Many foreign trade friends complain that the use of customs data is not ideal. Although they are all real purchasing customers, they are difficult to develop and many customers have no idea of replacing / adding new suppliers. The email was sent in and the reply said that no or no reply was needed. The follow-up emails were sent too much, and the customer was annoyed, directly rejecting or pulling into the spam mailbox.
Not effectively? Reasons why customers do not change suppliers
First of all, the customers found in the customs data are customers who have actually purchased related products. We can use the product keywords to search directly and accurately. This product is already a mature product of customers. Customers have been doing this for a long time, and there are already many old suppliers.
The so-called "familiarity, not living", customers already have stable and old suppliers, and they know each other better. The trust built up through many transactions and cooperation, assuming a new supplier comes to you, the price is similar, Will you continue to work with existing old suppliers or will you find a new one? Customers add / replace a new supplier, including email communication with you, product proofing, order placement, stock preparation, payment, etc. These all require trial and error costs and a certain cycle time. So the same product, the same price, let alone customers do not trust you, what conditions can you give to attract customers to change suppliers? Some small partners want to say, "I have a low price." There are changes in the prices of products in the industry, and customers can directly find old suppliers to reduce prices and negotiate.
Everyone's product quality, parameters, and price are almost on the same level, and suppliers are not obliged to you. So to be ready for long-term follow-up, then we must first understand and grasp the actual order cycle of customers!
The development erroneous zone
From the customer passes the order information to the product supplier, the supplier checks the order information, inventory, postponement, billing, shipping and other tasks during the period. From order to production, if it is a small item, it takes at least one month, and the freight will take another one or two months, and the order will be completed in about three months. When you use customs data to analyze the procurement cycle and frequency of customers to be developed, they often enter a misunderstanding: during the procurement season of the target company, doing development work will greatly increase the success rate! Actually not!
For example: we go to develop during the peak purchase season, there are two situations at this time.
One is that the customer has already placed an order, there is no other purchase plan during this time, and there are still many things to confirm with the supplier after the order is placed. For the time being, there is no extra time to consider what you say.
The second is to place an order soon, at this time you go to develop. The customer has been working with the old supplier for many years, and they know product quality, manufacturer reputation, and transaction process are guaranteed. Basically, they will not consider changing the supplier temporarily, and the customer may not have only one or two reserves supplier.
Whether we develop customers or customers change suppliers, it takes a certain period of time and cannot be achieved overnight.
How to do? Timing of development
Using the market analysis of foreign trade companies to look at the procurement time cycle of a company.
We can see the trend of customers' purchase transactions in the past year. Through the same period last year, we will find that customers have a fixed procurement cycle when purchasing products. So which time point is a good time for development? The suggestion is the off-season of purchasing around the peak season. At this time, the purchased goods are already at sea. It takes a long time for the customer to receive the goods and distribute them. This time is the best time for us to develop the customers. So don't send development letters to customers all year round. For customers with high quality and possibility of cooperation, it is best to do a classified management and follow up according to a certain cycle.For example, in the off-season of purchasing, according to the time node of 1 day, 3 days, 7 days, and 15 days, a development letter is sent to the customer, and the customer is often provided with some product information he needs. Constantly motivate customers to make them notice you.
The frequency and interval of mail sending should also be controlled, and strive to establish a preliminary contact with customers. It is difficult to develop directly. We can let customers know us first, gain trust, and add us to the alternatives of suppliers. If there is any temporary situation in the customer's procurement, compared with unfamiliar suppliers, we have a greater opportunity to cooperate with customers. You can also appropriately write articles on the development content, attract customers with new products, and brush your sense of presence from time to time. Naturally, customers will notice us. Of course, this requires our foreign trade friends to develop an email content strategy, use customs data, and be prepared for long-term follow-up.