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7 Ways to Keep Customers Coming Back
Lots of money, effort, and time go into acquiring customers, but not nearly enough thought goes into keeping them coming back. Sure, there’s the occasional offer or the “We’ve missed you” discount. All too frequently, we don’t pay attention unless they’re unhappy or turn up missing. Then, we get busy to try to get them […]
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Lots of money, effort, and time go into acquiring customers, but not nearly enough thought goes into keeping them coming back. Sure, there’s the occasional offer or the “We’ve missed you” discount. All too frequently, we don’t pay attention unless they’re unhappy or turn up missing. Then, we get busy to try to get them back.
Such business behavior has unintended consequences. The cable companies are an example. Customers have learned to complain and threaten to leave unless they are given concessions. And how do you feel when a company unleashes the sweet talk after they haven’t heard from you? This is when you say, “Why didn’t you take care of me before I left?”
Sure, there are so-called loyalty programs. But their track record is spotty. At the moment, Macy’s appears to be having some success. But today’s customers are always alert for the next “best deal.” And it’s not just retail, it’s everywhere.
Whatever the business, the barriers to making a change are crumbling, as a recent Capital One TV ad depicts so graphically. No matter where they are, it only takes five minutes to change, viewers are told.
Customers get it. Nothing holds them back. “I really like doing business with you, but I’m making a change,” they say. Many businesses pass it off as just the way it is today; few have a clue what to do about it.
So, let’s get specific as to why customers leave. Here are four main reasons.
1. Some are easily bored
They constantly prowl the Internet for what’s new and different, which one survey pegs as between one and three hours a day just at work.
2. Others lose interest almost instantly
Studies indicate attention spans are getting shorter — and shorter. You may recall a Canadian media consumption survey by Microsoft that found the average attention span was 8 seconds in 2015, down from 12 seconds in 2000.
3. Many don’t get the help they expect, particularly with decision-making
A patient in a medication ad wonders if what he’s taking is the best for him. He wants the best so he talks to his doctor and makes a change. We’re confused after poring over online reviews and items with Amazon, and “Best Seller” grabs our attention.
4. They feel they’re being taken for granted
They place orders, pay on time, and don’t complain. Sounds like the perfect customer. And then they’re gone. Why? They feel neglected — and chances are they’re right.
Is there a common thread running through the list? If anything, it shows how fragile customer relationships are today. It doesn’t take much to harm them, but it does take effort to strengthen them. Here are seven ways to do it.
1. Communicate value
Of course, customers chase the lowest price for auto insurance. They view it the same way they buy milk or bread and a lot of other stuff. Keep the attention directed on why what you sell makes a difference in your customers’ lives.
2. Focus on the front line
Person-to-person contact is the weakest point in most businesses. It ranges from lack of attention and inaccurate information to surliness, being ignored, and lied to. Like it or not, this is the company. It’s the place of truth, no matter what the CEO says.
3. Act on feedback
Whether a business wants feedback or not, they get it today, often from many directions. Encouraging feedback should be a company’s primary message, not tacked on somewhere: “We want to be better. We depend on you to show us how.” Then let customers know how they helped.
4. Make messaging personal
Customers must feel that the business experience is about them. Too much is either too general, inappropriate, or what you want customers to buy. Forget it. It doesn’t work and that means it wastes time and money. To do it right takes data.
5. Customize loyalty rewards
Everyone isn’t moved by a singular incentive. Give them options so the decision is theirs. Sure, it’s more complicated, but a key to loyalty is recognizing customers as partners.
6. Listen to their story
Share complaints and what you’ve done about them; show how complaints make a better company. Customers want to talk about their situation
7. Do something special
Surprise them. Let them know you noticed them. A few days after having brunch at a restaurant, the manager emailed a guest. He said they were pleased to prepare the meal to meet dietary restrictions.
Now, here is the point. Just as a thread runs through the reasons why customers leave, there’s also a thread that helps explain why they stay: They feel appreciated, understood, and wanted — not just when they come aboard, but consistently over time.
Is a retention effort worth it? “The companies that have a difficult time,” says Wharton researcher Dan McCarthy, “are the ones that don’t do a good job of retaining the customers. They are never able to dial back on customer acquisition, which makes it very hard for them to get out of that loss-making situation.”
In summary, we can say that just as customer acquisition is habit-forming, so is customer retention.
John Graham of GrahamComm is a marketing and sales strategist-consultant and business writer. He is the creator of “Magnet Marketing,” and publishes a free monthly eBulletin, “No Nonsense Marketing & Sales Ideas.” Contact him at jgraham@grahamcomm.com, (617) 774-9759, or johnrgraham.com
Survey of Area Voters Finds Economy, High Taxes Among the Top Concerns
My office recently invited people in the 120th Assembly district to participate in a legislative survey, and more than 800 people took the time to respond. The survey asked people their thoughts on the local economy, laws pertaining to drugs, child welfare, the SAFE Act, economic development, and health care. Not surprisingly, in this unscientific
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My office recently invited people in the 120th Assembly district to participate in a legislative survey, and more than 800 people took the time to respond. The survey asked people their thoughts on the local economy, laws pertaining to drugs, child welfare, the SAFE Act, economic development, and health care.
Not surprisingly, in this unscientific survey, the clear majority of people are concerned about our local economy. People noted a lack of high-paying jobs, high unemployment, high property taxes, high government spending, poverty, and loss of industries as our area’s biggest challenge. These same concerns were repeated by almost all who responded to this question. In addition, about 70 percent rate the local economy as poor or very poor. To address the economic concerns, respondents said that New York needs to reduce taxes and regulations to encourage more private-sector jobs. Some also advocated for more funding for workforce development and career training.
When asked what the best part of our community is, people were optimistic. Respondents noted low crime, affordable housing, rural lifestyle, great parks, abundance of natural resources and beauty, outdoor recreation, and the people. Overwhelmingly, respondents spoke of the people here as the best part of our communities.
“Friendly people willing to help,” “Small town where people care,” “Volunteerism and willingness to help,” and “Good people and nice communities,” were a few of the sentiments people shared.
The survey respondents expressed continued concern about drug abuse and support legislation that increases penalties for drug dealers. Out of those surveyed, 77 percent support legislation that would allow drug dealers to be charged with homicide if they sell drugs to an individual who dies as a result of an overdose. In addition, 88 percent support legislation that would add synthetic drugs, such as Spike, to the controlled-substance list thereby making it a crime to sell or use these drugs.
Second-amendment rights, child protection, and health care were also important to those who responded:
• Nearly 60 percent urged for the SAFE Act’s full or partial repeal.
• 78 percent support improving state law to better protect children from repeat child abusers.
• Affordable health care, adequate funding for infrastructure (such as roads, bridges water, and sewer), welfare reform, adequate funding for schools, and programs for veterans were also noted as top concerns.
I would like to thank everyone who took the time to complete the survey. The feedback is valuable and assists in my understanding of what is important to people in the district.
It also emboldens some of the causes I am already fighting for in the Assembly. As such, I will continue to push back on programs and mandates that increase taxes and make it difficult to do business in New York. I will also continue to push for policies that protect children and strengthen our laws on drugs.
William (Will) A. Barclay is the Republican representative of the 120th New York Assembly District, which encompasses most of Oswego County, including the cities of Oswego and Fulton, as well as the town of Lysander in Onondaga County and town of Ellisburg in Jefferson County. Contact him at barclaw@assembly.state.ny.us, or (315) 598-5185.
New York Business Climate Set to Go from Bad to Worse
New York state consistently ranks at or near the bottom for its oppressive business climate. For people courageous enough to take a risk, invest their time and money, and start their own business, Albany rewards them with sky-high costs and endless regulations. If things weren’t bad enough, Gov. Andrew Cuomo is pushing two new bad
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New York state consistently ranks at or near the bottom for its oppressive business climate. For people courageous enough to take a risk, invest their time and money, and start their own business, Albany rewards them with sky-high costs and endless regulations. If things weren’t bad enough, Gov. Andrew Cuomo is pushing two new bad policies that will hurt working people and businesses.
Cuomo has taken steps to drastically alter the rules governing how businesses schedule shifts for their employees. Under his proposal, last-minute scheduling changes due to weather or other unpredictable conditions will require businesses to pay inconvenienced employees up to four hours’ wages. Managers will be required to schedule 14 days in advance, with workers getting paid two hours at minimum wage if called in unexpectedly. Further, any scheduled shift cut without 72 hours’ notice will allow the affected employee to collect up to four hours’ pay. These requirements will be a nightmare for ski-resort operators, ice-cream shops, golf-course maintenance managers, car washes and countless other businesses that make personnel decisions based on the weather.
The governor would also like to raise the base wage for tipped workers such as restaurant servers and bartenders, which would effectively eliminate a valuable tip income stream they rely upon to make ends meet. No matter how you slice it, servers will take home less money if the policy is implemented.
A disturbing pattern of job killing
Many small businesses in New York are barely scraping by due to ridiculous taxes and mandates. Adding this scheduling obstacle is another unnecessary and costly obstacle job-creators must navigate. And across the board, servers are preparing for a net loss because of the planned changes to the way tipped workers are compensated.
I’ve spoken to many small-business owners around New York state and the Finger Lakes Region. Their constant theme is one of frustration and anxiety.
Eric Zimmerman, owner of Eric’s Office in Canandaigua, said “I think Cuomo’s got it in for New York — especially the restaurant industry. We had the increase in the minimum wage and paid family leave two years ago. They doubled my disability insurance costs. As a small place we can’t raise prices to accommodate all this. You talk to people in the business and they say — ‘What are we going to do?’ ”
As far as how servers feel about the tipped-wage proposal? “You cannot find a server that’s for it,” he said.
New York’s economic backbone can only handle so many political stunts and ill-conceived policies before it finally snaps.
Brian M. Kolb (R,I,C–Canandaigua), a former small-business owner, is the New York Assembly Minority Leader and represents the 131st Assembly District, which encompasses all of Ontario County and parts of Seneca County. Contact him at kolbb@nyassembly.gov
National Grid has named JOHN BRUCKNER, most recently the company’s executive VP of network operations, as its New York president. He succeeds KEN DALY, who will take on the role of chief operating officer for the company’s U.S. electricity business. Bruckner will oversee National Grid’s regulated businesses that provide electricity service to customers in upstate
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National Grid has named JOHN BRUCKNER, most recently the company’s executive VP of network operations, as its New York president. He succeeds KEN DALY, who will take on the role of chief operating officer for the company’s U.S. electricity business. Bruckner will oversee National Grid’s regulated businesses that provide electricity service to customers in upstate New York and natural gas service to customers in upstate New York, Brooklyn, Staten Island, Queens, and Long Island. He brings decades of experience across the company’s New York business. Since joining National Grid in 1985, Bruckner has held a number of positions with increasing responsibility. He was named executive VP of network operations, safety & Capital Delivery in August 2017. Bruckner is a graduate of the U.S. Merchant Marine Academy and has an MBA from New York Institute of Technology. Daly will lead the delivery of electricity service to 3.3 million customers across New York, Massachusetts, and Rhode Island. He joined National Grid in 1988 as a management trainee in the customer relations department. In addition to his role as New York president, he has served as National Grid’s global financial controller, chief financial officer of the U.S. and U.K. gas distribution businesses, and numerous positions in finance, human resources, and customer relations. A graduate of St. Francis College, Daly holds an MBA from St. John’s University and a master’s degree from New York University.
Oswego Health has appointed JEFF COAKLEY executive VP and chief operating officer of Oswego Hospital. Coakley, a Fulton native, was initially hired in 1997 and during his tenure has played a key role in the organization’s growth into a health system. He assisted with the planning, development, and construction activities of many facilities in the
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Oswego Health has appointed JEFF COAKLEY executive VP and chief operating officer of Oswego Hospital. Coakley, a Fulton native, was initially hired in 1997 and during his tenure has played a key role in the organization’s growth into a health system. He assisted with the planning, development, and construction activities of many facilities in the health system, as well as the major transformations of the Central Square and Fulton Medical Centers. Coakley holds a bachelor’s degree from SUNY Oswego and earned his MBA from Le Moyne College. The Oswego Health Foundation recently hired two new key staff members.
MICHELE HOURIGAN was named development manager, and MARGARET BARCLAY was appointed major gifts officer. Hourigan brings several years of experience in event planning and management, both professionally and in the community. She previously worked at Oswego Industries/ARC. Hourigan has a bachelor’s degree from SUNY Oswego.
Barclay joins Oswego Health with more than six years of development experience that includes Oswego County Opportunities, Vera House, and Manlius Pebble Hill School. She holds a bachelor’s degree from St. Lawrence University.
HCR Home Care has hired the following employees to its Central New York operations: PHYLLIS COLMAN, RN, assessment nurse in Onondaga County; DEBORAH JACQUES, physical therapist in Onondaga County; MICHAELA NORTHRUP, physical therapist in Oswego County; and JESSICA OSTRANDER, RN, case manager in Oneida County.
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HCR Home Care has hired the following employees to its Central New York operations: PHYLLIS COLMAN, RN, assessment nurse in Onondaga County; DEBORAH JACQUES, physical therapist in Onondaga County; MICHAELA NORTHRUP, physical therapist in Oswego County; and JESSICA OSTRANDER, RN, case manager in Oneida County.
MARY-JANE BORST, a family nurse practitioner, has joined the MVHS Rome medical office and has admitting privileges at Faxton St. Luke’s Healthcare (FSLH). Borst previously worked as a registered nurse/robotics coordinator in the Department of Surgery at Oneida Healthcare in Oneida. She received her master’s degree in family nurse practitioner studies from SUNY Polytechnic Institute
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MARY-JANE BORST, a family nurse practitioner, has joined the MVHS Rome medical office and has admitting privileges at Faxton St. Luke’s Healthcare (FSLH). Borst previously worked as a registered nurse/robotics coordinator in the Department of Surgery at Oneida Healthcare in Oneida. She received her master’s degree in family nurse practitioner studies from SUNY Polytechnic Institute in Utica and her bachelor’s degree from Keuka College. Borst completed her associate degree in nursing at St. Elizabeth College of Nursing in Utica. She is a veteran of the U.S. Army and currently volunteers as the commander for the American Legion Post 169 in Oneida.
Broome Co-operative Insurance Company
Broome Co-operative Insurance Company has made two senior leadership changes following the retirement of President and CEO, Steven Coffey. The promotions include SIOBHAN DAVEY to president and CEO, and IAN COFFEY to chief financial officer. Coffey’s retirement comes after 12 years with the company and more than 40 years in the insurance industry. He joined
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Broome Co-operative Insurance Company has made two senior leadership changes following the retirement of President and CEO, Steven Coffey. The promotions include SIOBHAN DAVEY to president and CEO, and IAN COFFEY to chief financial officer. Coffey’s retirement comes after 12 years with the company and more than 40 years in the insurance industry. He joined Broome Co-operative Insurance in 2006 to lead the company’s modernization initiatives. Davey has served as chief operating officer of the company since 2010. She successfully helped lead the company’s new product development and agency expansion throughout upstate New York. Davey is an industry veteran with more than 25 years of experience in the insurance and reinsurance industry. She is the first female CEO in the company’s 130-year history. Coffey has served as VP of finance for the last two years. He joins the co-op from JPMorgan Chase.
AAA Western and Central New York
AAA Western and Central New York announced that JESSICA GRZASKO has joined as an insurance sales representative in the Central New York area. She brings supervisor and team-leader experience to the job. KEVIN CALDWELL has joined AAA DeWitt as an insurance sales representative. He brings sales experience, as well as a property and casualty license,
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AAA Western and Central New York announced that JESSICA GRZASKO has joined as an insurance sales representative in the Central New York area. She brings supervisor and team-leader experience to the job.
KEVIN CALDWELL has joined AAA DeWitt as an insurance sales representative. He brings sales experience, as well as a property and casualty license, and life/accident/health license to the position.
M3 Placement and Partnership recently promoted two employees and hired a new employee. Brother and sister duo, PAIGE TREEN and LANCE TREEN have been promoted to new roles at M3 and CHRISTINE SCHOENER has joined the M3 talent-acquisition team. Paige Treen has been with M3 Placement & Partnership since 2013 and has been promoted to
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M3 Placement and Partnership recently promoted two employees and hired a new employee. Brother and sister duo, PAIGE TREEN and LANCE TREEN have been promoted to new roles at M3 and CHRISTINE SCHOENER has joined the M3 talent-acquisition team. Paige Treen has been with M3 Placement & Partnership since 2013 and has been promoted to talent and client-relations manager. She is a graduate of SUNY Oswego. Lance Treen joined the company in 2016 and has been promoted to business administrator and talent-acquisition specialist. He is a graduate of Mohawk Valley Community College. Schoener has joined as a talent-acquisition specialist. She brings to M3 a strong background in operations and human resources from previous professional positions. Schoener is graduate of St. John Fisher College.
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