Octofinder

Should you avoid your customers?

by Mark Price on July 27, 2010

I have been working with a client in the health club industry to improve customer retention — always a critical factor in that industry (even more than most).  We were planning a series of communications to clients based on a model that would indicate the risk of attrition based on participation in different activities, visit frequency, spending levels, etc.  The results of this model would lead the company to implement a series of trigger campaigns designed to reengage members, personalized based on their interests and behaviors.

You can imagine how surprised I was when he told me that the strategy was great, but that we could not contact his customers at all from June until August!

It turns out that in the Health Club industry, there is an adage that members should never be contacted from May until August because those members might realize that they do not need a health club in the summer and cancel their memberships. So many health clubs essentially “go dark” on their customers, aside from required mailings, for fear of their customers realizing that they do not need them and leaving.

This raises a series of interesting issues for me, and for marketers in general:

  • Are there times NOT to contact customers?
  • Is avoidance a retention strategy?
  • What can marketers do to engage customers at a potentially risky time in their relationship?

Let me first start out by saying that there are ALWAYS risky times in customer relationships.  Customers do reach points where they have to conduct a recalculation of the value of their relationship with you, compared to available alternatives.  It can be when a new competitor comes to the market, or when they have faced a service failure on your part or when their financial position changes, etc.  Change is inevitable.   The question is whether we will capitalize on that moment of vulnerability or not.

For the health club situation, our options look like this — “duck and cover,” ignore the issues or address them directly.

  1. “Duck and cover” –  some customers leave; others do not think about leaving and stay.  Brand perception — “they don’t even know I am there.”
  2. Ignore the issues –  more customers leave, since you call attention to their situation.  Brand perception — “they are clueless to my needs.”
  3. Address the issues head-on –  some customers will leave and others will stay (not surprising).  Some will stay that would have left.   Brand perception — “straighforward company caring for my needs; if I leave then I may come back; if I stay, it is because they care.”

We should not assume that as many people stay in group 1 as previously; social media has increased the sharing of information and the transparency of prices, benefits, etc. between health club alternatives.  Strategies that are based on customer ignorance of alternatives are ultimately destined to failure today and in the future due to such technology.

How do you address the issues head-on? “We know you have alternatives every day; we want to make our clubs special places where you can achieve your fitness goals, build community and enjoy leisure time.  Tell us how we can improve your experience.”  Recognize the issues, state a differentiating goal and then engage the customer in a process to share information and interact with the company.

Take this approach and test it to determine the impact, since all data-driven marketing should be test-and-control based.  Test a couple variations of offers and messages.  Retention bonuses, community events, special access or benefits — try them all and see what happens.

Then let me know.

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Should you avoid your customers?

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Are your marketing rules outdated?

by Mark Price on June 2, 2010

Chariot racer , Jerash , Jordan
Image by rikdom via Flickr

Railroad tracks.

The  US  standard railroad gauge (distance between the rails) is 4 feet, 8.5 inches. That’s an exceedingly odd number.

Why was that gauge used? Because that’s the way they built them in  England, and English expatriates designed the U.S. railroads.

Why did the English build them like that? Because the first rail lines were built by the same people who built the pre-railroad tramways, and that’s the gauge they used.

Why did ‘they’ use that gauge then? Because the people who built the tramways used the same jigs and tools that they  had used for building wagons, which used that wheel spacing.

Why did the wagons have that particular odd wheel spacing? Well, if they tried to use any other spacing, the wagon wheels would break on some of the old, long distance roads in  England, because that’s the spacing of the wheel ruts.

So who built those old rutted roads?  Imperial  Rome built the first long distance roads in Europe (including  England  ) for their legions.  Those roads have been used ever since.

And the ruts in the roads?  Roman war chariots formed the initial ruts, which everyone else had to match for fear of destroying their wagon wheels.  Since the chariots were made for Imperial  Rome , they were all alike in the matter of wheel spacing.  Therefore the  United States standard railroad gauge of 4 feet, 8.5 inches is derived from the original specifications for an Imperial Roman war chariot. Bureaucracies live forever.

Texas Tech alumnus Rick Husband was the final ...
Image via Wikipedia

It gets even better.  When you see a Space Shuttle sitting on its launch pad, there are two big booster rockets attached to the sides of the main fuel tank.  These are solid rocket boosters, or SRBs.  The SRBs are made by Thiokol at their factory in Utah.  The engineers who designed the SRBs would have preferred to make them a bit fatter, but the SRBs had to be shipped by train from the factory to the launch site.  The railroad line from the factory happens to run through a tunnel in the mountains, and the SRBs had to fit through that tunnel.  The tunnel is slightly wider than the railroad track, and the railroad track, as you now know, is about as wide as a Roman chariot.

So, a major Space Shuttle design feature of what is arguably the world’s most advanced transportation system was determined over two thousand years ago by the width of the Roman chariot.

What does this story have to do with data-driven marketing in the 21st century?

How many of us are marketing just the way we did a decade or more ago, just because no one ever asked “why do we do it this way?”  Here are some examples:

  • An 8-week creative and approval process to develop and launch emails.  Why?  Because that was how long it took to develop and approve direct mail, that’s why!
  • Evaluating data-driven marketing programs once a year, right before building plans for the new year.  Come to think of it, building plans only once per year is another one of those rules.  Do our customers change their behavior according to your fiscal calendar?
  • Trying to grow the business through steeper acquisition promotions when times get tough.  Nothing like creating a customer base of highly promotion-sensitive customers ready to leave for the next deal, is there?

I am sure that if any of us pause to think about our marketing, my own firm included, we would find old-fashioned, outmoded methods of growing our businesses.  But customer data, databases and the Internet have changed business models and continue to do so, on an accelerating basis.  Anyone marketing on the ipad yet?  2mm sold in 60 days, I heard!

We must subject our “rules” to close scrutiny, and challenge those that were built for business in years gone by (like for 1999 or so… :) ).  Otherwise, we will find ourselves dragging the chariot uphill, with only ourselves to bear the weight, and the blame.

What outdated marketing rules or processes do you have in your company?

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Are your marketing rules outdated?

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Do you know what is really driving your business?

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Image by Scott M Duncan via Flickr

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Image by Karen Apricot New Orleans via Flickr

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