Are you watching the amount of business your best customers are doing with you? Are you reaching out to them when you notice their business falling off?
The director of my division’s conference and travel program reports to me. He’s reaching out to each of our internal customers who plan meetings to find out if they are still satisfied customers and, if not, what it would take to get their business back. (Our departments do not have to use our travel program.) We are not proceeding on the assumption that they are still happy with us.
We believe we’ve identified two areas where we need to show results. First, we need to demonstrate that using our program will save their staff time. Second, that we can save them money because we’re better at negotiating hotel contracts. (It’s not just the guest room rates, it’s also about the banquet and A/V rates.)
Read this blog post by CRM Guru, Paul Greenberg, Feels Kinda Loyal, Doesn’t He? If you’re a senior manager, how come you’re not contacting your best customers? Are you assuming that they are still loyal to you? How is the economy impacting them? What can you do to meet their needs if they are changing?
You can’t take them for granted. There’s a time and a place for reports and dashboards. But sometimes there’s no substitute for picking up the phone and asking an important customer to provide ten minutes of feedback.
Remember, customers are human beings, not figures on a spreadsheet.
How much money is United going to lose each year if Paul switches to another carrier? Is he the only customer who finds himself in that situation?