The best quotes from Joey Coleman's book "Never lose a customer again". - comments by Martyna Celuch

For those sniffing around for a sensationalist logical fallacy, I have a quick message right away - no, I'm not shying away from acquiring new customers, and I'm not suggesting that you should shift all your energies to taking care of current ones, abandoning the struggle to expand your reach and reach more contractors. I just want to remind you that all too often we focus on the fact that "the grass on the other side of the fence is somehow so much healthier and greener" and fail to notice what a beautiful lawn we can have ourselves, if only we take proper care of it. Joey Coleman wrote in his excellent book "Never lose a customer again."

"Acquiring a new customer is up to 6-7 times more costly than retaining an existing one. By focusing on existing customers, you cut costs."

I must admit that this quote makes a huge impression on me. What are we actually learning? Here we are, at a time when we are turning every penny in the pile three times before we spend it and preparing to tighten our belts even more, Coleman tells us unequivocally how to cut costs so that what we save can at least be invested in further expanding our client portfolio. There's no magic here, no shamanism - there's simple guidance on which way to go to guarantee your business stability and peace of mind. Professional deviousness (I do, after all, work in customer success) makes me repeat this statement by Joey to myself as if it were revealed truth every day, to the point of boredom. For many of us, there may be nothing revelatory about it - but admit it to yourself - more than once and more than twice, in the flurry of daily activities, we happen to forget where we are going, and our goals become blurred. As a result of such confusion, our customers leave, and we see a chance to salvage the situation in acquiring with great effort more, and more, and more....

"You only have 100 days (at most) to get on the right track."

Why do customers leave - and most often, as Coleman, whom I have already quoted, points out - within the first 100 days of starting joint operations? Because they feel neglected. Their emotional needs related to the cooperation are not being met. And it's really not just about hard results, because I've found time and again that a specialist's commitment and openness to the customer wins out over lower-than-planned ROAS or sales value for a given period. Of course, the revenue target is arch-important, but even with the most successful subcontractor, you don't want to work for too long if you don't have that special relationship whereby both parties have FUN from achieving success together. If our contractor feels that:

• has a partner in us,
• playing to one goal,
• We are transparent and honest with him,

• We advise and advise him against certain solutions,
• And finally - that he can fully trust us,

then he will not abandon us for another company in exchange for the promise of higher results or lower fees. On the contrary, he will want to expand the field of cooperation.Coleman points out clearly that retaining clients really bears fruit, because the cumulative effect works, which supports the growth of the company. Observing how our long-term cooperation with clients looks like at Tigers, I see this regularity in full swing. When my adventure with the agency (then still "Social Tigers") began, the average value of a client was 3 thousand zlotys and was based on the support of single platforms. Today, this value is five times higher, and the brands cooperating with us entrust Social Tigers with comprehensive care of social media promotion, meeting revenue goals, organizing creative image campaigns or developing communication strategies. Why? Because we are cheap? Well... we're not. Because we have great in-house marketing? We do, but this one mainly targets new companies, potentially interested in cooperation. The right answer is that we deliver results while taking care of the emotional journey of our customers. We set clear rules for cooperation and stick to them. We are proactive, act as a guide and advisor, and most importantly, we don't stand still, we grow with and for our clients, if only by expanding our services. You will ask, how do we know that this works? Of course, in addition to the fact that the value of our clients is growing, the ratings they give their specialists in the CSAT survey we conduct several times a year, asking about values such as partnership, wordiness, punctuality, creativity or impact on brand development, are also growing. We even observe a certain regularity (which makes us extremely happy) that the longer a company works with us, the higher ratings it gives our Tigers. So it seems that taking care of our customers every day, building relationships and understanding, and adding a brick to their development, are paying off. Finally, I would like to leave you with this simple question: when was the last time you did something nice for your customer? I'm not asking about what comes directly from the contract between you. I'm asking about small gestures, interesting ideas, surprising conclusions of actions. Do you still feel any joy in what you do for them? Do you still have that curiosity and busyness in you? Maybe the secret of good customer care lies precisely not in the skills themselves, but in the approach....