Retaining Your Customers

Building a Client base takes hard work. Losing it is much easier and quicker. Customers come and go for a variety of reasons. Having a clear understanding of what you can control and do to retain Customers is fundamental to success.

Consider the following goals as you think about keeping and growing your Client base. There are many aspects that are within your control that can make a difference in the final outcome.

• Set standards above the norm – providing higher levels of service will enable you to gain more referrals, have fewer re-dos, retain your clients longer, improve your profitability, and collect your money easier.

• Perform to your standards – setting a standard is one thing, achieving it is another. It will require an orchestrated approach that brings the team together to focus collectively on the desired outcome. Make sure that the standards are supported by your company’s core beliefs and processes. Execution is the foundation of lasting success.

• Listen to Customers' needs and build on them – Customers love responsive providers that are looking out for the Customer’s best interest. Although we have two ears and can hear well, listening requires us to be in the moment and remove the clutter and distraction. Check for understanding and then be prepared to take action.

• Be responsive, predictable and consistent – It all comes down to doing what you say and then some. Surprises are rarely a good thing. Your standards must be visible, monitored and practiced every day. Consistency is King!

• Over the top performance for the most demanding – When you can wow the toughest clients you will have distinguished yourself from your competition. How you approach, interact, and deliver will set the tone for increased opportunities with this client and others.

In closing, as you review and refine your strategies for retaining your Customer base, focus first on the basics. Be clear of your intentions and expectations of the organization. Communicate, communicate, and communicate some more to ensure that all parties understand their role in making success. Make it difficult for Customers to leave. Always provide prompt and professional service. The professionals at ASIL are experienced in Strategy and Execution, and we are ready to increase your Customer retention.

Contributed by Peter Pazmany

Making Connections Work

This perspective on innovation comes from an article in the Executive Technology Report by Peter Andrews, Consulting Faculty Member at the IBM Executive Business Institute.

Innovation often emerges from a new point of view on ordinary activities, but how do we arrive at such a new perspective? We do this chiefly through people who have different interest, needs and opinions.  To get their ideas and insights, we need to find ways to value their differences, hear what they are saying, build relationships and correctly interpret what they communicate to us. 

How do we engage with outsiders and benefit from their knowledge and wisdom? We need to recognize diversity as a genuine value to innovation.  Here are some reasons we may find to justify avoiding people outside our own circles or to dismiss their comments:

• This person is not important – Many of us still hold views of hierarchy that are obsolete in a world of flatter businesses, social networks, and broad access to knowledge but people without executive titles or traditional credentials often have unexpected knowledge and influence.

• This person is not very smart – People take many different approaches to understanding the world.  Those who succeed in standardized tests only represent a subset of how humans absorb and process valuable information. Whether or not people can think on their feet, recall facts or articulate their ideas well may have little to do with the value of their knowledge.

• This person is naïve – Innovative people face so many hurdles that they often believe they have a special understanding of how things really work. In general, it is safe to assume that people understand the politics of their own contexts better than an innovator does.

• This person is rude – Innovators should recognize that people with expertise and opinions are not often the most tactful folks around. It is always good to recognize that what is acceptable/unacceptable in your own culture may be the exact opposite for the person you are communicating with.

• This person doesn’t “get it” – If you have only presented your idea in one way, even though it makes perfect sense to you, there will always be people who will not be able to understand you.  It may be necessary, after a failed explanation, to proceed on the next one with an apology.

• This person doesn’t see the whole picture – They probably see the whole picture that you’ve presented to them.  Perhaps you need to present more of it.  Better yet, see this as the start of a conversation, not the end.

Overall, going from toleration to valuing diverse perspectives requires real work.  You may need to find out more about the other person’s world, not just their unadorned response to the idea you treasure.  While what is important to them may not be what is portent to you, you’ll need to find at least a few common interests if you want to make a connection.  And you’ll need to suspend your attitudes about rank and expertise.

If you or your company is looking for suggestions regarding making and understanding connections to your benefit, contact the professionals at ASIL to discuss a consultation.

Contributed by Michael Singleton

Click on the links below to view ASIL, Inc.'s MAX Partnering® self-paced software demonstrations:

Strategies and Execution - This demo depicts the tools that organizations can utilize to embrace change effectively and implement it successfully.

Partner Selection and Management - This brief demo displays the tools available to define, select, and implement outsourcing and partner selection.

Scorecards and Corrective Action - This vignette provides visibility to measure and manage the performance of your organization, partners and company.

Self Assessment Sample Questionnaire - This demo will enable you to respond to a small sample of self assessment questions focused on change management and create a Heat Map of your responses to see areas that may need attention. The Driving Complex Change® methodology addresses the six areas of Direction, Ability, Incentive, Resources, Structure, and Action that can impact your effectiveness of change management.

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