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Don’t Harp on the Customer’s Mistake - 6/24/25


Seth’s daughter, Sarah, had missed some swim classes, and Seth remembered that the aquatics center had several make-up classes available late in the summer.  So Seth pulled up the class schedule on his phone, found one that worked on his and Sarah’s schedules, and planned to attend a session Read more

Create Customers for Life - 6/17/25


Veronica has gone to the same automotive service shop for at least 20 years.  She bought a new car about a year ago, and this is the third car she’s brought to the shop instead of taking her car to the dealer where she bought it.  She’s had three Read more

Don’t Turn the Customer into the QA Department - 6/10/25


Roberta received a form with information filled in by the company after her conversation with the account rep.  Roberta just needed to review the information, fill in some of the blanks, sign it, and resend it in order to set up a new account. She noticed that the effective date Read more

Imitate to Improve - 6/3/25


Oscar Wilde said that “Imitation is the sincerest form of flattery.”  Now this doesn’t mean that plagiarism is the sincerest form of flattery.  Nor does it mean that great impersonators such as Rich Little, Dana Carvey, or Frank Caliendo are always offering flattering portrayals of those that they imitate. Wilde’s Read more

How the Customer Perceives a Truth as a Lie - 5/27/25


You’re the customer, you’re asking about an unused item that you’re returning, and you hear the employee say: “The refund process takes 7-10 days.”  You’re thinking: “Great!  I can get the refund check as early as a week from today!”  The reality is that the company means that they’ll Read more

Tell Customers What’s Next - 5/20/25


In most businesses that have been around for a while, how a process was originally designed is not how it currently operates.  Sometimes this change is referred to as “practical drift,” where the actual process moves further and further away from the documented steps over time.  Maybe the changes Read more

Questions to Guide You to Empathy - 5/13/25


“If I was him, I would do ABC…” If you’ve ever heard somebody say this - whether it’s a friend or acquaintance, whether it’s some TV reporter or podcaster - you may get as frustrated or as annoyed as I do. I get annoyed because we are not that other person. Read more

Negate the Nervousness - 5/6/25


The customer needed a loan, so he walked into the bank, but he was a little nervous.  He knew that launching his business would be easier if he had some working capital, but that’s about all he knew.  He was anxious because he didn’t know what to expect in Read more

Don’t Rush to Resolve Quickly - 4/29/25


The customer is angry, so you use the CSS LEAD technique as designed.  You, listen, empathize, accept responsibility, and deliver on a remedy.  But it doesn’t work.  The customer is still upset, and maybe even a little more frustrated than when you started…why?! If the use of this technique fails, Read more

Energy v. Apathy - 4/22/25


I asked a couple friends who are much more scientifically-oriented the question: What is energy?  I didn’t mean E=MC2.  I meant physiologically, what is energy? They described a lot of things that sounded really good, yet far too advanced for my non-medical mind. Part of the reason why energy is of Read more

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Renew with Research

Posted on June 2, 2010 in Business Advice, Sports Please leave a comment

I was recently involved in a discussion about key strategies for renewing season ticket holders for a professional sports franchise. The basic question was "What best practices are there on renewing 90%+?"

That was a great question to ask. It was great for 2 reasons; first, why reinvent the wheel if there are methods that have worked in the past? Consider utilizing best practices first before developing your additional solutions. The second reason why it was a great question is because it involves an aggressive goal. To hit 90% plus in renewals is tough but achievable – remember, you’re often going to have 5%-7% of your season ticket holders (STHs) move away annually, so your retainable level is maybe 93-95%. Adding in those that have been hammered by the economy, and your retainable target is even lower.

We’ve worked with several pro sports teams, and most of our work has been in increasing retention and growing business with existing STHs. Much of what an organization with this retention goal needs to do focuses on having ongoing touch points throughout the year, leading up to the annual renewal period. When you think of those touches, however, think strategically – there should a purpose to each, whether that purpose is gathering intelligence, providing something of value, addressing a retention driver, or making an offer. Many of those touches should be pre-planned on day 1 and executed throughout the year.

There’s no silver bullet because each season ticket holder (each client) has their own motivator. The key is finding that motivator through research. Don’t view retention like you do marketing. Retention and renewals are done one at a time at a certain point (usually annually), not en masse. The good news is that you have about 9 months every year prior to the renewal cycle to ask and determine their retention driver. It’s a lot easier to address the retention driver if you’ve identified it.

Don’t spend tons of time coming up with the perfect benefit or gimmick or perk; find out what your clients base the renewal decision on first.

Interested in improving your company’s customer service? See more information at: http://www.cssamerica.com/


G’Day = Good Relationships

Posted on May 13, 2010 in Business Advice, Sports Please leave a comment

An Australian soccer club had an issue. Attendance was poor, and even though they were constantly getting new fans, most went to fewer than four matches per year.

According to a goal.com article (http://www.goal.com/en/news/808/australia/2010/05/10/1917241/exclusive-edwin-lugt-taking-sydney-fc-forward), the Dutch CEO of the club called in a fellow Dutchman and created a position for him called “General Manager, Fan Relationships.” I LOVE THIS TITLE! But even more than the title, this new executive did what you expected someone trying to build fan relationships to do.

According to the CEO “He builds a database with potential new fans, developing strategies, activities to communicate with those fans one-on-one in a targeted way so that we know who the fans are, expanding and enriching the profile so that we know what they want, and targeting activities and communication towards them. You have members, regular fans and incidental fans. The question is: how can we develop them and get them higher on the value chain? In order to do that you’ve got to stimulate them but first you’ve got to know who they are by inviting them to register, via in-stadium activities or stimulating them to pre-purchase, because if they do that online you know who they are and can start communicating with them.”

These are the exact types of strategies that we help our sports (and other industry) clients to implement. Why? Because they work. They take the focus off transactional values and put them on lifetime values. The take the focus off a customer as a number and put the focus on a customer as someone with whom you need to build a relationship for the long-term.

Know your customer, setup an ongoing communication plan with them, address their retention drivers, and grow with them.

Be a relationship developer.

Interested in improving your company’s customer service? See more information at: http://www.cssamerica.com/


The University versus the NBA

Posted on May 10, 2010 in Business Advice, Education, Sports Please leave a comment

There’s a lot that higher education and the National Basketball Association have in common. Yes, you read that correctly.

One of the biggest priorities that they have in common is their need to focus on their first year customers. The universities’ biggest risk of drop out or transfer occurs with freshmen. The NBA teams’ biggest risk of loss of season ticket holders comes with the first year season ticket holders. Both of these customer groups come in with certain expectations, certain dreams, certain perceptions that either they themselves have developed or that the organization has created with their marketing and recruiting and sales efforts. But the question is, how well are those expectations being met?

For organizations to do a great job in retaining first year customers – whether they be the student for the four-year university or the season ticket holder for the professional sports franchise – they need to make sure they have a “Year One Strategy.”

Much of what a Year One Strategy involves is research. Since you’re going through a sales process with a season ticket holder or going through a recruitment process for the new student, you need to take that opportunity to gather a great deal of intelligence on why they are coming to your organization and why they would go. You need to know what they understand and expect of their experience as a new customer, so you have an understanding of how well that will match with the reality that they are about to experience.

Setup an ongoing research strategy that involves an early survey of these individuals to gauge what their experience is like and what issues they might be having. As part of that Year One Strategy, you also need to have an ongoing intelligence-building set of research efforts taking place to gather more and more information about what is unique about these individuals, what they want to get out of their experience, and how satisfied they are with your organization.

The other key component of your Year One Strategy needs to be education. And that educational focus is not just for educational institutions, but it’s for any organization wanting to grow by retaining their existing customers. Part of the educational process needs to focus on getting your first year students, your first year customers, knowledgeable about your processes so they are comfortable working with your organization. You need to foster education of their knowledge of your products and services so they know how they can benefit from their relationship with your organization. You need to have an educational program in place to make sure you build comfort, confidence, and set realistic expectations in the minds of your customers.

Learn from the universities and the sports organizations of the world. Have a Year One Strategy that focuses on research and education.

Interested in improving your company’s customer service? See more information at: http://www.cssamerica.com/


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