Many organizations assume that if the relationship is good, the customer will stay. But retention is not automatic. Customer satisfaction mainly says something about the past: what did you deliver? Retention is about the future: what does the customer expect you to do next? That is precisely the turning point in retention. The conversation about that future often never happens. Instead, questionnaires are sent occasionally and filled in “quickly” by people who do not even decide about the relationship. Such a score is at most a snapshot; it says nothing about what decision-makers truly want or expect. And that is the risk: if you do not know what your customer expects from you tomorrow, you do not know whether you will still be at the table tomorrow.
Having the conversation with the real decision-makers
The conversation about expectations should be held with the people who ultimately decide whether the relationship continues. In conversations with commercial leaders, we often ask: “Would you do business with an organization that consistently fails to meet your expectations?” Naturally, everyone says no. But when we then ask: “What are the most important expectations of your biggest customer?”, the room often goes quiet. And that is exactly where things go wrong. Without knowing what the expectations are, you cannot exceed them. Expectations also change continuously. What matters to the customer today may shift tomorrow because of new challenges. It is therefore not enough to solve a problem and assume the customer will stay because of it. You have to keep having the conversation: “What do you expect from us now? What is the next step?”
Maintaining relationships takes more than doing good work
For that, you need strong relationships. Not only with your regular contact, but with everyone who influences the collaboration. What if your contact leaves? Or takes on a different role? You need to make sure you are already at the table with other decision-makers. That is why we at Tenacity work with the Web of Influence: a network of relationships around the customer. We recommend always having at least three strong contact points within the customer organization. That requires investing in the relationship—not only at the operational level. It is about the people who decide on the contract, on renewing or expanding the relationship.
Relationship management is both art and craft
Relationship management is often underestimated. People think it is enough to have a good connection with the customer. But being liked is not the same as having a strong business relationship in which you work together toward goals. Real relationship management is both art and craft. Or, as we say at Tenacity: it is a combination of expertise and structure. Of course, it requires trust and good personal connections. But it also requires a structured approach: who knows whom? Who speaks with whom? Where are the gaps? Map that out so you know exactly where to invest. Because only with a broad network of strong relationships do you remain truly valuable to the customer.
The turning point in customer retention
The turning point in customer retention is precisely there: the moment you move from talking about “what we have done” to talking about “what do you expect from us now?”. If you do not have that conversation, your added value becomes invisible. Eventually, the customer thinks: “Perhaps we could do this ourselves, or with someone else.” That is why it is essential to continually invest in relationships with the people who decide your future. Not by occasionally sending a list, but by having a personal conversation.
Customer retention therefore requires more than a well-executed assignment. It requires knowing the people who decide and knowing their expectations. As the father of one of our colleagues once said: “Being good at your profession is not enough. Success also depends on how well you maintain your relationships.” That is exactly where the key lies to remaining relevant not only today, but tomorrow as well.
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