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Research On Clothing Demand Trap: Different Customer Purchase Decisions

2010/6/29 14:53:00 34

Garment Demand Customers

To study the customer's purchase decision is to study the purchasing psychology of customers.

Enterprise sales

The shortcut to success is also the premise and foundation for implementing customer service. Without customer's purchase, customer service is impossible.

Therefore, when exploring how to implement customer service strategies or skills, we must first win customers.

The most important thing to win customers is to study the purchase decisions of different customers.


along with

clothing

,

industrial product

Customers constantly acquire experience in the process of purchasing products, and their needs are constantly changing.

At first, they were inexperienced buyers, who tended to be fully functional, beautifully packaged and well served.

Later, they became experienced experts and were more willing to buy products that were cheap, unpackaged and reliable.


Example: Jerry's

demand

trap


Jerry, a salesman of a plastic manufacturer, hopes to one day get the best of it. He has been visiting the new product development group of Ge for 2 years.

In the last year, his efforts were finally rewarded, and a large number of orders continued, because the product development team had incorporated several of their improved nylon products in their research directory and became members of their new household products.

However, after some time, things changed.

(Wen / Guo Hanyao)


One day, the head of GE's new product development team suddenly told Jerry that they were going to end the current project, and that they would focus on the development of various other products. Jerry's sale of improved nylon was handled by the purchasing manager.

Next, Jerry met with the purchasing manager separately. He tried to establish a close cooperative relationship with the purchasing manager, and he hoped to inspire enough interest of the purchasing manager.

He mentioned that he had been very happy with the development team, and had described several new product ideas. The purchasing manager interrupted, "I really would like to do that, but I have to tell you honestly, I only need three points: price, price or price.

"Can you provide it?" Jerry was very surprised at the manager's recklessness. He joked bitterly: "you know we are not the Chevrolet in the industrial field."

Obviously, it didn't hold water. When he was still saying this, he had clearly realized that the interest of his customers had disappeared.

Later, as he approached the car door, Jerry felt uncomfortable. Losing such a customer was equivalent to a loss of $5 million a year, which was all too sudden.

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