Management Of Loyalty Of The Client As One Of The Basic Tools Of System Of Sales
In the usual trading company only appeals to the trading personnel appealing to their activity in attraction of new clients, development of the new markets also are audible. Though hardly, we now can find in the slightest degree responsible sales manager or to marketing which wouldn’t know that increase in sales at the expense of new clients and identical increase in sales at the expense of increase in loyalty of existing clients have an essential difference. And this difference consists that for togas that new clients have generated new sales equal to volume which existing clients can bring in addition demands repeatedly bigger appendix as physical and investment efforts. And nevertheless, knowing all it, managers from sales, drive sales representatives to “fields” on search of new clients having at hand huge potential for growth of volumes and profitableness of sales in the name of existing clients.
Use on “sales” of management by loyalty of clients is not an element or the tool of sales more likely, it defines one of a marketing direction – CRM (Customers Relationship Management) more correctly. CRM inherently personifies one of main principles of construction of system of sales without “sales” that is underlined by its definition from Larry Tuck (the Editor of magazine Sales and Marketing Management Magazine) which sounds so: CRM expands the concept of sale from the discrete action executed by the seller, to the continuous process involving each employee of the company. It is art and a science of gathering and use of the information on your clients, allowing to raise loyalty of the client and to increase its value. At a current level of development of information technology, and high expectations of clients as service, it is almost impossible to approach to these problems without use of corresponding technologies. It is important to remember, however, that relations with the client is, first of all, human relations which are the basic motive power.
First of all the higher management of the companies-clients is necessary for dividing into hired managers and proprietors and it is necessary to divide hired managers on taking “recoils” and their not taking. On the one hand, it is possible to think that the loyalty program won’t work on the hired managers taking “recoils”, after all their direct interest in the concrete supplier is already defined by “recoil”. But it not so – “recoils” now is offered by almost all suppliers, therefore it any more isn’t competitive advantage of any concrete supplier. I.e. as a result, we can offer additional motivation to heads of the companies of clients, both proprietors, and hired managers, isn’t dependent on their propensity to “recoils”.
It is natural that for hired heads probably to create the awarding program, but here it is possible to speak only about the insignificant sums – differently it already becomes “recoil” – and participation in this program will refuse it is to proprietors it not interesting, already taking “recoil” can’t receive in addition the sum, instead of taking recoil – will refuse participation in the program on the adherence to principles.
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