounded gas, micro-channel public number: down to earth school. A data analyst with ten years of experience and CRM experience in multiple industries.