Jim Cecils 101 best tips for nurturing customers …...Jim Cecils 101 best tips for nurturing...

A Cure for the Common Cold-Call©Jim Cecil’s 101 best tips for nurturing customers and pampering prospects.

www.nurturemarketing.com

A Cure for the Common Cold-Call©

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This little book is about the nature of Nurturing customers. It’s about theawesome power that is released between people who trust, like, respect, appreciate and stay in touch with each other. It’s also clearly about the application of technology to systemize the philosophy of caring, serving and nurturing. Not just watering the plants but giving them a little verbal“Miracle Gro”. You can actually see results in a relatively short time.

But this perspective on the word nurture is about even more than that. Withthis compendium of thoughts, you and I can explore your vision, yourgoals, your customers and your market focus; those we serve and careabout most.

I’ll share what has grown into 101 of the best tips I’ve ever found on nurturing affection with customers, prospects, and all our critical businessand personal relationships. These tips are among the best strategies ofsome of the most successful Nurturing firms, large and small, from allaround the world.

In these tips, we’ll explore ideas, strategies, tactics and technologies thosefirms actually use in identifying, meeting, individualizing, evaluating, aligning, communicating with and serving their best customers.

You’ll find one fundamental belief woven into virtually every paragraph ofthis booklet; it’s ‘helping clients succeed’.

“People rememberpeople who rememberpeople as people.”~ Marshall Fields

“As ye sow, soshall ye reap!”~ Galatians

I believe we’re all farmers at heart.

Whether apples or customers,

unto all things, there is a season.

There is a time to plant and a time to harvest.



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The NurTure SellING ProCeSS IS Your“Cure For The CoMMoN Cold CAll”

1. Think of Nurturing as a term to describe the experience your customershave at all their points of contact with you. In that critical span of time from planting to harvesting, Nurturing describes specific behaviors that ultimatelymake all the results of the harvest possible.

2. Consider that important prospects, like different crops, ripen at differenttimes. The nurture cycle is different for each crop and each customer. From prospecting to welcoming, to leveraging to recapturing, automateddrip irrigation works best to nurture each client, one-to-one, during the various relationship developmental periods.

3. observe how drip irrigation works so effectively in nurturingcustomer/client relationships. Seeds are planted. The prospect relationshipmust then be nurtured. When the time is right, the prospect becomes aclient, the first sale is harvested, and the next phase of the relationship begins.

4. Notice that relationships are usually measured and defined by the perceived value of the quality and quantity of contact between the parties. It is up to you to increase that quality and quantity of contact. You can dothat with the Nurture Selling process.

5. reflect on a time you have made a cold call. You’ll probably agree thatperhaps the least productive time to meet a prospective client is on a coldcall. No relationship has been established. No basis for alliance or eventrust yet exists. Any sale made on a cold call is more often a case of very“low hanging fruit” -- someone who happened to be very ready to buywhen you just happened to come along.

6. Identify the best time to meet a prospective customer. It is most likelywhen they have a serious and immediate need and they already understand you and prefer you as their first choice of Solution Provider.

7. Nurture. Call it what you like; Nurture Marketing, Frequency Marketing,loyalty Marketing, or Intimacy Marketing is the foundation for Customerrelationship Management. each customer relationship is leveraged andgrown from your unique perspective and intimate understanding of your existing customers’ wants and dreams. Apply this at least to your “A’s,”those relationships that offer the greatest profit potential.



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ouTCoMeS

8. Consider the world from an abundant viewpoint. There are so manypeople on this planet that you could really help. You can never serve themall, so why not decide up front what you will become and why and forwhom.

9. Answer, at least for next year, “how much is enough?” That means howmuch money, how many clients, how much r & r time, and anything elseyou can quantify.

10. Be guided by the ideas that “good fences make good neighbors” and“clear expectations create desired results.” The power of crystal clear outcomes is that it forces you to make a decision about where you are right now, where you want to be, by when, and most importantly, whichprospects and customers you must learn to influence along the way.

11. Work backwards from the vision of your goal. Consider the components to getting there. Ask yourself what you would have to do or say for people to mentally position you as a true Solution Provider.

12. Focus your thinking. Ask yourself how many “A” customers you actuallyneed next year. how many can you absorb without diminishing pampertime for existing customers? determine and write down exactly what actionyou want your customers to take. Articulate specifically what you want themto think, know, feel and do after they have experienced a marketing orsales interaction with you.

The PoWer oF lISTeNING

13. Ask your clients and prospects what they want more of, now. It’s easierand far less expensive to supply what TheY want. Second-guessing theirneeds and wants usually creates scattered offers, message-confusion, andoutright skepticism.

14. Pay attention. do simple surveys now. Create simple questions for everypoint of customer contact. develop simple ways to capture information andcommunicate what is learned from each other. establish simple ways toquickly change your behaviors in response to their feedback.

15. Continuously study your individual “A” clients’ business thoroughly.learn ways to proactively initiate new areas of business activity between youand them that will profit both of you.

“Begin with theend in mind.”~ Steven Covey

“It’s not so muchwhat you getfrom goals thatmatters, it’s whatyou had to become to get it that’s yours forever.”~ Jim rohn



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16. Figure out a way to provide your client a product or service you cancustomize yourself. delve into what is giving your client’s grief. It may be aproduct or a vendor that is causing the problem. decide what you can do toassist.

17. look to go the extra mile in really solving a problem for your clienteven if the solution is not a category or service you currently offer. It’s almost always easier and less costly to add new products or services than itis to add new customers.

18. Ask yourself innovative questions: “Which of my best prospects are underserved by the current distribution method? how can I make life easierfor them?”

“I am not my target market.”~ Jim Cecil

“either get good atplanting in the springor become very good at begging in the fall” ~ Jim rohn



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The PoWer oF PoSITIoNING

From Commodity Purveyor to Trusted Solution Provider** Your Top of Mind Position **

19. remember the goal of positioning is to create and occupy a space insideyour customer’s mind. You want to occupy the top most part of that space.

20. decide which marketing position and upon whose mind you wouldmost like to occupy: a sales pitch-based marketing, in which you take onthe role of a salesperson with a specific agenda to sell and just deliver asales message; or Knowledge-Based Marketing where you assume the roleof an alliance, positioning yourself as a resource, not just a commodityvendor. In that second role, you educate prospective clients about problemsand offer innovative solutions.

21. Cultivate for “top of mind” by adroit positioning. What they can nameand frame, they can claim. Positioning simply means concentrating yourmessages on a single idea that defines your company in a unique way.

22. Position your business by reshaping the way customers perceive youand your products rather than by retooling your products. This is a strategyyou can accomplish by understanding how your customers currently thinkof you.

23. Think about the ways your customers position you when they talk aboutyou, as they inevitably do. do they think of you as a Complete SolutionProvider or Commodity Purveyor? What else do they say about you? Areyour services and products world class or mediocre, higher priced or a bargain, the single best place to call or another nightmare to deal with?

24. realize that the Power of Positioning breathes life into all your communications with customers. once you are clear in how you want toposition your company, the relationships with your customers become easier and better.

“economic advantages may be created by any person who surroundshimself with the advice, counsel, and personal cooperation of agroup of people who are willing to lend wholehearted aid, in a spiritof perfect harmony. This form of cooperative alliance has been thebasis of nearly every great fortune.”~ Napoleon hill 1936



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The PoWer oF dIFFereNTIATIoN

Your own unique Selling Proposition

25. Accept that it’s a competitive world out there. undoubtedly, you havestrong competitors fighting for your customer’s affection. like you, they also offer quality products and their prices and delivery standards are rea-sonable or perhaps even excellent.

26. There is a vast and noticeable difference between merely being servedand the experience of being nurtured. Attract, win and pamper new customers by staying in touch. Nurture them and prevent current “A” customers from experiencing a feeling of indifference and vulnerable tobeing seduced by more able, eager and amorous competitors.

27. remember, you and your customers always have a choice. First Class or Coach. establish your position and articulate your unique Selling Proposition.

28. Monitor your competitors. decide what is going to differentiate yourproduct, service, or information from others. You might add consultation asa new level of service. Consider becoming a complete Solution Provider oran out-source resource. offer provably lower prices, observably higherquality, clearly better service, measurably faster delivery, infinitely betterpartners, far smarter insights, bigger endorsers, vastly innovative solutions,or impressively larger inventories.

29. Think about what changes best serve you and your customers. reviewwhat customer unique value propositions you can make. domino Pizza’scustomers wanted pizza delivered. That became domino's unique sellingproposition. Your strategy or your tactics can become your differentiation.

“You don’t wantto be consideredjust the best atwhat you do. Youwant to be knownas the only onewho does whatyou do.”~ Bill Graham, Concert Producer



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SoMe CAll IT The elevATor SPeeCh

30. help prospective customers know what to expect and how to value aproduct or service by placing it in some sort of comparative context. You’vegot about 30 seconds, about the time of an average elevator ride, to defineyour position and explain how what you do benefits them.

31. Tell prospects your story quickly and tell them clearly every time you getthe chance. The actual words that you learn to use when you deliver yourelevator speech will become the most profitable 30 business seconds youmay ever spend.

32. Compare the following three proven formulas for developing your message and state all the important components down in a few short sentences. Try them out on your own company and one of your key products. Just fill in the blanks.

** ForMulA 1 **

eXAMPle:

“The goal of positioning,therefore, is tocreate a spaceinside the targetcustomer’s headcalled “bestsource for thistype of situation”and to attain soleand undisputedoccupancy of that space.”~ Geoffrey Moore

For(target customer)

Who(statement of the problem or opportunity)

The(product name)

IS A(product category)

ThAT(statement of key benefit, the mostcompelling reason to buy)

uNlIKe(primary competitive alternative)

our ProduCT(statement of primary differentiation)

For: Ceo’s and Marketing Managers of rapid growth, mid-sized companiesWho: must maintain continuousskills, philosophy and business development training for their keyteam members.The: Nurture library Creates: a focused pro-active, self-paced training systemThAT: teaches each member ofyour team exactly what they mustdo to create and execute a processthat transforms you into a NurturingCompany.uNlIKe: seminars, the Nurture library is designed to make salesgrow year to year because sales skillsgrow from repetition of principles.The: Nurture library helps youmake a process out of what otherwise would be just another“good idea.”



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** The Nurture library **

** ForMulA 2 **eXAMPle:

WhAT IS The SITuATIoN

WhAT IS The ProBleM

WhAT IS The SoluTIoN

BeNeFITS

hoW doeS IT WorK

NeXT eASY STeP

WhAT IS The SITuATIoN: Sales andmarketing executives must enhancesales force automation software withmeaningful contact content.WhAT IS The ProBleM: lack time,experience or process to create thistype of solution.WhAT IS The SoluTIoN? A comprehensive, pre-written series ofletters, emails and/or phone scriptsthat position and articulate your interest and differentiation.BeNeFITS: Nurture creates aprocess, it’s personalized and effective and it's completely outsourceable.hoW doeS IT WorK? Producersassign prospects to a plan; softwareand administrator executes theprocess; customers feel special.NeXT eASY STeP: decide to Nurtureand call us today.

** ForMulA 3 **eXAMPle:

** The Nurture Selling Process **

do You KNoW hoW

WhAT We do IS

do You KNoW hoW? The moresuccessful executives become themore people they have to stay in touchwith on a regular basis? And most ofthem would tell you they don’t havethe time or the process to manage it.WhAT We do IS: help those execu-tives design, write and even produceand deliver sincere, intelligent andcontinuous messages of appropriatecontent and sentiment. We call it theNurture Selling Process. our clientscall it drip irrigation marketing.



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The PoWer oF The reTurN oN INveSTMeNT

33. Calculate a conservative “Full-lifetime economic value” of one typical“A” level customer. A look at your customers through that light produces results that can be very telling.

34. Think about whether you can afford not to Nurture, with that amount ofmoney at stake. Ask yourself what you you will gain when you do Nurture.What will you lose if you only sow perceived indifference?

35. decide how much you would be willing to spend to get a new customer.If you could buy an insurance policy to indemnify you against the loss of acustomer, you might now be inclined to buy it.

The PoWer oF IdeNTIFYING

36. Narrow your focus. Identify your market carefully. Identify those whotruly value most what you provide. deliver only the best of what you haveonly to those that need it, value it and are ready to pay a fair price for it.

37. Probe and profile your top twenty customers for insights into potentialmarkets and obvious prospects. look at your own history in dealing withthem and ask them questions to enhance your own observations.

38. draw a broad portrait of each category of customer. The values, similarities and differences within each category will guide your own decisions.

39. Segment your entire customer base into A B C d Categories. Assess theamount of Nurturing required to create loyalty among each group.

40. decide how many new “A” clients are needed to reach or exceed your goals.

41. Agree among those working a trade-show booth or doing a publicpresentation to capture a minimum amount of information from each visitor. Code that information based on the following guidelines:

A B C d = hoT WArM Cool Cold1 - 10 = Small to huge

Growth cycle = Fast or Slow

This simple code will reflect who this person is and where they are in thebuying cycle.

“If I’d known thisbody was goingto last this long,I’d have takenmuch better careof it.”~ Jimmy durante

“While there may be 6 billionpeople on theplanet, you probably onlyneed to influencea few thousandat the most. Butthey must be influencedknowledgeably,respectfully, innovatively andpersistently.”~ Fredrick Tucker, Jr.



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GroWING Your INTerNAl CulTure oF NurTurING

41. realize the evolution of a customer-driven business begins with yourunderstanding the value of investing your personal time and resources tomaintain constant communication with your entire customer base. Cultivating loyal relationships and making your customers more successfulis not just a sales job. It's a corporate mandate.

42. Teach your people to Nurture by nurturing them. Your employees willusually be about as nice to your customers as you are to your employees.Satisfied and well-nurtured people are most ready and motivated toserve clients well and to create an experience of preference.

43. encourage your entire company, well beyond sales and marketing, tobe mindful of ways to best Nurture everybody; that includes Nurturing eachother, your customers, and certainly your prospects.

44. Be creative in developing new nurturing approaches to customer challenges. Solicit and recognize contributions from your team. Become aNurture cheerleader. urge others to Nurture.

“The nurturedseed producesthe abundantharvest.”~ Anon



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The NurTure PhIloSoPhY

45. embrace the power of Nurturing as one of the best ways to initiate andgrow relationships by design. It's a process that creates and sustains “top-of-mind” awareness.

46. understand that research constantly reveals that the sales cycle is elongating. It may take as many as a dozen or more contacts just to establish a “top-of-mind” relationship.

47. Monitor customer touches. Consider a relationship with a customer isoften like an emotional bank account. According to Stephen Covey, it’s inappropriate to ask for a “withdrawal” until you first have established apositive balance. You create this balance by making useful, knowledge-based deposits first.

48. realize that Nurture marketing is not a new concept. Successful salespeople have pampered customers and prospects for decades. What hasdramatically changed is the cost of face to face contacts.

49. use a comprehensive customer management software program andbroadband communication technology to enhance the sales relationshipand increase your level of contact impact and competitiveness. educationalmailings and values-aligning phone calls are ideal vehicles to enhance andsustain the growing relationship at an affordable cost-per-contact. The verysurvival of a business often depends on your ability to enhance and sustaincontact with the people that make up loyal customer relationships.

“A relationship isnot somethingthat you pursue;it’s what happensto you when youare immersed inserving thedreams of yourcustomer.”~ Tom Peters



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The PoWer oF CuSToMer INForMATIoN

Sales Force and Customer database Automation

50. Create an information packed database. Gather all the informationthat will be useful in building loyal relationships with prospects and customers. Identify and capture all behaviors, needs, and preferences youconsider even remotely useful to your ability to better and more individuallyservice clients.

51. use a powerful, widely available CrM or Contact Management marketing software program that allows you to utilize desktop computers tosatisfy customer information needs. These programs make it simple to implement Nurture Marketing. Armed with a well-crafted marketing database and automated action plans, relationship marketing can bequickly expanded to all constituents.

NoTe: For a more serious evaluation of all matters regarding CrM or salesforce automation, may I recommend my friend, richard Bohn -- publisher,author, journalist and international customer management software consultant. reach rich through www.sellmorenow.com.

“When you needa friend, it’s toolate to make one.”~ Mark Twain



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The lAW oF The hArveST

52. Proactively keep business relationships thriving by Nurturing them. Inthe absence of nurturing, the business relationship usually deteriorates.

53. Notice thatorganizations tend naturally to face inward rather than outward. The natural tendency of relationships, whether in marriage or inbusiness, is toward erosion of sensitivity and attentiveness.

54. do whatever possible to redirect the inward orientation that often leadsto insensitivity and unresponsiveness in customer relations. Substituting bureaucratic formalities for authentic interaction is the opposite of Nurturing thriving relationships. “have a nice day” does little to enhanceand develop successful relationships.

The PATIeNCe oF The FArMer

55. develop the patience of the farmer. Being patient and respectful bywaiting for the prospect to call you are probably the most difficult parts ofrelationship nurturing.

56. Wait until you feel the prospect would be more receptive to your call.Pay close attention to the response to your communiqués. When an individual has responded to at least two of your previous offerings, you arecertainly entitled to a phone visit.

57. Imitate relationship champions the world over point to persistence asthe catalyst. In most cases, even otherwise persuasive people give up waytoo soon.

58. digest the following sales management research: Nearly 50% of allprospecting attempts are aborted with the first perceived rejection. 15% attempt it a second time. 65% are out of the game now, with just two contacts. An additional 14% will come back for a third try. 10% stop afterthe fourth contact. Nearly 9 out of 10, almost 90% give up only after thefourth contact. The research says that you aren’t even remembered until the12th contact, in most of the cases. And when you’re in a two-year salescycle that might take 24 contacts, you must manage just to maintain thatpresence.

“My green thumbcame only as a result of themistakes I madewhile learning tosee things fromthe plant’s point of view.”~ h. Fred Ale

“Kicking the treehas never beenknown to hastenripening.”~ Jim Cecil



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NurTurING BehAvIorS

deposits and Withdrawals

59. Consider that Nurturing is a way of thinking about the way we establisha relationship. This refers to the actual process to create and sustain “top-of-mind” awareness. It may take as many as 10-12 contacts just to establish you as the one occupying such a position.

60. Create the joint emotional bank account balance mentioned earlier by making deposits first. A letter or note, a gift, a thought, a phone call, a hallmark card, an offer or an insight is “Customer Food.”

61. Think of Knowledge-Based Nurturing as an innovative approach to increasing your customer base. Provide information and advice early in therelationship. Generously help them solve real problems right away.

62. demonstrate your values with your behaviors. Friends stay in touch.Avoid sales pitches. Give potential clients real facts and advice. Whenthey’re ready, they’ll come to you, viewing you as a respected authority inyour field.

63. Make little offers. let them raise their hand timidly so you learn who islistening early on. rather than send something not requested, by making anoffer, you save money and usually get the same credit as if you sent a gift.

“Customers, whengiven a choice ofwhere they spendtheir money will invariably go backto a place wherethey were made tofeel special.”~ Marshall Fields



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The PoWer oF AuToMATed ACTIoN PlANS

64. decide if it is time to revive the “romance” in your business or customerrelationships. Think about what would happen if you began to Nurture customers and prospects intensely, just as you might behave if you wantedto revive the romance in your marriage.

65. Notice what happens if you get “too busy” to remember to show yourcare for your customer (or your spouse, children or friends). Become a littlemore thoughtful, attentive and creative about the quality and frequency ofyour communication with everybody.

66. Set up a regular series of “nurturing” contacts throughout the year. Thatmeans a continuous customer contact program that will demonstrate, atregular, pre-planned intervals, that you honestly and sincerely care aboutyour customers’ well-being and the condition of your relationship.

67. Be guided by this rule of thumb: Critical contact is not about smotheringcustomers with gratuitous affection or meaningless trinkets. All critical contacts, even mailings, should be spaced at appropriate intervals, cost appropriate, related to mutual business concerns or values, and truly heart-felt but practical.

68. Think gardening. use “drip irrigation” tactics, just like farming, to Nurture prospects at their varying stages of buying readiness. explore anduse software that identifies and manages the appropriate frequency and sequence of contacts suited to your particular client behaviors.

“Treat ‘em like seedlings.”

69. Tell the truth, keep your word. Acknowledge, in your first contact, thatyou know the recipient may not know you and that you know only a littleabout them. Tell them you feel you may have something they need. You realize they may not need it just now and that you’ll stay in touch with them.

70. Make your second contact with your prospect an education-packed and a nurturous one. Information and “them-serving” knowledge-basedenclosures tells them you are thinking of them. This contact could include a reprint of an article about you or a topic you particularly think might interest them.

“outta sight isoutta mind andoutta mind isoutta money,honey”~ Mae West



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The PoWer oF The INTerNeT

71. embrace technology. Your most intelligent and affluent customers regularly use it. Before long, the only asset any firm will have is the awareness, esteem, and preference of its clients. Consider starting a Blogor a Wiki. If you don’t know what these are find out, they represent the wayproducts will be marketed in the future.

72. Study your competitors. observe ways they Nurture customers. Think about how attractive they are to the prospects you know.

73. visit and study industry leaders’ web sites like Intel, Microsoft, volvo,lexus and others. See how well they Nurture you as a visitor to their sites.

74. Ask your top ten customers what ways you could serve them with the Internet. Think of the Internet as a giant feeding station. Find out what youcan feed your customers.

“A millennium is the largest unit ofhuman culture. So, not surprisingly,the turn of a millennium tends topromote big thoughts about the future and our legacy to it. Nodoubt the biggest of these inheritances will be the implicationsof the current revolution in technology. Information technologyis accelerating contemporary life tounprecedented speeds. Some of usapplaud this change, some fear it.But none of us can escape it.”~ Fortune Magazine



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MANAGING ToP-oF-MINd

75. Accept that Nurturing is about being there when they’re ready to talkor buy. each client has a unique time when they are actually ready to buy,different from any other client. each has a unique “ripening” schedule, adifferent season. They need help facilitating their own buying process.

76. Farm your crop, working it appropriately, until the plant is ready. Nurture, cultivate, assist, and harvest when they are ready to be harvested,on their schedule.

77. Think “Top-of-Mind.” use appropriate touches to gently remind aprospect to think of you first, encourage an old customer to think of you ina new way, inspire an entire organization to operate more productively oreven to permanently change long-standing attitudes and behaviors.

78. Adopt or cultivate an existing culture of genuine customer affection and caring. explore how the mental changes alone may demand pro-activenurturing of your own team. It may require technology and human resources but it is far too important to be ignored.

79. Be prepared for changes in your business as a result of Nurturing.When your nurturing efforts take hold, results often measure in double-digitpercentages. The return on investment, the payback for effective nurturingand relationship development, proves to be enormous.

80. Create a relationship of understanding and preference well in advanceof your client needing you. By the time they need it; you can become theonly one they will consider. You’ve been there all along, asking for nothing,and Nurturing them with useful knowledge and intelligent behaviors.

“A relationship isalways a multiple contact affair”~ Jim Cecil

“If you werecharged in acourt of law with pamperingcustomers, isthere enough evidence toconvict you?”~Jim Cecil

“repetition is the mother of top-of-mind” ~ david ogilve



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The PoWer oF WelCoMING ANd APPreCIATIoN

81. Say “Thank You” graciously and soon and often. Many overlook thissimple and inexpensive way to welcome and reassure new customers.

82. remember that a customer can be a first-time buyer only once. Passingup the chance to say thank you and make a big deal over the purchase --especially the first one -- is too great an opportunity to waste.

83. have key staff contact, introduce, explain, and thank a key new customer to emphasize you take them seriously. Think of other ways youcan appropriately say thank you.

The PoWer oF PAMPerING ANd MAKING CoNTACTS ThAT CouNT

Well beyond faithful nurturing, there are certain relationships that needproactive pampering. Crafting such a powerful, personal campaign oftentakes great resources. here are a few I use almost daily with our clients.

Articulating and demonstrating company values are difficult for most of usmost of the time. A company called Compendium, www.compendiuminc.com,has products designed specifically to help you brand your communicationswith your values. From ‘service to ‘teamwork’ to ‘thank you’ to ‘whatever ittakes’ to ‘because of you’ and many more. It’s like bragging without gagging.

Finding an elegant, affordable gift to get someone’s attention or to acknowledge a special kindness, makes you wish you had a crystal ball. When your good taste demands a showstopper gift. Check outwww.freshsuccess.com. Imagine having custom gifts at your fingertips. ordered, Assembled, Custom Packaged and Shipped, just by touching afew keys and as close as a browser.

“It all boils downto those who really care....and those whoreally don’t.”~ dan Zadra

“Say thank you.”~ Mom



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The PoWer oF BoNdING

84. realize that one reason people don’t buy again is they never learn howto properly utilize you as a solution resource for a specific problem. A newproduct may gather dust for many months waiting to be implemented. Amailing or call shortly after the purchase tells the buyer exactly how to usethe product. It may rekindle the buyer’s original inquiry and interest.

85. understand how the event of buying changes the dynamics of the relationship. The buyer expects you to remember the purchase as havingbeen a favor bestowed, not as something you earned.

86. Keep the dynamics in perspective. It’s dangerous to assume that justwinning an account gives you any advantage just because you’ve got a footin the door.

87. Notice that the buyer usually views the sale as doing you a favor; in effect, they debit your account. You now “owe the buyer one.” You’re in theposition of having to rebuild the relationship from a deficit stance. You getto keep your word. And they do remember promises.



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WhY CuSToMerS deFeCT

88. express your caring. In a business world grown cold, it’s an almost unfair advantage. Neglect is the opposite of demonstrating “massive appreciation.”

89. realize that customers feel attracted to anyone willing to patiently Nurture. Customers and prospects will run away when they feel taken forgranted, only shown interest when you are seeking an order, only lavishedwith your time when they are a prospect, communicated with mainly by invoice, fixated on when trying to land them as your next big account,dropped like hot potatoes once they give their order; seldom followedthrough with promises, and satisfying your own bureaucracy rather thanserve their needs.

90. review these reasons why customers defect:

1% Bankruptcy or death

3% Move

5% Technology

9% Price

14% Angry(People tell 13 people before they get it out of their system. 90% of thepeople who are insulted once will leave and never tell you. For every person who calls and complains, there are 29 other people out there whowon’t call. What looks like a minor problem could be major. But 75% willcome back if you fix the problem quickly and fairly)

68% a vague feeling of indifference - This 68% is controllable and fixable.

“When customersleave for greenerpastures they usually give priceas the reason, whenin fact it’s often simple neglect.”~ John r. Graham



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The PoWer oF loYAlTY

91. Consider the difference: All loyal customers could be considered retained customers. All retained customers are not loyal customers. As your Knowledge-Based Nurturing moves forward, continue to leverage your position.

92. use various Nurturing approaches. Send a newsletter, invite them to briefings and invite them to call you with questions. Keep lines of communication open until and as long as they buy, or until you finally remove them from your database.

93. Welcome and assimilate your prospects once they become your customer. Maintain loyalty by providing outstanding service and by delivering ongoing education through letters, calls, articles, seminars andnewsletters. Make touches that matter.

The PoWer oF leverAGING relATIoNShIPS

94. Think about what the second purchase says. Making the first sale to acustomer is often the most expensive. It takes advertising and promotiondollars, sales time, energy, and chasing dead ends to land a customer.later sales to that customer are less inexpensive and more profitable.

95. Focus on generating more sales to first-time buyers. Then work hard tobuild sales and rapport with the customers you already have.

96. Maintain constructive interaction and keep up on both complaints andfuture needs to keep buyers happy. repeat orders go to those doing thebest in nurturing relationships.

97. Start Nurturing the relationship and stop pressing for the order. Sendvaluable tips to your customers to really help them prosper.

98. Commemorate the anniversary of your first project together. Selectinspirational gifts that remind your customers of your mutual commitmentto service, value, integrity, quality, innovation, teamwork, and loyalty. Consider other ways to re-deploy your underutilized assets.

“They will give youtheir loyalty butfirst you must discover and communicate thatyou know and understand and willserve their needs.”~ lee Iacocca

“use the power of endorsement to leverage the rapport and goodwill you have with a center ofinfluence to another. Solicitand work referralsas a process.”~ earl Nightingale



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The PoWer oF IMPleMeNTATIoN

The only question left is, “do I do it myself or out-source parts of or the entire process?”

99. Achieve your plans and goals with the consistent self-discipline of Nurturing as a magic catalyst. By Nurturing, you can change old opinions,alter poor attitudes, lifestyles--even the minds of prospective customers.

100. Nurture your way to changing behaviors of your people, changingyour leadership style, and even your company. You have answers and theability. The elements are all here, including the freedom to try.

101. Combine a comprehensive implementation plan, personal discipline,and dedication so nothing can stand between you and market leadership.The choice is yours.

By now you must know we encourage staying in touch, making continuouscontact with your critical constituencies. Whether far flung employees, customers, prospects, alliances or partners, Nurturing is the antidote to defection and truly a “Cure for the Common Cold Call.”

often the only reason otherwise natural nurturers don’t nurture more issimply they lack the words. They have a passion and can’t get the storytold.

That’s where we come in. Simply put, we are business and sales letter writers. We tell your story for you in the form of letters, notes, faxes, emails,or even web seminars. We do the research; we collaborate with you, design, write and help your team automate the process using any databaseyou already own.

“Just do It!”~ Nike

“Is everybody nurturing your customer...but you?”Nurture entices customers to call You when TheY are ready to buy!

redmond, WAWoodbridge, NJ

732 636-1001 x. 27

visit our Web Site to hear more about drip Irrigation Marketingwww.nurturemarketing.com

[email protected]© 2011, Nurture Marketing and James P. Cecil Company, Inc.

Jim Cecils 101 best tips for nurturing customers …...Jim Cecils 101 best tips for nurturing...

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