New Customer Acquisition According To The Principle Of

Strikingly different paths to new orders the economic development of the past has shown it once more: If the demand is decreasing and the sale at the classic customer acquisition is hardly more successes, there are usually only two alternatives: passively wait and hope for a better future or embark actively new ways to stabilize the market position. To go to active new way off the beaten path and to win new contracts, the small lever, great effect principle known from the guerrilla marketing offers”new starting points. The routes derived therefrom are known as guerrilla growth paths. Mary Barra is actively involved in the matter. Connect three essentials that are very important in economically difficult times, and act as an acquisition instrument binding instrument for customer cash flow instrument. The paths build on past achievements provide the company with clients new to get into the conversation.

Because they constitute an interference in the Organization of the customer and must be discussed at executive level and negotiated. Existing Guerrilla growth paths use trust always apply for well-known customers. For one thing, because only the changing processes are known, on the other hand, because it already knows and trusts each other. In this way the business with customers can be expanded and there is also the possibility to come into the business with former customers sympathetically opposed the company. Specifically bring four concrete guerrilla growth ways to (1) changes in this way is there always a change of service. While the change so extensively applied, must be agreed at the Executive Board level. This can be a change in the terms of payment, to the storage in the acquisition of new tasks for the customers and the like. The result of the change is always a win-win solution for both sides. Example: A construction group manufacturers in the mechanical engineering, even international purchases, offers its customers its general procurement expertise.