By Nilson T.H.

This ebook explores the more and more vital subject of name construction in the one-to-one thought. It explains the way to in achieving what all dealers dream a few services or products custom-made for every person patron that's either a great worth for the buyer and a ecocnomic enterprise for the manufacturer. It makes use of functional instruments and case experiences to teach how a firm can optimize its model advertising assets.

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By changing the business model from ‘first we make and then we sell’ to ‘first we sell and then we make’, it can deliver a customized product made to your specification. It is of course worth noting that ‘make’ in this case equals ‘assemble’, but that is the case in many other industries as well. By customizing the product Dell’s products are perceived as having a higher value than the competition. In the service industry, customization is more common, although not always structured as such. Successful consultancy, one of the fastest growing sectors in business, thrives on providing a unique set of standard procedures for each client.

Flair and creativity should thrive on segmentation and data, not be drowned or delayed because of it. Remember, segmentation: . is a tool for inclusion, not exclusion; . is an internal technique, keep it away from customers; . methods have to follow all relevant guidelines for the company to retain credibility; . is not an exact science. It is different shades of grey, not digitally black and white. THE ECONOMICS OF SEGMENTATION The purpose of segmentation is to get closer to the customer, yet to retain the economies of scale by dealing with large numbers of people at any one time.

The simplest one is to talk to as many as possible. Retailing is an industry highly dependent on consumer satisfaction. Almost all successful retailers spend considerable time at the front line talking to customers. Retail legends such as John Sainsbury (Sainsbury’s), Ian MacLaurin (Tesco) as well as WalMart’s Sam Walton and IKEA founder Ingvar Kamprad spent, or in Kamprad’s case still spend despite being 70þ, considerable time in talking face-to-face with customers. Michael Dell of Dell Computers has stated that the most valuable customers to Dell are not the customers who spend the most but those who challenge the Dell company the most by questioning Dell’s products and services.

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