The most fundamental and biggest challenge of marketing is how to create value for customers. As the marketing president of a multinational company said: If you can create value for customers, customers will open their doors to welcome you.

Many companies claim that customers are supreme, but they don't understand the real needs of customers, especially what value their products and services can create for customers. This kind of marketing is difficult to attract customers' recognition and recognition, and it is also impossible to establish a good customer relationship. Only by promoting the development of customers can the prosperity of enterprises be realized. Creating value for customers is the success rule of world-class companies, and it is also a subject that our marketing circles should seriously consider.

General Electric is famous for its management. How to use GE's valuable management experience to help customers succeed? From 65438-0999, GE Finance Department launched the "ACFC" activity, that is, at customer for customer, and GE management experts provided customers with six free horse consultation, training and implementation counseling. As a result, 40% of customers participated in this activity and achieved remarkable results, so these customers established a strategic partnership with GE's financial department. Now, "ACFC" has become a new slogan of GE, extending to the whole group and becoming a symbol of GE's marketing.

Tetra Pak is one of the top 500 enterprises in the world, mainly selling and producing packaging materials, beverage processing equipment and filling equipment. As the world's largest supplier of flexible packaging, it controls about 75% of the global flexible packaging market share. Tetra Pak's business philosophy in China is to grow with customers. As a supplier, Tetra Pak did not focus on how to improve product quality, enhance product competitiveness, constantly introduce products that meet the needs of enterprises, reduce prices and improve after-sales service to customers. Tetra Pak has formed a strategic partnership with downstream manufacturers in marketing in the face of the poor "software" environment in the downstream of China industrial chain. Tetra Pak called it "KAM" mode. Tetra Pak not only exported products, but also exported more corporate culture, management mode, operation concept, marketing ideas and market operation mode to cultivate talents for partners. In the process of fully investing in management, R&D, technology, processing and marketing, we will fully integrate customers' problems by taking advantage of resources and change the soft environment of partners.

Through joint market efforts, we can achieve a win-win situation.

Dupont provides some new fabric products for key customers free of charge every year, encourages customers to carry out product design innovation and helps to promote them around the world. The success of customers has driven the sales of new varieties of fabrics and formed a benign interactive cooperative marketing. Shanghai Baosteel has also adopted a similar marketing strategy, trying to produce 200 heats of 60,000 tons of new steel plates every year, and providing them to key customers for new product development free of charge, which has better realized the * * * development with customers, such as the localization of "FAW" red flag and Baosteel providing test steel plates free of charge. If localization is successful, the order will be guaranteed.

Some small and medium-sized enterprises in China also have good innovative practices. For example, Changzhou "Changjiang" Bus Factory in Jiangsu Province won the market through innovative customer service in city bus marketing. Changjiang Bus Factory not only designed different products considering the different development levels, climate and environment of customers' regions, but also invited Changzhou Bank, which is very familiar with its own credit standing, to participate in marketing, helping customers to obtain financing from local banks, solving the problems of customer development and gaining the support of customers.

For small and medium-sized enterprises in China, I think we should at least pay attention to the following aspects:

1. Establish a high-level communication mechanism with customers. The premise of creating value for customers is to have a deep understanding of customers, so as to really think about what customers think and worry about their worries, and realize the synchronization with customers in market analysis, product research and development, service support and so on. And with the development of customers, re-examine and position the products and services of enterprises, which requires the strategic transformation of enterprises and the full trust, understanding and support of both parties, so it is very necessary to establish a high-level communication mechanism with customers. Now with the development of e-commerce, some marketing executives have less and less contact with customers, which is very dangerous. Imelda, CEO of GE, said that he spends 50% of his time communicating with customers, but many of our business operators are afraid to face customers because they don't know customers and have no confidence in their products and services.

2. Strengthen the research on the final consumers. Where does the development of customers come from? The most fundamental thing is the recognition of consumers. Without strengthening the research on the final consumers, it is impossible to accurately grasp the unpredictable industry trends, to keenly capture fleeting market opportunities, and to create value for customers. The world is very

Many high-tech laboratories conduct consumer experience research on concept products, adjust the research direction from the response of consumer experience, and provide more promising technologies for production enterprises. Another example is DuPont's Lycra fashion selection activity, which grasps the fashion pulse of consumers and provides design vane for clothing manufacturers.

3. Cultivate brands that consumers trust. By implementing the brand strategy, Intel not only benefits itself, but also creates value for its customers. Products marked with the Intel inside logo become the guarantee of quality. Brands trusted by consumers can also benefit customers, such as clothes marked with lycra fabric logo, which are more recognized by fashionable women. I once encountered such an example in a rural market survey. Some farmers have reported that the "Jiangdong" diesel engine produced by Jianghuai Power is of good quality, and even if it is a little more expensive than other tractors, he is willing to buy a tractor equipped with "Jiangdong" diesel engine. Therefore, from the perspective of serving customers, enterprises should also strengthen brand building.

Creating value for customers not only requires enterprises to pay attention to the current interests of customers, but also requires enterprises to pay more attention to the dynamic and long-term interests of customers. In the cruel competitive market environment, it requires entrepreneurs to have strategic vision and boldness of vision.

I hope it helps you! chart