This is part 3 of a 3 part series on Determining your customer perspective.
Can you retain this customer?
Do you really look at this as a consideration when developing your marketing segments and the value you place on acquiring a certain type of customer? Most of us look at repeat and referral strategies across the board for every segment. Though, I would not disagree that we should have a strategy for each but consider the segment or that type of customer that you acquire that always seems to give you the benefit of the doubt or refer business to you. Should you not be biased in how you allocate your resources to that segment? Would it not be beneficial to offer certain incentives to that segment? Is this not the measure that most determines the profitability of the customer? My first question to most new clients: Do you have customers that refer you, and why? That is the strongest indicator on the health of the brand.
A great book on the subject is The Ultimate Question by Fred Reichheld. The Net Promoter website is a great place to start. To calculate your company’s Net Promoter Score (NPS), take the percentage of customers who are Promoters and subtract the percentage who are Detractors.
When John Jantsch author of Duct Tape Marketing, talks about the Marketing Hourglass, he says, “The top half indeed resembles the funnel concept, but the expanding bottom half, to my way of thinking, adds the necessary focus on the total customer experience that ultimately leads to referrals and marketing momentum.”
Just considering these statements above you can see why I feel so strongly that you need to consider throughout the entire marketing process your ability to maintain and build that customer into a repeat/referral customer. The initial sale should be nothing more than allow your best advocates to experience the entire brand! If you have segmented your marketing channels into: Who you want as a customer (part 1) and Who wants you? (Part 2), the next logical step is, Who will repeat and refer?
Losing customers is the clearest possible sign that customers see a reduced stream of value from the company. It is simply the strongest indicator that a brand is in trouble, even if you are replacing the lost customers with new customers. New customers typically cost more to acquire having to go through, the entire hourglass and older customers are working in the bottom half of the hourglass. Since that is true, repeat customers tend to produce greater cash flow and profits than newer ones. Referral customers are also more profitable because they typically enter the hourglass not at the top but at a much lower stage.
Ask yourself, does retention and referrals matter? Put numbers to it. How much does it cost to obtain new customers, to retain old customers? Consider, do the repeat/referral customers have different purchasing patterns? What makes a repeat customer attract other customers?
How would you go about in gaining a repeat customer? I believe customers evaluate you based on three areas: Value for the price, Quality, Service. If you provide metrics that are very responsive to these areas and continuously educate to receive input from your customer base, you will go a long way in retaining clients. However, these measurement metrics must not be at the expense of your customers time and resources.
You should consider ways of making them a part of your operations, service, sales and marketing processes. As an example, you may notice less frequent contact or payments extending. Look at these as signs to engage your customer. Building quality measurement systems into your process may be the most important ingredient in your marketing hourglass.
Related Posts:
Determining your Customer Perspective – Who do you want?
Determining your Customer Perspective – Can you satisfy these customer segments?