How to improve the quality and level of tobacco marketing services

Strengthening service and building brand is one of the themes of this year’s marketing work. Marketing services should be combined with retail terminal construction and window construction to practice the business philosophy of customer first and service-oriented. The foundation of strong service is equality and mutual benefit. The core is to pay attention to the interests of customers. The key is to close the relationship between customers and ourselves. The goal is to improve customer satisfaction. The grassroots marketing department should be based on work standards, promote long-term demonstrations, explore customer-self interactions, enhance service value, build an efficient, convenient, high-quality and standardized service brand, and truly achieve "development in the same direction, work in the same direction, service synchronization, and shared interests" .

1. Improve service quality based on work standards

The quality of marketing services depends on the execution and refinement of the account manager’s work. Only when the work process is standardized and the work standards are clear, the work Only when the process is controlled can we achieve equality and mutual benefit with customers, and make customers feel fair and equitable. The grassroots marketing department should formulate and implement the "Customer Service Supervision and Evaluation Methods" in response to possible problems in customer service work such as insufficient frequency of visits, lack of service capabilities, and simple service methods. Reorganize the account manager's work process and service standards (for example, stipulate that except for small grocery stores, all other customers need to visit once a week, require that no more than 3 missing customer price tags are required, and require that the error rate between functional terminal accounts and actual inventory must not exceed 10, etc.), and strictly regulate business disciplines, and adopt the form of supervision and evaluation of all employees, team inspections, and monthly assessments. That is, the district marketing department established a "Customer Service Inspection and Evaluation Leading Group", whose members are composed of the district marketing department's business manager, customer service department director, and marketing department manager. It conducts monthly spot checks on the frequency of visits, brand promotion, and terminal image of all account managers serving customers in the district. , service attitude. For account managers whose inspection scores do not meet the standard, the marketing assessment will be strictly implemented. For account managers who score more than 90 points, extra points will be given as incentives in benchmarking management. Through the evaluation form of mutual supervision, communication and mutual learning between the marketing departments, the quality of regional customer service is dynamically monitored and the service awareness of account managers is improved. The district marketing department should also formulate the "Guiding Opinions on the Total Monthly Supply to Customers", using 2011 as reference data, to break down the average monthly sales volume from seven business types, and guide account managers to analyze the seasonal average sales volume, month-on-month floating coefficient, and year-on-year growth rate. Forecast three aspects and make accurate customer monthly appointments. In accordance with the principles of continuous supply, balanced delivery, and fairness, the "2012 Management Measures for In-demand Supply" was formulated to further optimize the flow rate, direction, and volume of in-demand supply and improve customer supply satisfaction.

2. Promote demonstration in the long term and strengthen service capabilities

Demonstration street is a window for cigarette retail, a position for brand cultivation and a benchmark for standardized operation

Only when the customer service in Demonstration Street is more standardized, more standardized and more personalized can we truly pay attention to the interests of customers. The district marketing department should first unify the image and create hard terminals. That is to say, price tag boxes will be issued to all customers in the Demonstration Street, and the price tag service work of the account manager will be included in the customer service supervision and evaluation, and efforts will be made to solve the problem of randomness of customers' price tags being issued but not used, and used but not retained. At the same time, a "new product display area" is set up for customers to unify the display method, enhance the brand display image, configure tobacco logo store signs and counters for some customers, display the integrity management window, and give full play to the publicity and promotion function of the demonstration street; secondly, strengthen services and build soft terminals . On the basis of promoting the demonstration street and unifying the image, the "End Customer Improvement Work Process Supervision and Implementation Measures" should also be formulated and implemented to guide account managers from price tag specifications to box and bag display specifications, from uniform counters to vivid and eye-catching storefronts. , comprehensively carry out customer service work from order quantity to order structure, from operating profits to brand cultivation. A working mechanism of "daily service, weekly visits, and monthly inspections" should be established for the demonstration street, that is, the account manager provides display guidance, inventory optimization and brand promotion to the customers of the demonstration street every day, and the marketing department conducts weekly inspections of the terminal image and customer needs of the demonstration street. Through visits and surveys, the "Customer Service Supervision Team" conducts random inspections of customers in the demonstration streets every month. Lead by goals, provide long-term services, and continuously improve to further improve customer service capabilities and levels.

3. Explore customer-customer interaction and innovate service methods

Interaction is the highest state of customer-customer relationship. The district marketing department can actively explore the combination of online interaction and offline interaction, and business interaction A customer-self interaction method combined with emotional interaction. With the strong support of the municipal company's marketing headquarters, industrial enterprises, and information centers, a customer service QQ group has been established. In response to the information needs, communication needs and business needs of cigarette retail customer groups, four publicity columns have been opened: "Supply Source Information", "Functional Terminals", "New Product Promotion" and "Customer Training", and professional consulting services for marketing, exclusive sales and delivery have been launched. . By setting up online full-time customer service personnel to play the three roles of analysts, consultants and trainers, we explore the establishment of a window for customer service, a platform for customer communication and a bridge for customer-self interaction. Fulfill the three commitments that whenever a customer raises a cigarette business complaint online, the customer service staff will reply to the message, the account manager will provide door-to-door service, and the district marketing department will pay a return visit to inquire about customer satisfaction. It is clear that QQ group is a platform service, not online sales; it is a perfect service, not a comprehensive service; it is an interactive service, not a passive service. Create a good interactive atmosphere for tobacco to provide professional information services, industrial enterprises to promote brands, functional terminals, ordinary customers, and new customers to communicate freely. Establish a positive customer-self communication mechanism, give full play to the role of public opinion propaganda, and open up online channels for customer service.

4. Build functional terminals and enhance service value

Functional terminals are the stabilizer of the market state and a new realm of customer-self relations. Only by further stimulating the initiative of customers and stimulating the relationship between customers and ourselves Only through interactivity can terminal functions be brought into play, service value can be enhanced, and customer satisfaction can be improved. The district marketing department should formulate the "Implementation Plan for Functional Terminal Construction" and "Measures for the Dynamic Evaluation and Management of Functional Terminals" to explore and practice the basis for configuring and running online the current "three-in-one" functional terminal customers (store sign, counter, and code scanning gun). On the other hand, we will use information application and experiential training as the starting point to further optimize services; use dynamic evaluation and classification management as means to further improve operational quality. The first is to carry out experiential training. The marketing department organizes a functional terminal customer experiential training event every month to develop target customers through centralized training, Q&A, experience exchange, and "three-in-one" terminal observation for 20 customers. The account manager selects a functional end customer every month and conducts one-day "in-store" training. Make full use of functional terminal operating platforms and marketing tools to help customers organize a brand sample, try a new brand cultural communication, conduct an inventory analysis, and optimize a cigarette order. Let customers gradually establish the business philosophy of scanning QR codes to collect information, sales to guide purchases, inventory to control costs, and sales to drive profits; secondly, implement dynamic evaluation and classification management. Evaluation rules should be set closely around the five major functions of the terminal, and the method of "quarterly evaluation, function scoring, classified management, and survival of the fittest" should be adopted to conduct a comprehensive evaluation of functional terminal customers every quarter. For terminals with "excellent" functions that are dynamically evaluated, personalized guidance will be strengthened every month to improve the "three-in-one" terminal configuration; for terminals with "good" functions, the "in-store" service of account managers will be strengthened every week to help improve business capabilities; For "qualified" functional terminals, we will use "excellent" customers as the benchmark for visits every quarter, and carry out observation experiences, centralized teaching and outdoor exchange activities at the city and district levels; for "unqualified" functional terminals, a notice will be issued to make rectifications within a time limit. Form a management mechanism for survival of the fittest, increase the contribution of functional terminals, realize the transformation of customers from "building terminals" to "using terminals", and promote the in-depth development of terminal services.