From Loyalty to Leverage
From Loyalty to Leverage
From Loyalty to Leverage
From Loyalty to Leverage
An alchemist’s guide to making customers stick
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Understanding loyalty
If you want to understand loyalty, don’t look at points, perks, or punitive cancellation flows. Look at confidence.
Humans are reluctant gamblers, and renewal is a bet on the future. The most powerful thing you can offer a customer isn’t a discount (and statistically, it’s usually a bad idea). It’s confidence. Assurance that choosing you again lowers their risks. In other words, loyalty is not an emotion you “win.” It’s a risk calculation you design.
Let’s start with the main question, where does “Loyalty” begins? As often, it’s a matter of expectations as loyalty precisely starts when you’re exceeding expectations.
The author Aly Cudby describes Loyalty in 3 different tiers, the Lazy loyal, Convenient Loyal and Lucrative loyal.
“The most powerful thing you can offer a customer isn’t a discount (and statistically, it’s usually a bad idea). It’s confidence. ”
Understanding loyalty
If you want to understand loyalty, don’t look at points, perks, or punitive cancellation flows. Look at confidence.
Humans are reluctant gamblers, and renewal is a bet on the future. The most powerful thing you can offer a customer isn’t a discount (and statistically, it’s usually a bad idea). It’s confidence. Assurance that choosing you again lowers their risks. In other words, loyalty is not an emotion you “win.” It’s a risk calculation you design.
Let’s start with the main question, where does “Loyalty” begins? As often, it’s a matter of expectations as loyalty precisely starts when you’re exceeding expectations.
The author Aly Cudby describes Loyalty in 3 different tiers, the Lazy loyal, Convenient Loyal and Lucrative loyal.
“The most powerful thing you can offer a customer isn’t a discount (and statistically, it’s usually a bad idea). It’s confidence. ”
Understanding loyalty
If you want to understand loyalty, don’t look at points, perks, or punitive cancellation flows. Look at confidence.
Humans are reluctant gamblers, and renewal is a bet on the future. The most powerful thing you can offer a customer isn’t a discount (and statistically, it’s usually a bad idea). It’s confidence. Assurance that choosing you again lowers their risks. In other words, loyalty is not an emotion you “win.” It’s a risk calculation you design.
Let’s start with the main question, where does “Loyalty” begins? As often, it’s a matter of expectations as loyalty precisely starts when you’re exceeding expectations.
The author Aly Cudby describes Loyalty in 3 different tiers, the Lazy loyal, Convenient Loyal and Lucrative loyal.
“The most powerful thing you can offer a customer isn’t a discount (and statistically, it’s usually a bad idea). It’s confidence. ”
Three types of loyal
To explain this, I like to use the car owner metaphor. Every car owner needs (or, at least, needed) to put gas in their car, thus, you have a choice when it comes to the gas station.
You can be the Lazy Loyal and choose the closest one on your way to work, which means, the day you move, change job or another gas station pops closer, you switch with no second thought.
You can be the Convenient Loyal type and choose a specific one, let’s say, based on price, thus choosing the cheapest one in the area. You have some level of loyalty that relies on one criteria... You’re loyal, until another station nearby becomes the cheapest.
Finally, you can be the Lucrative Loyal, going to a very specific gas station because the coffee is better, the cashier knows you by name and keep your favourite snacks on the side every Thursday because he knows you’ll be passing by. No matter what, you will keep coming back to that one. It’s your favourite one and the experience is valuable to you. You feel special, you feel cared for.
In all scenarios, it’s about perceived value. How do we take our customer from the “lazy” zone to lucrative? How do we make an organization feel cared for?
“There’s usually a lot hidden under the surface and plenty of knowledge that is waiting to be heard. And trust me, you’ll know exactly where to go from there.”
Three types of loyal
To explain this, I like to use the car owner metaphor. Every car owner needs (or, at least, needed) to put gas in their car, thus, you have a choice when it comes to the gas station.
You can be the Lazy Loyal and choose the closest one on your way to work, which means, the day you move, change job or another gas station pops closer, you switch with no second thought.
You can be the Convenient Loyal type and choose a specific one, let’s say, based on price, thus choosing the cheapest one in the area. You have some level of loyalty that relies on one criteria... You’re loyal, until another station nearby becomes the cheapest.
Finally, you can be the Lucrative Loyal, going to a very specific gas station because the coffee is better, the cashier knows you by name and keep your favourite snacks on the side every Thursday because he knows you’ll be passing by. No matter what, you will keep coming back to that one. It’s your favourite one and the experience is valuable to you. You feel special, you feel cared for.
In all scenarios, it’s about perceived value. How do we take our customer from the “lazy” zone to lucrative? How do we make an organization feel cared for?
“There’s usually a lot hidden under the surface and plenty of knowledge that is waiting to be heard. And trust me, you’ll know exactly where to go from there.”
Three types of loyal
To explain this, I like to use the car owner metaphor. Every car owner needs (or, at least, needed) to put gas in their car, thus, you have a choice when it comes to the gas station.
You can be the Lazy Loyal and choose the closest one on your way to work, which means, the day you move, change job or another gas station pops closer, you switch with no second thought.
You can be the Convenient Loyal type and choose a specific one, let’s say, based on price, thus choosing the cheapest one in the area. You have some level of loyalty that relies on one criteria... You’re loyal, until another station nearby becomes the cheapest.
Finally, you can be the Lucrative Loyal, going to a very specific gas station because the coffee is better, the cashier knows you by name and keep your favourite snacks on the side every Thursday because he knows you’ll be passing by. No matter what, you will keep coming back to that one. It’s your favourite one and the experience is valuable to you. You feel special, you feel cared for.
In all scenarios, it’s about perceived value. How do we take our customer from the “lazy” zone to lucrative? How do we make an organization feel cared for?
“There’s usually a lot hidden under the surface and plenty of knowledge that is waiting to be heard. And trust me, you’ll know exactly where to go from there.”
Get curious
First of all, it all starts with knowing what arena we’re going in; be prepared and be curious. Understanding is the first step of care, and there’s no understanding without knowledge. In other words, know your customer!
How well do you know them? Do you know their values? Their long-term vision, project? Is their latest financial report available? Have you read it? Cultural specificity? What’s their organizational mission? Do they sponsor any events? Do they support an NGO? You get the point.
Knowing your customer isn’t just about data, it’s about uncovering the ‘why’ behind their choices.
That brings us to the second step. Understanding what would make them successful with your Product. How? Well, just start with the question everyone avoids:
“Why are you using our product?”
It’s disarmingly simple, which is why no one asks it. The answer reveals success criteria, the stakeholder’s personal KPIs, and the hidden job-to-be-done. Be silent and listen for potential. Your customers are better copywriters for your value than you are.
There’s usually a lot hidden under the surface and plenty of knowledge that is waiting to be heard. And trust me, you’ll know exactly where to go from there.
Get curious
First of all, it all starts with knowing what arena we’re going in; be prepared and be curious. Understanding is the first step of care, and there’s no understanding without knowledge. In other words, know your customer!
How well do you know them? Do you know their values? Their long-term vision, project? Is their latest financial report available? Have you read it? Cultural specificity? What’s their organizational mission? Do they sponsor any events? Do they support an NGO? You get the point.
Knowing your customer isn’t just about data, it’s about uncovering the ‘why’ behind their choices.
That brings us to the second step. Understanding what would make them successful with your Product. How? Well, just start with the question everyone avoids:
“Why are you using our product?”
It’s disarmingly simple, which is why no one asks it. The answer reveals success criteria, the stakeholder’s personal KPIs, and the hidden job-to-be-done. Be silent and listen for potential. Your customers are better copywriters for your value than you are.
There’s usually a lot hidden under the surface and plenty of knowledge that is waiting to be heard. And trust me, you’ll know exactly where to go from there.
Get curious
First of all, it all starts with knowing what arena we’re going in; be prepared and be curious. Understanding is the first step of care, and there’s no understanding without knowledge. In other words, know your customer!
How well do you know them? Do you know their values? Their long-term vision, project? Is their latest financial report available? Have you read it? Cultural specificity? What’s their organizational mission? Do they sponsor any events? Do they support an NGO? You get the point.
Knowing your customer isn’t just about data, it’s about uncovering the ‘why’ behind their choices.
That brings us to the second step. Understanding what would make them successful with your Product. How? Well, just start with the question everyone avoids:
“Why are you using our product?”
It’s disarmingly simple, which is why no one asks it. The answer reveals success criteria, the stakeholder’s personal KPIs, and the hidden job-to-be-done. Be silent and listen for potential. Your customers are better copywriters for your value than you are.
There’s usually a lot hidden under the surface and plenty of knowledge that is waiting to be heard. And trust me, you’ll know exactly where to go from there.
Get SMART
The information you will gather will help you to define your customer’s success criteria by understanding your champions’ targets and motivations and see some potential risks. This is a goldmine and you just started digging.
Your champion is at the centre of your strategy. They are your eyes, ears and voice internally and you have to make sure it sings your praise.
From there, build your plan, find any link between your product and the success criteria, even remote ones. Remember, you’re here to help your champion succeed and that’s exactly what you’re going to do.
A success plan is not rocket science, it’s a structured way of reaching a goal and a goal without a plan is just a wish, so, ensure you’re making a plan to grant your champion their wishes!
You already know what you need to achieve, now is time to translate it into criteria, and, like any goals, those need to be SMART (Specific, Measurable, Achievable, Relevant, Time Bound).
In a nutshell, make sure your goal is clear and backed up by data points with a precise calculation method. Quick example, let’s say your champion is part of HR and has a target to increase employee satisfaction when using the various tools HR is sponsoring for employees.
“Gut feeling might not always be right, but, if you do feel you don’t have a good grip on things at hand, you’re probably right.”
Get SMART
The information you will gather will help you to define your customer’s success criteria by understanding your champions’ targets and motivations and see some potential risks. This is a goldmine and you just started digging.
Your champion is at the centre of your strategy. They are your eyes, ears and voice internally and you have to make sure it sings your praise.
From there, build your plan, find any link between your product and the success criteria, even remote ones. Remember, you’re here to help your champion succeed and that’s exactly what you’re going to do.
A success plan is not rocket science, it’s a structured way of reaching a goal and a goal without a plan is just a wish, so, ensure you’re making a plan to grant your champion their wishes!
You already know what you need to achieve, now is time to translate it into criteria, and, like any goals, those need to be SMART (Specific, Measurable, Achievable, Relevant, Time Bound).
In a nutshell, make sure your goal is clear and backed up by data points with a precise calculation method. Quick example, let’s say your champion is part of HR and has a target to increase employee satisfaction when using the various tools HR is sponsoring for employees.
“Gut feeling might not always be right, but, if you do feel you don’t have a good grip on things at hand, you’re probably right.”
Get SMART
The information you will gather will help you to define your customer’s success criteria by understanding your champions’ targets and motivations and see some potential risks. This is a goldmine and you just started digging.
Your champion is at the centre of your strategy. They are your eyes, ears and voice internally and you have to make sure it sings your praise.
From there, build your plan, find any link between your product and the success criteria, even remote ones. Remember, you’re here to help your champion succeed and that’s exactly what you’re going to do.
A success plan is not rocket science, it’s a structured way of reaching a goal and a goal without a plan is just a wish, so, ensure you’re making a plan to grant your champion their wishes!
You already know what you need to achieve, now is time to translate it into criteria, and, like any goals, those need to be SMART (Specific, Measurable, Achievable, Relevant, Time Bound).
In a nutshell, make sure your goal is clear and backed up by data points with a precise calculation method. Quick example, let’s say your champion is part of HR and has a target to increase employee satisfaction when using the various tools HR is sponsoring for employees.
“Gut feeling might not always be right, but, if you do feel you don’t have a good grip on things at hand, you’re probably right.”
Get started
On your end, you know that users have a higher satisfaction when using the mobile version of your product than the web one (and you have the data to prove it). So, you have a perfect link between a business goal for your champion (Increase employee satisfaction) that you link to your own (Increase Mobile app usage).
Now, you just need to write that down, and it could be something like:
Increase Mobile App usage to 15% by 31/03 (end of Q1 next year)
Mobile App usage is defined by the average number of logins over a week divided by the whole active population
Current usage is 6.78% - Target is 15%
Sponsor: Head of HR
Next steps: CSM to prepare internal training / Champion to organize trainings to ensure a coverage of at least 80% of total workforce
You can see how that goal is Specific (1, 2 & 5), Measurable (2 & 3), Achievable (3), Relevant (based on business case) and Time Bound (1).
Once you get there, you already have solid foundations to get started. Your plan has been drafted, sent and approved.
The last part is important. Make sure to get a full approval and commitment, not only from your customer but from anyone involved. Making sure everyone’s onboard is a first critical step to move forward (many things can go wrong afterwards, make sure you absolutely nail the initial part, leave no details overlooked, and have the feeling that you have everything under control). Gut feeling might not always be right, but, if you do feel you don’t have a good grip on things at hand, you’re probably right.
Get started
On your end, you know that users have a higher satisfaction when using the mobile version of your product than the web one (and you have the data to prove it). So, you have a perfect link between a business goal for your champion (Increase employee satisfaction) that you link to your own (Increase Mobile app usage).
Now, you just need to write that down, and it could be something like:
Increase Mobile App usage to 15% by 31/03 (end of Q1 next year)
Mobile App usage is defined by the average number of logins over a week divided by the whole active population
Current usage is 6.78% - Target is 15%
Sponsor: Head of HR
Next steps: CSM to prepare internal training / Champion to organize trainings to ensure a coverage of at least 80% of total workforce
You can see how that goal is Specific (1, 2 & 5), Measurable (2 & 3), Achievable (3), Relevant (based on business case) and Time Bound (1).
Once you get there, you already have solid foundations to get started. Your plan has been drafted, sent and approved.
The last part is important. Make sure to get a full approval and commitment, not only from your customer but from anyone involved. Making sure everyone’s onboard is a first critical step to move forward (many things can go wrong afterwards, make sure you absolutely nail the initial part, leave no details overlooked, and have the feeling that you have everything under control). Gut feeling might not always be right, but, if you do feel you don’t have a good grip on things at hand, you’re probably right.
Get started
On your end, you know that users have a higher satisfaction when using the mobile version of your product than the web one (and you have the data to prove it). So, you have a perfect link between a business goal for your champion (Increase employee satisfaction) that you link to your own (Increase Mobile app usage).
Now, you just need to write that down, and it could be something like:
Increase Mobile App usage to 15% by 31/03 (end of Q1 next year)
Mobile App usage is defined by the average number of logins over a week divided by the whole active population
Current usage is 6.78% - Target is 15%
Sponsor: Head of HR
Next steps: CSM to prepare internal training / Champion to organize trainings to ensure a coverage of at least 80% of total workforce
You can see how that goal is Specific (1, 2 & 5), Measurable (2 & 3), Achievable (3), Relevant (based on business case) and Time Bound (1).
Once you get there, you already have solid foundations to get started. Your plan has been drafted, sent and approved.
The last part is important. Make sure to get a full approval and commitment, not only from your customer but from anyone involved. Making sure everyone’s onboard is a first critical step to move forward (many things can go wrong afterwards, make sure you absolutely nail the initial part, leave no details overlooked, and have the feeling that you have everything under control). Gut feeling might not always be right, but, if you do feel you don’t have a good grip on things at hand, you’re probably right.
Decision architects
To paraphrase Chris Voss, I truly believe CSMs, just like hardened negotiators, are decision architects. They need to get the consent and manage the execution.
I mentioned earlier that loyalty is about trust, confidence, and risk calculation. In other words, how certain is a customer that you’re the right choice? What's the best way to convince them of that? Being the person that can create a plan that resonates with them and that will remain in control of every step along the way.
The first part is done and while the second is as crucial as the first one, it is less relevant for today’s topic so I’ll skip it (for now).
So, you nailed the execution. Your success plan has been flawlessly executed and your champion is getting praised internally. Congratulations. The first phase of the mission is achieved.
Now that we are on track making sure our product helps our champion to reach its target, we (will) have a solid internal advocate, and a sponsor that can sing the praise of your product.
Unfortunately, it’s not enough... They also need to be heard internally, so those praises fall into the right ears.
Internal politics is not a flaw of organizations; it’s how they decide. So, empowering the person who likes you to look good upwards is the next step. And there are several actions to take to get there.
“The alchemy of loyalty transforms transactional relationships into strategic partnerships, and it starts with a simple shift: from selling to solving.”
Decision architects
To paraphrase Chris Voss, I truly believe CSMs, just like hardened negotiators, are decision architects. They need to get the consent and manage the execution.
I mentioned earlier that loyalty is about trust, confidence, and risk calculation. In other words, how certain is a customer that you’re the right choice? What's the best way to convince them of that? Being the person that can create a plan that resonates with them and that will remain in control of every step along the way.
The first part is done and while the second is as crucial as the first one, it is less relevant for today’s topic so I’ll skip it (for now).
So, you nailed the execution. Your success plan has been flawlessly executed and your champion is getting praised internally. Congratulations. The first phase of the mission is achieved.
Now that we are on track making sure our product helps our champion to reach its target, we (will) have a solid internal advocate, and a sponsor that can sing the praise of your product.
Unfortunately, it’s not enough... They also need to be heard internally, so those praises fall into the right ears.
Internal politics is not a flaw of organizations; it’s how they decide. So, empowering the person who likes you to look good upwards is the next step. And there are several actions to take to get there.
“The alchemy of loyalty transforms transactional relationships into strategic partnerships, and it starts with a simple shift: from selling to solving.”
Decision architects
To paraphrase Chris Voss, I truly believe CSMs, just like hardened negotiators, are decision architects. They need to get the consent and manage the execution.
I mentioned earlier that loyalty is about trust, confidence, and risk calculation. In other words, how certain is a customer that you’re the right choice? What's the best way to convince them of that? Being the person that can create a plan that resonates with them and that will remain in control of every step along the way.
The first part is done and while the second is as crucial as the first one, it is less relevant for today’s topic so I’ll skip it (for now).
So, you nailed the execution. Your success plan has been flawlessly executed and your champion is getting praised internally. Congratulations. The first phase of the mission is achieved.
Now that we are on track making sure our product helps our champion to reach its target, we (will) have a solid internal advocate, and a sponsor that can sing the praise of your product.
Unfortunately, it’s not enough... They also need to be heard internally, so those praises fall into the right ears.
Internal politics is not a flaw of organizations; it’s how they decide. So, empowering the person who likes you to look good upwards is the next step. And there are several actions to take to get there.
“The alchemy of loyalty transforms transactional relationships into strategic partnerships, and it starts with a simple shift: from selling to solving.”
Ask the hard questions
First of all, team up with your champion, reach their manager together (don’t go with a blunt “can I talk to your manager?”, we all want to talk to the higher up but let’s not forget that the most important person in the room remains your champion. So, strategize with them. Find a way to make them look good during the next QBR (“If your manager is attending the QBR, I can let them know how your actions were instrumental in achieving the target” / “I’d be happy to let your manager know it’s thanks to you we’ve reached the target, during the next QBR”).
Second point, make slides that talk to them. Chances are, if you do a good presentation, it will be re-used in an internal meeting. Make it so it’s easier for your champion to use your slides than create new ones, and highlight what you know matters to them.
You would have understood by now that the name of the game is clearly to expand your relationship footprint within your customers’ organization. Having an internal advocate, champion and sponsor is great, but, if it’s the only ally you have, once they leave the company there’s no one left. Expand your network, get acquainted with their manager, make sure the IT guys are taken care of, don’t forget about what matters for procurement, etc...
When you suddenly have 3 new people during a QBR, write down religiously who they are and what they do. They aren’t just intruders to be feared, people that might derail your carefully crafted agenda, they are new allies in disguise. Don’t hesitate to reach out to them afterwards with what made them tick, drop them a small note to confirm you heard what they said (whether it’s by confirming something they asked or by making sure to include their opinion).
Because loyalty starts when we exceed expectations. And this starts by small steps.
Noticing what someone said during a meeting and following up on that. Sending a small handwritten note on a special day. Keeping customers updated, even when there’s no update (It is astonishing how much anxiety this removes. Anxiety is the enemy of renewal. People don’t need constant progress, they need constant visibility).
Loyalty isn’t built on discounts or convenience, it’s built on confidence. Confidence that your product will deliver, that your team understands their goals, and that you’ll be there when it matters most. The alchemy of loyalty transforms transactional relationships into strategic partnerships, and it starts with a simple shift: from selling to solving.
Your customers aren’t just buying a product; they’re betting on a future where their risks are minimized and their successes are amplified. By designing experiences that exceed expectations (through a well-crafted success plan and a handwritten note) you’re not just retaining customers, you’re creating advocates who will choose you. Not out of laziness or price, but because you’ve made their success inevitable.
So, ask the hard questions. Listen for the unspoken. Build plans that turn goals into achievements. And remember, loyalty isn’t won in a single interaction. It’s earned every moment you prove that choosing you is the safest bet they’ll ever make.
Ask the hard questions
First of all, team up with your champion, reach their manager together (don’t go with a blunt “can I talk to your manager?”, we all want to talk to the higher up but let’s not forget that the most important person in the room remains your champion. So, strategize with them. Find a way to make them look good during the next QBR (“If your manager is attending the QBR, I can let them know how your actions were instrumental in achieving the target” / “I’d be happy to let your manager know it’s thanks to you we’ve reached the target, during the next QBR”).
Second point, make slides that talk to them. Chances are, if you do a good presentation, it will be re-used in an internal meeting. Make it so it’s easier for your champion to use your slides than create new ones, and highlight what you know matters to them.
You would have understood by now that the name of the game is clearly to expand your relationship footprint within your customers’ organization. Having an internal advocate, champion and sponsor is great, but, if it’s the only ally you have, once they leave the company there’s no one left. Expand your network, get acquainted with their manager, make sure the IT guys are taken care of, don’t forget about what matters for procurement, etc...
When you suddenly have 3 new people during a QBR, write down religiously who they are and what they do. They aren’t just intruders to be feared, people that might derail your carefully crafted agenda, they are new allies in disguise. Don’t hesitate to reach out to them afterwards with what made them tick, drop them a small note to confirm you heard what they said (whether it’s by confirming something they asked or by making sure to include their opinion).
Because loyalty starts when we exceed expectations. And this starts by small steps.
Noticing what someone said during a meeting and following up on that. Sending a small handwritten note on a special day. Keeping customers updated, even when there’s no update (It is astonishing how much anxiety this removes. Anxiety is the enemy of renewal. People don’t need constant progress, they need constant visibility).
Loyalty isn’t built on discounts or convenience, it’s built on confidence. Confidence that your product will deliver, that your team understands their goals, and that you’ll be there when it matters most. The alchemy of loyalty transforms transactional relationships into strategic partnerships, and it starts with a simple shift: from selling to solving.
Your customers aren’t just buying a product; they’re betting on a future where their risks are minimized and their successes are amplified. By designing experiences that exceed expectations (through a well-crafted success plan and a handwritten note) you’re not just retaining customers, you’re creating advocates who will choose you. Not out of laziness or price, but because you’ve made their success inevitable.
So, ask the hard questions. Listen for the unspoken. Build plans that turn goals into achievements. And remember, loyalty isn’t won in a single interaction. It’s earned every moment you prove that choosing you is the safest bet they’ll ever make.
Ask the hard questions
First of all, team up with your champion, reach their manager together (don’t go with a blunt “can I talk to your manager?”, we all want to talk to the higher up but let’s not forget that the most important person in the room remains your champion. So, strategize with them. Find a way to make them look good during the next QBR (“If your manager is attending the QBR, I can let them know how your actions were instrumental in achieving the target” / “I’d be happy to let your manager know it’s thanks to you we’ve reached the target, during the next QBR”).
Second point, make slides that talk to them. Chances are, if you do a good presentation, it will be re-used in an internal meeting. Make it so it’s easier for your champion to use your slides than create new ones, and highlight what you know matters to them.
You would have understood by now that the name of the game is clearly to expand your relationship footprint within your customers’ organization. Having an internal advocate, champion and sponsor is great, but, if it’s the only ally you have, once they leave the company there’s no one left. Expand your network, get acquainted with their manager, make sure the IT guys are taken care of, don’t forget about what matters for procurement, etc...
When you suddenly have 3 new people during a QBR, write down religiously who they are and what they do. They aren’t just intruders to be feared, people that might derail your carefully crafted agenda, they are new allies in disguise. Don’t hesitate to reach out to them afterwards with what made them tick, drop them a small note to confirm you heard what they said (whether it’s by confirming something they asked or by making sure to include their opinion).
Because loyalty starts when we exceed expectations. And this starts by small steps.
Noticing what someone said during a meeting and following up on that. Sending a small handwritten note on a special day. Keeping customers updated, even when there’s no update (It is astonishing how much anxiety this removes. Anxiety is the enemy of renewal. People don’t need constant progress, they need constant visibility).
Loyalty isn’t built on discounts or convenience, it’s built on confidence. Confidence that your product will deliver, that your team understands their goals, and that you’ll be there when it matters most. The alchemy of loyalty transforms transactional relationships into strategic partnerships, and it starts with a simple shift: from selling to solving.
Your customers aren’t just buying a product; they’re betting on a future where their risks are minimized and their successes are amplified. By designing experiences that exceed expectations (through a well-crafted success plan and a handwritten note) you’re not just retaining customers, you’re creating advocates who will choose you. Not out of laziness or price, but because you’ve made their success inevitable.
So, ask the hard questions. Listen for the unspoken. Build plans that turn goals into achievements. And remember, loyalty isn’t won in a single interaction. It’s earned every moment you prove that choosing you is the safest bet they’ll ever make.
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