Some foreign trade friends use customs data to develop customers, and often into a misunderstanding: with the customs data, they can directly see who is customer's supplier. Then the development idea is put into competition with peers and grabbing customers; or it is to feel that grab peer customers have psychological burden and the difficulty of grab over is very great.
foreign trade novices talked with our company’ editor and said after using customs data to analyze peers, grabbing customers from peers has a great psychological burden, and it feels very difficult to develop. Its practical customs data is the same as developed by Google. Google development is also a process of grabbing customers. You just can’t see the customer ’s purchase data and who you purchased it from. You don’t clearly realize this. At this time, you don’t feel the pressure directly. Let ’s go and develop.
Customs data is different. Customs data is a very special medium. You can directly see who the customer's supplier is and when it was purchased. In this case, you are very aware of this, and you will make a comparison with the various data and strengths of your competitors, and the corresponding psychological pressure will be very great. Because you know that if you want to work with this customer, you have to compete with this supplier.Don't let this pressure and psychological change affect your thoughts, actions, and decisions. Many times the use of customs data is not ideal, which is the reason. You don't know the competitor, you can play well; when you know who this competitor is, the development effect is not ideal.
Market competition is ubiquitous, and similar products are more competitive. No matter what channels are used to develop customers, it is nothing more than a comprehensive consideration of this customer, either you or him, so this phenomenon is very common. The point is actually not how to grab this customer, this problem is a trap in itself. Too obsessed with peer competition, you may have a big gap with your expectations in the use of data and development efficiency, which will greatly reduce the development effect. We need to change the development thinking.
Change of thinking
When using customs data to develop customers, you will inevitably see which suppliers this customer is purchasing from, and then you will unknowingly understand this supplier. There is nothing wrong with this. Knowing what you know is good for you to communicate with customers. But you will find more and more peers, which is obviously unrealistic. If every customer analyzes its suppliers, you can’t understand all the peer sellers in the industry. We are here to develop customers, not to do business surveys. If too much focus is placed on competitors, it will disrupt your development rhythm and plan, which is the waste of time. Even if you put all your energy on your opponents, and every customer follows this idea, how many peers do you analyze, and whether it is a set price or a check of the data, you know their products, prices, etc. Are you really clear after knowing the information? Can you guarantee that you can grab him?
So we are here to make a change of thinking, just accumulate him as a data source for potential customers thinking. For example, if you find that a customer is cooperating with a strong peer in your industry, it does not mean that you and he have no possibility of cooperation. Maybe he is a big company with relatively strong strength and overall strength is relatively strong, but his price may not be better than yours. For example, if you are a smaller factory, the management cost is much lower than that of a large factory. In the case of homogeneous products, the price may be lowered and will be more favored by buyers ... There will always be some places for you to find opportunities for cooperation.
Don't keep thinking about grabbing customers from your peers. Your goal is to develop more customers, have the opportunity to cooperate with more new customers, and even let customers accept you and become a supplier reserve for customers. The role of peer information and data is more reflected in the maintenance of old customers. For example, your old customers now purchase from other suppliers in addition to normal purchases from you. At this time, you should pay more attention to these Vendors.
What we have to do is actually use as much of these customs data as possible, record these potential customers, and analyze the data more from the customers, and try to follow the normal development process. Get to know as many of these buyers as possible and build an initial connection. Only after you accumulate more customers will you have a greater chance and proportion to convert transactions.