Many companies' products have the ultimate cost performance, but sales have not created differentiation, resulting in enterprises in the involution and homogenization track "volume" non-stop, missing many business opportunities. In order to increase market share and profitability, sales can refine unique products, services or experience value, and create unique market competitive advantages, this article shares relevant tips to help enterprises understand customer and market demand, create differentiated value of "no one has me, no one has me", and practice unique value proposition through proven strategies to achieve performance growth. If enterprises want to find new profit opportunities in market segments in the general involution of mature industries, they first need to have a comprehensive understanding of the current situation of the market and customers, and then sort out the business lines and adjust the direction of development according to the situation. When enterprises have insufficient understanding of various regional markets, they can use digital intelligence tools, such as Tanji Sales Cloud Market Insight can gain insight into market conditions, industry trends, and competition dynamics from a new perspective, and prepare for layout in advance
Unmet needs: There is no product that can meet the needs of consumers; Demand that can be subdivided: For example, under the track of intellectual property, the demand for cross-border protection and management of intellectual property has been increasing in recent years; Demands that can be upgraded: For example, the application service for high-tech projects has been upgraded to provide technical assessment, talent introduction and training, and international cooperation and exchange project docking.
Through big data insights to support business decisions, and even find customer groups that are ignored by opponents, to achieve corner overtaking. After finding the right customer group, the next step is to take the "pulse" of the prospective customer, so that the sales will have enough basis to show the differentiated value, and accurately convey the differentiated advantages in combination with customer needs. In actual sales, customers often ask, "What's the difference between your products and others?" "Why are you charging more?" Therefore, in the demand confirmation stage, we can understand the customer's decision-making logic to effectively establish a differentiation strategy. 
Therefore, differentiation is to find ways to make customers perceive future benefits. If the customer's needs are simple and clear, we can meet them, or even the best in the industry in some aspects, then we only need to accurately communicate the differentiation to beat the competition. If the customer's desire to solve a problem is not urgent, the customer can be shown the long-term loss and the benefits brought by the optimization of the link through data or cases, so as to transform the product function point into the customer benefit point. Guide customers to set demand standards that tend to "our" and impress customers to close deals. In order to ensure that the differentiated solution is quickly output and the negotiation process is smoother, the team should pay attention to the following points:1. Regularly sort out the list of differentiated capabilities. The team should take the initiative to sort out the absolute advantages of the product, as well as the successful ways of different types of customers in the past, and provide them to sales. Newcomers can quickly get into the state by following this checklist, avoiding the waste of time and cost caused by self-exploration.
Among them, the changes in customer demand and competitive disadvantages are small, and their own advantages can be subdivided into the following four points:
Product capabilities: technological innovation, patented technology, product line richness, etc.;
Innovation ability: the ability of the enterprise in R&D, design and innovation;
Customer service capabilities: customer feedback handling, user experience management, complaint handling, etc.;
Production and chain capabilities: including production efficiency, chain stability, cost control, etc.
For example, this logistics company has refined its differentiation into:
Product capabilities: self-owned aircraft capacity, one-stop strength Shuangqing delivery to the door;
Innovation ability: self-developed intelligent logistics tracking system, logistics tracking can be checked throughout the process;
Customer service capability: a professional customer service team of more than 20 people provides 7x24 all-day after-sales service, and compensation for damage;
Production and chain capacity: cooperation with domestic and foreign shipping airlines, and many countries have self-built overseas warehouses.
2. Create added value. When it is difficult to impress customers by relying on the quality and value of the product itself, the supporting value-added service system can be used to create added value and meet the needs of customers at different levels. For example, manufacturing enterprises provide door-to-door delivery services, logistics companies provide special product packaging solutions, equipment manufacturers provide long-term spare parts and technical support, etc., or they can sell their own capabilities, such as providing customers with personalized guidance and training, etc., so as to form more links with customers, and reorganize and exert their competitive advantages and capabilities to the extreme. Customers may have already been in contact with many competitors before they come into contact with us. When the customer is in the price comparison stage, the better strategy is not "the xx brand has a problem with the enterprise", but "we can bring more benefits". In order for customers to feel richer value, sales should not only make a specific and quantifiable objective description of an important selling point, but also explain the expected improvement value in combination with the customer's pain point scenario. For example, a customer who does cross-border logistics lines has shared that they will emphasize that they are not only "transporters", but also provide professional services in key links when differentiating. For example, they have many local cases in Zhongshan, the "capital of China's lamps", and have formed a complete set of solutions in the foreign trade transportation of lamps and lanterns. Loading and unloading should be stacked, can not be stepped on, at the same time with fragile labels as a reminder, distribution requirements must be handled gently, excellent to excellent delivery, etc., can reduce the damage rate of transportation by 20%, improve customer satisfaction.
In addition, business managers should pay attention to whether the sales will convey the differentiation to the customer in a timely manner through "grasping the accompanying visit" or "regular review", and once they find that they are in a weak position in the comparison with the competition, the manager should conduct targeted training and counseling to help the sales adjust the methods and methods in a timely manner. Sales need to maintain patience and follow-up, with a firm attitude, believing that it can impress customers to complete orders. The needs promised by the enterprise in the negotiation stage will be implemented one by one, and the company will definitely have a good reputation and influence, and must also have a high repurchase rate and referral rate. In order to more accurately evaluate the effectiveness of the differentiation plan, a control group can be set up to regularly compare the changes in key indicators such as sales, order value, and market share, and more intuitively see the impact of differentiated sales. You can also pay attention to customer feedback on products or services, competitors' reactions, and overall market trends, etc., and make timely adjustments through data feedback.
However, evaluating the effectiveness of differentiated sales requires a large amount of data support, and manual data entry is not only a lot of work, the comparison is not intuitive, and it is not convenient to review and manage, and digital tools can quickly solve these pain points. For example, by comprehensively tracking the sales process data through the probe CRM, find out which products or services are the main contributors to the differentiated sales strategy, which customer groups respond most strongly to the differentiated plan, etc., and the sales can integrate the data to push personalized content and offers to different customer groups to better meet their needs, concentrate resources to follow up the best value customers, and further improve the conversion effect.
For mature industries that fall into a high degree of involution and gradual convergence, the formation of differentiated competitive advantages requires long-term persistence and continuous innovation, to strengthen the management and control of the sales process, to ensure that the implementation of differentiation is in place, and to use digital tools to consolidate the effect, so that data analysis can feed back the business, form unique advantages, and achieve long-term growth in performance.