Analysis on the allocation and management challenges of cross-border e-commerce enterprises’ high seas customers

In the field of cross-border e-commerce, the effective allocation and management of corporate customers on the sea is an important part of improving performance. However, in actual implementation, it faces various challenges. These challenges not only stem from the internal structure of the enterprise, but also involve the diversity of the market and the characteristics of the target customers. This article will explore several key issues in high seas customer allocation and management.

Allocation and management of corporate high seas customers

Corporate overseas customers are public resources of the enterprise, and their reasonable allocation can maximize customer value. Therefore, it is particularly important to set reasonable high seas customer management and allocation rules. Here are some management strategies:

1. The upper limit of private clients for veteran salesmen
   As time goes by, the old salesperson gradually accumulates a large number of customers. However, due to limited energy, some customers failed to receive effective follow-up. To this end, you can set an upper limit on the number of private customers of old salesmen, and let new salesmen take over the corresponding customers. This move aims to maximize customer activity and achieve efficient use of customer resources.

2. The upper limit for new and old salesmen to receive high seas customers
   In order to ensure that veteran salesmen can focus on long-term maintenance of private sea customers, new salesmen can obtain more development opportunities for high seas customers. This strategy helps optimize the allocation of customer resources and allows veteran salespeople to focus more on higher-value customers.

3. Automatic rotation allocation mechanism
   In order to further enhance the activity of high-seas customers, enterprises can consider setting up an automatic allocation mechanism so that high-seas customers can be assigned to new salesmen in turn on a regular basis. Through the implementation of intelligent systems, sleeping customers will be automatically revitalized and salespeople will be guided to follow up effectively.

Two major problems in customer allocation on the high seas

When allocating high-seas customers, the main difficulties faced by enterprises include the setting of time periods and the allocation rules of others.

1. Time period settings
   Different companies have different customer conversion cycles. For example, in enterprises that focus on quick orders, customers who have not converted for two weeks are usually regarded as high-sea customers. In companies that focus on large-scale projects, it may take a long time, such as two years, from customer contact to placing an order. Obviously, the setting of time periods affects the enterprise’s customer management strategy.

2. Allocation considerations for others
   Another issue that needs attention is the follow-up allocation of customers. Who will follow up on high seas customers and how to allocate them is still a problem. Although allocation according to serial numbers seems relatively fair, it does not apply in many cases. Especially when a company has clear regional divisions, how to fairly and effectively allocate customers on the high seas is still a difficult problem for managers.

Conclusion

Cross-border e-commerce companies face multiple challenges in the allocation and management of high seas customers. Through reasonable management strategies and targeted rule setting, enterprises can better optimize resource allocation and maintain their advantages in fierce market competition.

Source:

• Allocation and management of international customers for cross-border e-commerce enterprises
• What are the two major problems in high seas customer allocation