Many loyal readers have noticed a progression from communications, to measurement, and then to individual responsibility. How are you putting these lessons to work in your organization?
I need your help. What do you want to see in future lesson of this newsletter? Respond choosing one of the following topics, or add a few of your own.
Customer Relationship Strategies That Launch New Products More Successfully,
How To Develop Relationships That Attract Better Resources No Matter Your Budget,
Using The Internet To Enhance The Value Of Print While Building Business Relationships,
(Add Your Topics Here)
The questions, comments, and opinions of fellow readers shape the value of this newsletter. It's your turn -- I'm listening. Speak up with your emails and faxes; I really appreciate your praises too.
Imagine those most responsible for attracting customers doing things to keep customers returning purchase-after-purchase without being threatened, cowed, or otherwise influenced. Wouldn't your company be stronger for their efforts?
Who should be responsible for customer retention? Everyone, but that's beyond the scope of this article, so let's focus on the responsibility of sales and marketing.
Your sales and marketing teams have the most flexibility when inviting customers to return to purchase again. Supported by quality solution, good service, and reasonable value, their
communications
keep reminding customers you exist.
Here are several strategies to help them regulate their customer retention efforts:
Use retention to measure individual performance. Sales and marketing isn't about one-night-stands, it's about building long-term buying relationships. Go as far as tying retention to group compensation.
Help individuals understand the value of a customer. It's less costly to keep the customers that you have than get new ones. Everyone in sales and marketing should be well aware of profit per customer, cost per lead, and customer lifetime value.
Clearly define what retention is. Customer retention doesn't just happen when customers don't buy from someone else; it is that they repeatedly buy from you. Each new purchase is proof of their confidence in your organization.
Use multiple factors to measure customer retention. Since customer retention is more than a factor of duration, consider other points that clearly identify those customers who are staying with your organization. Build these measures into your sales
and marketing processes.
Improve skills at interaction points. Use the Product Series and Product Matrix models to help customers get all they need each time they interact with your organization. Make every experience better than the last; teach employees
how to look out for the customer's best interest while being profitable.
Provide positive reinforcement for retention efforts. Reward staff for overcoming customer challenges, concerns, and problems; these things that keep customers coming back. Encourage employees to be flexible in their thinking.
Support with necessary tools and skills. If you expect customer retention to be a self-regulated measure, then give sales and marketing tools to measure their own retention performance. Also, invest in training on how to build business relationships.
Sales and marketing teams have the most opportunity to influence customers in a manner that promotes customer retention. These simple modifications
to sales and marketing efficiency keep
revenues growing with repeat customer purchases.
When it comes to customer retention, what are you doing to make "retention" a part of the way you do business?
