How to prevent departing employees from taking customers away?

how to prevent employees who leave the company from taking customers away

1. Take precautions beforehand, sign a confidentiality agreement with employees, or a non-competition agreement to restrain employees' behavior by agreeing on the scope of confidentiality, or require employees not to work in the same industry for a certain period after leaving the company. In the event of a dispute, the agreement will protect the interests of enterprises to the greatest extent.

2. Establish a customer information database, requiring business employees to submit detailed customer information to the company on a regular basis to prevent customer information from being held by only one employee. At the same time, confidential management of customer information is implemented to prevent an employee from knowing too much customer information.

3. Keep customer relationships (especially important customers) in the hands of the company, not an employee. For example, employees' superiors (or company-level leaders) always keep close contact with customers, and the departure of individual employees has no impact on customers.

4. build relationships with customers by the company or product brand, not by the personal relationship of employees, and weaken the personal role in the hearts of customers.

5. Enhance the special value of products or services, establish long-term strategic cooperative relationship with customers, increase customer viscosity, and make them fully trust the company, which is inseparable from the company.

6. The marketing management should visit customers regularly, on the one hand, to consolidate the relationship with customers; On the other hand, it is to verify the accuracy of all kinds of information.

7. after discovering the abnormal situation of employees, timely adopt the methods of exchanging areas, transferring posts, talking and communicating, etc. to eliminate the "signs" that may take away customers.

8. arrange the handover immediately after the employee submits the resignation request, so as to keep the smooth continuity of the customer relationship.

this kind of risk can be said to be hard to prevent, but if the enterprise always keeps the awareness of prevention and reflects it in action, it can greatly reduce the risk, reduce the competitive pressure and promote the development of the enterprise. So, how can we prevent people who leave their jobs from taking customers away? The author believes that we should start from the following three aspects, apply both hard and soft, and take active precautions. Form document management and control customer resources. Although many enterprises understand the necessity of effective customer management, they often can't do it perfectly, or even have no way to start. As a result, after employees leave their jobs and take customers away, they seem helpless, and the project is postponed, interrupted or even aborted. In fact, the most effective management of customer resources is document management, which can be entrusted to the subordinate institutions of the marketing department to complete. Its specific work is to carry out daily and classified management of customers, and to be familiar with their names, addresses, contact information, business conditions, and even their conduct, ambitions, personality, preferences, specialties and so on. For the documents that have been formed, the company should designate a special person to be responsible for the processes of filing, filing, reading and borrowing, and the right to approve, so as to form a situation in which the compilers, borrowers, custodians and approvers are separated from each other to supervise and contain each other, so as to reduce the phenomenon of missing customer files caused by chaotic management. For example, IBM stipulates that each employee has only three opportunities to consult the same document, and the time, place and reason of these three inspections will be strictly recorded. The advantages of documenting customer resources are as follows: the documented materials are realistic and intuitive, which will also make employees feel more intuitively that taking away the documents and materials will constitute an infringement of trade secrets, and they will not dare to take them away and compete for these customers easily; From the company's point of view, only the objective existence of documents can directly show that this is the company's information, while the customer information stored in the brain is often not considered as the company's trade secrets, and it is difficult for the company to prove it. Through the formation of documents, the customer resources of employees can be summarized to the company. Based on this, the company can not only adjust its corporate strategy and marketing strategy by analyzing customer resources, but also firmly grasp customer resources. Even after employees leave their jobs and take away customers, the company can know which customers they have taken away as soon as possible, and the relevant information of these customers will be clear at a glance. Based on the analysis of customer data, the company can adopt corresponding strategies to invite customers back again. On the contrary, if the customer information is not documented, it is not only difficult for the company to systematically collect customer resources, but also it does not even know which customers are taken away after employees leave their jobs. What are the relevant information of these customers? Therefore, it will certainly affect the company's next response. Some pharmaceutical enterprises adopt the vertical management mode of expatriate management and direct management of the company's customer management department in customer management, which speeds up the transmission, exchange and communication of information, so the company also firmly grasps the customer resources. In 24, a chemical pharmaceutical company I know encountered the dilemma of rising prices of chemical raw materials, increasing operating costs and electricity costs. The sales team of the company was filled with the feeling of distraction and fluctuating performance. After the company's top management found this symptom, in order to avoid the painful lesson that the marketing staff left their jobs and took away a large number of customers in the past, the company immediately launched pre-plan measures. On the one hand, it strengthened communication with its employees, indicating the company's views on the predicament at that time and its attitude of getting out of it. On the other hand, the company has strengthened communication with key customers in various ways to enhance the feelings of both sides, especially for some customers with large possible variables, and it is also the key to "tackle key problems". In the end, not only did not many employees leave their jobs because the company stepped into difficulties, but the resignees did not take away relevant customers after leaving their jobs, which is not unrelated to the fact that the company usually grasps customer resources and keeps in communication with key customers at any time. Signing confidentiality agreements and seeking legal protection of "trade secrets" have undoubtedly been paid attention to by more and more companies, and have risen to legal awareness-it has become more and more common to protect trade secrets through legal channels. How to prevent resigned employees from taking away customers

I once encountered such a thing: our company has been cooperating with a courier company for four years, and the relationship with couriers has been relatively harmonious. The courier company has almost taken over all the couriers in the business building near our company, and the annual income is still considerable, and everything is calm and harmonious. One day, the courier who served us said that he would go back to his hometown because this place was going to be removed. At the end of the month, when the courier came to pick up the letter, he brought another boy, from another courier company, saying that we would not have to waste time looking for a courier company again. At that time, we were still very grateful. Later, we started the courier company recommended by him. But a week later, the manager of the original courier company came in person and asked why we didn't order express delivery recently. We are surprised, isn't this point removed? The manager said gloomily, it hasn't been removed. The business at this point is very good. The courier was fired. No wonder so many old customers, even those who have cooperated for three or four years, suddenly stopped looking for us to send couriers after he left. Finally, the manager left his personal business card and sent another courier in the afternoon to continue our cooperation. And we also found an appropriate reason not to cooperate with that small courier company. Courier companies that have been cooperating with each other have had couriers leave their jobs in the past, and we will not think of checking and confirming the matter. This time, if it hadn't been for the manager's visit, we might have lost as their customers, and I'm afraid not only our family, but also the company would have suffered a great loss. This kind of thing may exist in many service companies, so how to effectively reduce the customer churn caused by employee turnover? Personally, I have the following suggestions: from the perspective of human resource management: 1. To ensure good recruitment, we should comprehensively consider the quality of employees in all aspects. For service enterprises, the moral quality of employees is as important as their professional quality. 2. Employees should sign a confidentiality agreement when they join the company, stipulating that they should not disclose customer information at will, so as to stop such things from happening at the source. If employees maliciously disclose company customer information, they can be investigated for legal responsibility. 3. For some positions that are easy to come into contact with technology or relatively confidential, sign a non-competition agreement to prevent employees from losing to competitors, resulting in the loss of customers or technology. 4. Strengthen staff quality training, further strengthen staff's professional ethics, improve staff's corporate loyalty, let employees leave with gratitude rather than hatred, and prevent them from taking customers away as revenge for the enterprise. 5. Establish a customer confirmation system for employees who leave their jobs. Each employee who leaves his job should go through personal resignation procedures with the resignation form confirmed by the main customer. From the perspective of enterprise management: 1. Before leaving the company, the customer service or sales staff must take their supervisor or replacement staff to familiarize themselves with the main customers they were in charge of, so as to prevent the customer company from only knowing the customer service individual, which is the case in the above case. 2. For the service process, there are many points for customers to complete the service process, which can prevent customers from losing customers because of one person's resignation. 3. Shaping the customer's satisfaction with the company's service. If the personal ability can solve the customer's problems, the customer will follow the individual. If it is the strength of the whole team of the company, then the customer must follow the company. 4. The customer service supervisor or the senior management of the company pays regular visits to customers to enhance the communication between the company and customers. 5. Establish a customer early warning mechanism, register the customer's demand, and summarize certain rules according to the customer's situation. If the customer number is abnormal, it can be warned in time. 6. There should be a systematic guarantee of customer information, from sales to later service maintenance records, so as to facilitate the transfer from the system, rather than putting customer information in various sales or customer service. In short, we can formulate corresponding countermeasures and systems with reference to the specific situation of our company, so as to prevent serious losses to the company's reputation and interests caused by employees leaving their jobs and taking away customers.

how to prevent leaving salesmen from taking customers away

The company should form systematic competitiveness, instead of relying on someone to win customers. Only in this way can the company maintain its competitive advantage for a long time. How to prevent leaving salesmen from taking customers away can be built from the following aspects:

The company's products have competitive advantages, and the advantages should be established from some aspects of low-cost strategy, specialization strategy and differentiation strategy;

The company has its own R&D team, which has the ability to independently develop products, instead of copying other people's products without innovation;

establish the company's customer management system, in which customer information is stored and maintained by all staff;

From the perspective of value engineering, all links of the company are value-added, and the production and logistics system is efficient with less waste; R&D is designed for manufacturing; IE department fully considers the layout planning, and the production is pull production, which has the flexibility of multi-variety and small batch production;

The staff and team are fully motivated, and the organizational structure is reasonable.

only when the platform of the whole company is well built and has a competitive advantage, will someone not be afraid to leave. Can enterprise QQ prevent employees from leaving their jobs and taking customers away?

14 advantages of enterprise QQ internal management:

1. Roaming storage of message records allows administrators to view the chat records of each employee.

2. Employees use enterprise QQ to work, and the company has the master control. When employees leave, they can't take away customer information and delete chat records.

3. Restrict personal QQ login to improve work efficiency.

4. Enterprise QQ is an independent QQ number for everyone, but the mantissa is connected to show the good corporate image of the enterprise.

5. Clear internal organization chart and electronic address book make internal communication smoother.

6. Broadcast message notification to make internal communication smoother.

7, office attendance punch-in function.

8. Support multi-person video conference (2 people).

9. Friend cloning, which can copy friends from personal QQ to corporate QQ.

1, pure business office, no entertainment function, QQ is faster, and many people chat without getting stuck.

11. Support account number, enterprise domain name and mobile phone number login.

12. Enterprise QQ comes with a free, high-capacity office mailbox, and the transmission file size is not limited.

13. The account has high security and there is no danger of being stolen.

14. External friends can add 1,5 people, build high-level groups and discussion groups, and use the contact function frequently, with low price. How to prevent employees from taking away customer resources after leaving their jobs

There is no good way

After all, it is normal competition now

Only you can improve your company's physique! What responsibility does the employee who leaves the company take away the customer data?

What is the nature of the employee's behavior of taking away the customer list and technical data of the enterprise? The key lies in identifying the legal nature of the customer list and technical data, and judging whether they are commercial secrets protected by law? Or other intellectual property rights.

trade secrets refer to technical information and business information that are not known to the public, can bring economic benefits to the obligee, are practical and take confidentiality measures for the obligee. The reason why trade secrets are protected by law is that trade secret information is developed and used by the obligee through investing a lot of manpower, material resources and time, which can increase the obligee's economic interests and enhance the obligee's competitive advantage in the industry. For example, in this case, the customer information advocated by JD enterprise needs to meet the above requirements in order to constitute a trade secret, and it should not only reflect the simple information such as the contact information and address of the customer, but also reflect the trading habits of the customer such as the number of orders, the price to bear and so on.

In addition, according to the Anti-Unfair Competition Law, there are two kinds of infringement of trade secrets, namely: the act of obtaining other people's trade secrets by unfair means; The act of disclosing, using or allowing others to use secret information in violation of the provisions of confidentiality obligations by those who have confidentiality obligations to the right holders of trade secrets. When dealing with such cases, some courts think that the defendant belongs to the employees of the enterprise and has the obligation of confidentiality. If he fails to disclose, use or allow others to use the business secret information, it does not constitute infringement. However, there is a logical error in this point. Even those who have the obligation to keep confidential business secret information may have improper acquisition behavior. How to prevent employees from stealing information

The way to ensure the company's confidentiality is to formulate the company's confidentiality system and sign a confidentiality agreement with employees.

company secrecy system

article 1 this system is formulated to keep company secrets and safeguard the development and interests of the company.

article 2 all employees have the obligation to keep company secrets.

article 3 in foreign exchanges and cooperation, we must pay special attention not to reveal company secrets, let alone sell them.

article 4 company secrets are matters that are related to the development and interests of the company and are only known to a certain range of employees within a certain period of time. Company secrets include the following secret matters:

1. Secret matters in the company's business development decision;

2. Secret matters in personnel decision-making;

3. Proprietary production technology and new production technology;

4. Pre-tender estimate, terms of cooperation and terms of trade of the bidding project;

5. Important contracts, customers and trade channels;

6. The company's non-public financial and securities information and bank account number;

7. Other company secrets that should be kept as determined by the board of directors or general manager.

article 5 files and materials belonging to company secrets shall be marked with the word "secret" and shall be taken care of by a special person.