Automation of the process of organizing work with lost customers. Organization of the process to find out the reasons why the customer stopped buying our products. Returning a lost customer to Active.
Automatic generation of planned events (or business processes) for organizing interaction with the “Lost” client.
A customer who has already bought something from us is more loyal, unlike a potential customer with whom we did not interact.. The client stopped buying, so there is a reason for this, either the client completed a one-time purchase, or something he did not like about the service. In both cases, it is necessary to find out the cause, and if there was a problem, then try to solve it.
A client who has stopped buying from us will buy from a competitor.
By the principle of least resistance. A common practice is to work with leads that come through advertising channels, as well as work with regular customers who constantly call and want something from the manager. In this case, the business owner works for managers, he is constantly obliged to pay more and more advertising channels.
The figure below (Fig. 1) shows the customer’s life cycle, where it is clear that they began to interact with a commercial offer, which, apparently, was not of interest, since the “customer order” process did not follow him.
Fig. 1. Customer life cycle.
Then two processes started calling the “lost” client. Why two? Because then the client had the “Warm” interaction status, and according to this status, it is necessary to interact with the client every 14 days. Then three business processes “Buyer order” were created.
Then again, the “Commercial offer” process. After it, the “Complaint Analysis” process. Then the process started calling the “Lost” customer and after him, a month later another process calling the “Lost” customer. Why in a month? After the customer’s complaint, it was classified as “Cold”, and according to this status, the ringing is performed every 30 days.
1. If there had been no automation of work with lost customers, the life cycle of this client would have remained on the commercial proposal (the first process in the list in the figure above). Even if the manager called back once, then the probability of a second call would already be zero. The manager’s work resulted in three successful customer orders.
2. Making managers work with lost customers is possible only by rigorous automation of this process.
An example of tight automation: a manager can close the “Calling a Lost Client” business process only by selecting a real phone call lasting more than 20 seconds for that client.
Organization of work with lost customers on the stream, without participation, "kicks" of the head.
Returning a customer you’ve previously worked with is cheaper than a lead from ad channels.
Your customers have an understanding that your processes are streamlined (not chaotic reactions to stimuli).
If the client has a choice: one is the seller, who is interested in his needs, finds out the reasons for the displeasure, and the second is the ordinary seller, who has none of this, then the choice of the buyer will be obvious.
configurations on managed forms (UNF, KUP, BAS, UT 3 and others);
configurations on ordinary forms (UPP, UTP).