Guide to building a TOB operation customer acquisition system!

“The two core elements of customer acquisition are the growth of new customers and the referral of value-added services to old customers.”

When we open major websites, we are bombarded with keywords every day such as acquiring millions of users at zero cost, attracting new customers at low cost, sinking, social fission, and community growth. I believe that even very Buddhist B-side companies will be consumed by such "selling points".

But in reality, is this really the case?

In fact, this may not be the case. Most companies are blinded by the "surface". Social fission is undoubtedly a means, but in the end they find that they have caught a batch of "useless clues" and wasted a lot of operating time.

After seeing others doing a SCRM content social fission activity, I also wanted to try social distribution. However, I found out that it costs a lot to invite KOLs, and finally I have to maximize the "benefit ratio" before people are willing to share it on WeChat Moments.

Whenever I talk about TOB with friends, the topic basically always comes back to "how do you acquire customers?" Do you use traditional methods? Is it content-driven or mainly social fission?

It has to be said that from the perspective of market development, for current TOB companies, whether SCRM or SAAS, the first communication is "customer acquisition", and customer acquisition anxiety is not just "a problem for one company".

For TOB, growth mainly comes from two dimensions: "acquisition of new customers and value-added referrals from old customers."

If there is a third party, it is the "influence of the B-end brand in the market". The first two test the company's technology, operations, and product capabilities; the latter tests the market PR, public relations communication, and customer service capabilities.

Today, I will share with you how to build your own "user growth system" from the perspective of the B-side enterprise market structure.

1. Organizational Upgrade

The most challenging part of all growth is the "organizational department". The traditional TOB (SAAS, SCRM) marketing department is roughly divided into four aspects: new media, brand department (PR, media), BD key customer sales, SEO, and SEM.

Its main focus lies in the "sales team", but it is found that the large-scale sales team is suitable for the market in the first half of 2019. It seems to be somewhat ineffective for the constant changes in the "media information structure" this year. No matter how high the KPI is set, sales still cannot complete "customer acquisition" in the end. Then we must adjust the strategy in time.

1. New organizational deployment, content-driven

Looking at 2020, whether it is SAAS or SCRM, there is never a shortage of products on the market. What is lacking is "product solutions". From the perspective of solutions, we should create a content-based product to empower "pain point users".

Because pain point users need "solutions", most of them will use online searches to find relevant content, and content becomes one of the most important "carriers" for "obtaining clues". For a company, the distribution, creation, and compilation of content requires a dedicated team.

Because of the new organizational upgrade, in addition to merging traditional "key customer sales", we need to form a content team to obtain leads. Strictly speaking, content is the functional product of the TOB enterprise market, and around any enterprise solution, we need to plan a corresponding "theme content".

And around this theme, we build a content portfolio that integrates four dimensions: exclusive viewpoints, methodologies, solutions and tools, and best practice cases, along each link of the marketing funnel.

For example, if a company is engaged in enterprise WeChat, then it needs to plan relevant content around the themes of enterprise WeChat and fission growth, and then accumulate cases and methodologies for dissemination. For example, if the company serves customers in e-commerce, education, and entertainment voting categories, then it needs to create a system for each different category.

Only in this way can we establish the position of opinion leaders in a topic area and realize the possibility of obtaining traffic leads from cognition. This is also the difficulty of TOB content marketing and can be regarded as a long-tail service.

Therefore, the new organization of the TOB marketing department in 2020 is: new media operations, PR brand public relations, media relations, KA key customer sales and channels, SEO, and SEM as a group model. In essence, from the perspective of staffing, there is not much change, but the content is heavier. The content team can be placed in new media or integrated with PR.

Secondly, the "sales BD team" with the human wave tactics is updated and iterated into the "content group with exponential growth and long-tail services", and the sales leads obtained by operational activities can be fed back to major customers.

2. Differentiation of content design

Since content products are marketing tools that enable "SAAS, SCRM", they themselves also need to have unique value in order to more easily gain the favor of pain point customers.

As one of my points of view, as the era of content marketing enters its explosive period, "every high-quality article is the guarantee for the best results."

The so-called "high-quality content" can be PGC or UGC, but it must be systematized and differentiated, rather than directly reproduced. The data generated by the leading platforms tell us that the best content format for TOB companies to acquire customers in the long term is "report + case + methodology."

In the early stage, acquiring customers through content requires a certain amount of manpower and time. Generally, strong BD is more common in the early stage. It revolves around the relationship with the founders, inviting friends to use the service, shaping cases, and then writing cases with content and distributing them through channels. Only in this way can there be a small flywheel of growth.

The characteristics of content are "exclusivity", authority, depth and practical value. These are "differentiation performances" and are also the values ​​that the TOB marketing content team must strive to create.

We must know that "the potential of organic content customer acquisition channels is still there", and we need to continue to operate in depth and build our own advantages. There are many vertical dimensions in content creation, and each part can be used for in-depth exploration.

If it is a product from 0 to 1, the underlying content architecture construction is divided into company profile, product profile, official website, product manual, solution manual, etc. Of course, this is not all, and it still depends on your own business.

When the foundation is completed, the second stage is to build tools. This tool is not a product, but a system, "the top-level structure of the content system". Some companies do it directly from the college, "the overall system structure of the activity". When there is enough content, the content can be used as a carrier to carry out activities.

The essence of "building advertising operations" is to do the delivery, so the "content" of the delivery can be made with the above two dimensions of content. It can be divided into different types according to the pain points and clicks of different users. This can also be regarded as a system.

Because acquiring customers through paid channels is more expensive, companies have to create their own content. Therefore, organic content acquisition channels require companies to operate from a long-term perspective. Content marketing is also a marathon and requires long-term optimization like polishing a product.

2. “Activity Acquisition”

Event acquisition is the most direct way to acquire customers. The essence of online TOB activities is still centered around "content", such as distributing courses and distributing packaged dry goods documents. These are used as bait. The core of the essence is still centered around "content, but it is packaged."

Then the investment in offline TOB activities is relatively large. For example, for industry conferences, the company can hold conferences "focusing on content" and jointly organize KOLs in vertical industries to share useful information and obtain clues.

Or attend some exhibitions and gain customers through exhibition activities. These are relatively heavy and suitable for companies that need to establish brand power and market share.

1. Online activities, the four pillars of content marketing

Content is essentially a carrier, and this carrier can also be packaged. When we have enough content, we can operate activities and promote social fission."

For example, if you want to get the "50+ event planning cases, 100 PDF practical methodologies" that you often see, you just need to scan the poster, invite a few friends to join the group, or add the designated corporate WeChat to get it. This is the way to drive content and obtain clues before the event.

For TOB content marketing, online basically involves writing public accounts, setting up academies, organizing activities and issuing reports. Activities are an important part of it. The core is to convert "traffic" into "an important tool for sales leads", because getting target customers to sign up for an online activity is a very strong lead conversion CTA.

To give a simple example: If I teach an online course on how TOC brands can fine-tune their operations to attract millions of customers, with the core purpose of selling my own "SRCM tool", and then broadcast it live on other media, then the registrations for the course will bring me a lot of sales leads. This is just a simple activity.

Going a little further, for example, creating a "content service community": for example, creating a Party A planet, focusing on "the new consumer industry, a planet centered around Party A TOC growth and customer acquisition", allowing users to pay, so that the core purpose is to obtain sales leads.

This is a longer tail, from the early stage of "the design of planetary rights", "the selection of seed fission propagation channels", "whether a registration form is required", or direct payment, this process requires a lot of energy investment; but in the early stage, "content" is still needed, and the content carrier can be PDF dry goods or courses.

In order to maximize the value of an event, several points need to be grasped: the first is the form of the event, and the second is the creativity and content itself.

There are many types of online activities, such as content-based activities, such as live broadcasts of conferences, live broadcasts of open classes by experts, online product launches, etc.; product-based activities, such as product experience, welfare collection, information collection, etc.; marketing-based activities: festival activities, hot activities, promotional activities, anniversary celebrations, etc.

Of course, what I listed above is not all-inclusive, and the types can also be carefully sorted out. So how do we form a system of "online activities"?

Like content marketing, the purpose of online activities is also to "acquire customers", and event marketing is more about obtaining "short-term value". How to use events to acquire customers in the long term is the key to building an event marketing system.

2. Online Activities Implementation Methodology

When doing online activities, the first thing we need to be clear about is the "purpose", prepare the content of the activity, and clarify "who the customer group we need is", and also be clear about what resources we have available.

Even the current market situation, from the perspective of tools, what the company is good at, what channel resources, budget, personnel, etc. With these, we can decide in the group meeting that the activity should not be done just once, but should be made "routine". The essence is to obtain short-term value, so we can make it a "cyclical activity".

For example, for "live broadcast", the founder can actually arrange for several broadcasts on the "WeChat service account" every month to cover the fans of the official account.

If you want to watch the live broadcast or get a PPT, just fill out the form or add the corporate WeChat, and you will eventually become a "sales lead"; if you need to do regional markets, you can also arrange periodic offline salons and lectures in various regions, and acquire customers through online live broadcasts. You just need to set the time in advance.

After the online activities are completed, they need to be precipitated and transformed. If they are content-oriented, try to precipitate the "live content" in the academy as much as possible, so that it will be convenient for users to watch it later, and it can also be made into a "paid course."

The conversion of leads is very important. For every activity we do, the customer's interests are different. Therefore, when we "deliver" the information to major customers for sales follow-up, the strategies and conversion scripts required are also different. If there are necessary customers, door-to-door visits are also necessary.

If an online event mainly talks about "social marketing of TOC brands" and obtains hundreds of sales leads through content, and then you ask key customer sales to sell SAAS to customers, it may not be a good match; but if you sell SCRM enterprise WeChat management, it will be relatively easy.

In practice, the online activities we conduct must be in line with our "products and services", so that they can naturally be converted. It is important to find the entry point, and create content, activities, solutions, etc. around the entry point to achieve a higher conversion rate. This set of logic is the "construction of an event marketing system."

A standard SOP can be formed later, so that as the business grows and the size of the organization evolves, more ways of doing things can be implemented, while also reducing the manpower cost of operations.

3. Offline activities as a way to build brand exposure

Before 2019, all TOB sales scenarios were based on offline activities, and sales leads were obtained through offline activities; but by 2020, offline activities gradually decreased.

Many of our activities have moved online. Some people think that "there is no need to do it offline", but in Zhiyuan's view, offline is a means of exposure, especially the exposure of golden sentences from the founder's speech PPT, which will be spread faster on social media.

The types of offline activities include self-hosted conferences, salons, and courses. Co-hosted activities are usually done with other brands, KOLs, and media. Sponsored activities usually revolve around sponsoring the purchase of exhibition booths, industry exposure, executive speeches, etc.

Online and offline activities, whether organized by oneself or jointly with a third party, can actually form a combination of strategies from the perspectives of enhancing brand power, attracting traffic, and exploring and converting sales demand.

If a brand wants to maximize the value of its activities, it must make annual or quarterly plans in advance. According to the quarterly marketing goals, it should divide the activities into regular and brand combination mix and match modes to create an overall marketing rhythm that accompanies product iteration and business expansion.

For example, the value of an event held with others lies in "brand exposure" and "traffic attraction", while the essential focus of holding an event on your own is "obtaining leads", "exploring precise needs" and "promoting sales".

You can achieve the "three-in-one" of product, sales and effect by organizing your own events, but the core still lies in the planning of theme creativity and professional content. The invited speakers also play a "decisive role". For offline activities, the content must follow the trends and follow the footsteps of customers to attract user participation.

For example, this year many customers are paying attention to "new growth" and "private domain closed-loop growth". Companies that do SRCM can cooperate with this type of KOLs to organize events. You can even host an event with your own brand and invite big names to give speeches. In addition to exposure, the venue can also be used to "obtain sales leads", which also reduces a lot of investment in customer acquisition costs.

3. “Pay to acquire customers”

The essence of paid customer acquisition is "promotional marketing". The conventional means are SEO, SEM, KOL soft text implantation, etc., but its underlying basis for TOB is still based on "content".

Promotional marketing is part of the "advertising operation system" I mentioned above. Although the overall click-through rate of advertisements has been declining wildly this year, based on the huge amount of Internet traffic, many TOBs are still being launched in a rough manner.

According to data obtained from market surveys, taking a 5,000 yuan SCRM as an example, the investment in a successful customer, from customer acquisition to conversion, is at least around 3,000 yuan. Compared with the customers obtained through investment, the accuracy is not very high.

1. Optimize search payment channels

After observing several SAAS and SCRM tools that place advertisements on search engines (Baidu, Toutiao), we concluded that most of them focus on the rigor of payment channels, effective content, and website optimization.

Especially for the "delivery effect type", it is even more important to grasp the user pain points. The logic is different from that of the C-end. The main selling points of the C-end delivery are "cheap" or celebrity endorsements, etc.; while for the B-end product delivery, if the investment is just in tools, others are basically not interested.

Therefore, the essence of B-side customer acquisition is also "content delivery". The content delivered is generally "industry solutions, or even methodology". Through title optimization, customers who are interested in this aspect can fill out forms, receive information, and track after obtaining clues.

The channels for TOB delivery are not as diversified as those for TOC, and even not as sinking. SEM advertising can be said to occupy half of the TOB industry. Most target customers will still search for relevant solutions or even information. So we cannot abandon this channel, and we must continue to optimize the content to achieve the effect of paid conversion.

When placing ads on search engines, the main parts we optimize include "title word selection", "keyword description" and "official website landing page". We use the simplest and most straightforward language to display the differentiation of products or companies. This reduces the "user's understanding cost" and increases attractiveness.

When optimizing, try to follow the three aspects of TDK, namely (website title, description, and the initials of keywords). According to the survey, most of the traffic brought by clicks is based on "interest and concern" and "user pain points", and we hope to find solutions quickly through search.

The best way is to find a "methodology" or even find a case similar to your own. This is the first demand of potential customers. Then the first page of the landing page should display these things as much as possible to meet the needs of users. Only in this way will they be willing to fill out the form and advance the purchase process.

If possible, it is also necessary to put the website registration page on it.

Data visualization is a must for delivery, and the data on clicks, conversions, and form filling must be clear. It is absolutely necessary to make several sets of A/B testing landing pages.

The channels for spending money are all real money, especially on the B-side. "Open source" and "traffic interception" are equally important. Traffic interception means the improvement of every link, such as keywords, content, pictures, and landing pages. Each step needs to determine the direction based on data feedback.

Taking headlines as an example, what data do we basically look at?

The first is search display, the second is landing page pop-up, and the third is user stay time. Each link is not isolated, and where there is room for optimization? This is the core reason why A/B testing is needed.

2. Exploration of other feasible channels

For online customer acquisition, especially paid ones, in addition to SEO and SEM, other methods can also be explored. According to the product dimensions, the TOB market is relatively segmented, and bottlenecks can easily appear after each paid channel is developed.

So we have to look for new opportunities, then try in small steps, and see if we can find new traffic pools based on the results.

For example, the diversification of Toutiao's products. In addition to Toutiao's own text and picture information flow, short videos can also be tried. However, short videos also need to "invest in content solutions" rather than "invest in the tools themselves." Secondly, many vertical opinion leader communities can also be tried.

For example, if your company is engaged in SCRM, then look for communities for fast-moving consumer goods that mainly gather the management of fast-moving consumer goods. You can have a "content sharing live broadcast" at a higher level that targets pain points, and finally organize a registration. Such KOL cooperation is not impossible.

Secondly, there are some communities that specialize in training courses, knowledge planets, and communities that are interested in a certain topic. You can also try industry communities, such as "paid communities centered on fission growth". Here you can find many people who are interested in fission and you can also find clues.

This type of cooperation involves directly placing advertisements on social networks or finding "self-media to place articles" or asking group owners to help with the placement. The official cooperation is continuous and it is possible to place advertisements several times a month.

However, every campaign also needs to consider "the lead rate", "the quality of sales development" and "the number of users added". If it is not suitable, stop immediately. If the ROI is still a match, you can try more.

Zhiyuan has tried some of them before, and they are pretty good, so sometimes we cannot be limited to "traditional channel thinking". Changing our thinking may not be a bad thing, but the best form of each launch for the B-side is to sell "solutions and cases."

During the delivery process, we need to target different groups, design creative ideas and even content, and then conduct stage tests. For example, I used to deliver "dry goods" directly to other people's social groups. Those who were interested could add my corporate WeChat to receive them. In this way, I attracted a lot of interested people, but in the end, I would definitely resort to paid bait.

4. “Self-development of sales channels”

The ideal situation for many TOB companies is to do "channel sales well" without spending any money and only need manual coding to obtain a steady stream of leads; however, this approach is not ideal in the long run, because sales personnel will appear powerless in the later stages of their self-development process because their personal brand power is not that strong.

In the process of TOB operation, marketing and sales cannot be directly divided, and sometimes even content operations have to participate in "customer acquisition".

1. Close relationship between sales and marketing

The essence of marketing and sales is a "cross-cooperative relationship". If we look at it from the perspective of the funnel model, the market plays a leading role. According to the North Star indicators at different stages, the market should be lead-oriented, while sales should be conversion-oriented. The further the development goes, the more important sales becomes.

Because as product strength improves, the brand will also have a certain voice in the market. The essence of the follow-up is content operation and PR exposure to support brand communication.

Depending on the stage of the business, the customer portrait required by TOB is different, the complexity and difficulty of the solution and the delivery cycle are also different, which all determine the contribution of "market and sales". When the brand has no voice and status, sales drive will be powerless. When the voice is big enough, sales will be easier to close.

The larger the target customer, the higher the delivery decision, which means the higher the average order value of the product and the more complex the solution. In this case, can a single “salesperson” handle it?

Obviously not. You may understand this principle. For example, if a listed company or a company in Series C wants to use a SAAS software, it is unlikely to find a contact person through channel search. Instead, it would prefer to find the company's direct marketing manager in the circle to recommend it.

On the one hand, it is the power of "relationships", on the other hand, it can also gain "respect", and thirdly, it also means that they attach more importance to it. However, directly connecting with big customers may seem "insufficient in strength" and not being respected.

2. Equip “your salespeople ”

So what else can the sales team within a TOB company do?

There are two answers. One is "expanding agency channels" and the other is "expanding the middle force, that is, the middle level of the company."

As the name suggests, expanding the agency channel means finding "channel agency cooperation" to distribute the profit costs of the products. The company provides a set of standardized things to prevent random additions and allows channel dealers to sell them.

No matter how you do these two things, you can’t avoid connections. So how can you find “relevant connections”?

The answer is "mingling in circles". Now that social media is well developed, it is relatively easy for us to directly find the contact information of a "business manager". If the sales to big customers are smart enough, there is generally no problem.

As a big customer, you also need to find your own "reservoir". You need to continue to attend industry conferences, and it is even necessary to join some paid groups. I believe that friends who have worked in sales know this.

In the process of mixing in circles, your own social business card is very important. I often tell TOB companies that they should have a business card mini program because it facilitates dissemination. For TOB, the design and title of the business card are also crucial. I once told the sales team that no matter what their internal position is, externally they will be directors, which is an expert-level title.

Some companies still don't understand this aspect. You have to fully arm your team's sales staff. After all, they are fighting on the front line. You have to give them all the resources you can. If necessary, you can even give them the title of channel general manager.

Why is it like this?

For example, a salesperson in your team wants to join someone else's community. As a community administrator, who would be more valued, a sales specialist or a sales director?

The group leader invites everyone in the hope of "empowering each other", so his inner needs must be met.

For example, when you join a community where a group of directors or even VPs are discussing some methodologies, and the discussion is intense, if your title when you join the group is a specialist or a key account salesperson, you will not be able to get a word in, or even if you express your opinion, others will not take it seriously.

In addition, in the process of "social customer development", do not blindly add others after joining the group. People all have social phobia. Try to show your talents in the group first, such as giving solutions, chatting more, contributing some "methodology" and "PPT" dry goods, and then add others after they have an impression of you. The success rate will be higher.

3. “Training and empowering sales staff”

Sales is a shock troop and marketing is an air force. "Cognitive synchronization" between the two is particularly important. Sales tools, speech organization, solution SOPs and other auxiliary materials are indispensable for sales personnel. Why do I say that?

On LinkedIn, I often see many big clients doing mass customer development and sending group messages to get leads. Some of their sales pitches are so rigid that I don’t want to get to know them, while some clients’ sales pitches are very sincere. This is the difference between trained and untrained clients.

Therefore, the marketing team should help sales staff with relevant training based on research on different customers, and provide more soulful "sales content" and even solutions, so that your results will be greatly improved.

The empowerment of sales by the market is not just a simple wording, it is a complete chain, you can understand it like this:

For example, when sales talk to customers, what should they say to reduce the customer's understanding cost and highlight the advantages? PPT? Product introduction?

For example, if a customer has a need, can we provide sales with ready-made cases, solutions or information to provide them with support?

For example, when a customer pays, does he need some communication support?

For example, when maintaining old customers, can we provide more high-dimensional theoretical + practical suggestions based on the business needs stages and pain points of different customers to support the possibility of secondary sales based on the transaction?

These are all chains that need to be deepened. Some companies may not necessarily split up marketing and sales. Of course, if the team is larger, the rights and responsibilities will be clearer, and the value of each section can be better utilized.

Therefore, it is particularly important for the market to better understand sales and for sales to utilize the market's resources and to provide the market with some business insights. When the number of leads is large enough, it is also possible to establish SDR (telemarketing).

5. “Customer Referral”

TOB and TOC customer referrals are quite similar. Users are willing to share their friends only if they have used the product well. TOB customers will refer their friends to you only if the product truly solves the problem. One word from a user is more effective than ten words from you.

If old customers help introduce new customers, on the one hand, the cost of acquiring customers is reduced, and at the same time the brand will have more endorsements from old customers, leaving a preconceived good impression on new customers. After many TOBs are scaled up, the operations team will set up a special "customer success department". Of course, some are also placed in the marketing department. The essence is to "new growth."

1. “Make customers successful first”

The first customer is successful and will recommend you only if he is satisfied. After choosing our products and services, users will indeed gain increased value and business, and generally will renew their contracts on their own initiative.

I have seen many SRCMs or SAASs. Although they are tools, they make the "services like tools" and the experience is great.

The service experience is reflected in "whether business consultation is provided proactively every week", helping customers to develop "solutions", whether in-depth visits to the company are made every month, and what problems are encountered during the stage and need to be solved. These are what SAAS and SCRM companies can do.

Generally, those who use SCRM or SAAS are either "startups" that need to solve technical problems, or very large companies that want to achieve short-term growth through this product. Their demands are very similar, and there are many points to explore behind the services.

For example, if a client needs to place advertisements to acquire customers, and you can recommend a reliable advertising company to him, he will thank you; for another example, entrepreneurial clients have limited resources, and you can help them find resources, which is also considered a service, but most companies will not do this.

They still focus their energy on "self-development of customers". According to the fan theory, as long as you serve these 100 or even 1,000 hardcore users well, referrals will basically not be a problem.

If we only focus on acquiring customers but not on their success or their problems when selling products, we will often end up with nothing. If our customers don’t succeed, why would they introduce products to us?

For TOB products, the customer's growth curve is sometimes much greater than their own growth curve.

2. “Customer Psychology Insights”

If you want customers to recommend you, you have to understand their psychology, because not all customers are willing to make recommendations for you.

Therefore, we need to study the psychology of user referrals and put ourselves in their shoes. Sometimes we are also customers of other companies. How do you feel when others ask you for another person’s business card?

Therefore, customer referrals begin based on "how your own team cultivates people's awareness." If you require everyone in your team to love sharing and helping others, then others will also help you in return.

We should treat our customers like we are dating a partner. Even if one day he no longer uses this product, we will find that we have a new "business friend" around us. When friends refer others, they will also have the demand for "brand parity".

This demand is just like managing your own personal image in your circle of friends. What is brand equivalence?

To put it simply, it means whether your customers and the people who refer you are at the same level. This can be divided into two dimensions: "depth" and "breadth". If you are a startup company, don't worry about not getting the opportunity to serve "big customers."

In your own product area, you must have your own value proposition, have a deep understanding of a certain area, and be professional in details and services. Then you will be able to empower large customers. In other words, you can be small, but not rough.

Secondly, referrals are also based on "business development and personal development". The client's business success is the foundation, but what we cannot ignore is that "it is people who connect with the business themselves". In this case, in addition to business, in professional scenarios, we must "consider the client's own development, growth, and even personal brand."

I have seen too many clients who only focus on "business but not individuals". For example, you were in good contact with someone yesterday, but suddenly resigned and changed jobs today. Then you may not have any contact with that person anymore. However, we have overlooked an important point: "Job hopping is no more than a three-kilometer radius". Even if your clients change, they are still in the same industry, which proves that there is still opportunity for cooperation.

For example, I often recommend some "courses", industry conferences, and personal connections to my clients to help them achieve their personal development needs. Even during the cooperation process, if my friends hold salons or meetings, I will actively help my clients gain exposure and speaking opportunities.

Allowing customers to build different circles and connections on their own is essentially for the purpose of "empowering both parties". Later, you can also do some brand linkage and new media communication, which will make things much easier. All of this is based on the advantages of the corporate brand itself to provide preferential support to customers at different stages. The best cooperation is "win-win".

Every TOB is worried about growth, and the essence of its customer acquisition growth methodology is this. I often say, "Operations can be copied, products can be copied, marketing can be copied, but customers cannot be copied." Serve your customers well. TOB growth is not just a marketing issue. We should think about the overall approach from a strategic perspective.

Core ideas:

The five dimensions of TOB customer acquisition: content is the foundation, activities are incremental, advertising is auxiliary, self-built sales team is a must, and customer referrals are success.

TOB needs two essential products to acquire customers: low-dimensional traffic products and high-dimensional flow products; product strength is 1, brand strength is 2, and market sales is 3.

Enterprises have limited resources, and the North Star indicators at different stages are also different. A new round of customer acquisition revolution has arrived with market changes. Especially at this time, managers need to look at the problem from a comprehensive perspective.

Author: Wang Zhiyuan

Source: Wang Zhiyuan