there ’ s a better solution out there than we can offer , I ’ ll give them that solution . I know these people well . I know my competitive landscape , and I truly , deeply believe that what ’ s best for our customer is what ’ s best . If I can ’ t serve them in a way that enhances their value , I ’ ll find somebody who will . I ’ d be happy to do that . Those types of things create stickiness because I ’ m not repping myself . I ’ m helping them . I want them as a customer . And I ’ ll do what I must to find a solution for them . I sure hope it involves me , but if it doesn ’ t , it doesn ’ t .”
Turning Down Business
Part of building a roster of sticky clients is knowing when your company is not the right vendor . For Priority Dispatch , it ’ s about understanding their core competencies and bringing on the customers in those sectors . They recently turned down a very lucrative account because of this issue . “ We just had an opportunity that we took a pass on ,” says Thomas . “ It was a multi-million dollar opportunity in our footprint . At first , we were excited about the growth opportunity . It looked like it was right in our wheelhouse . We ran it through our Opportunity Matrix , and the numbers pointed to a no . Culturally , it was a bad fit . Our services were going to be commoditized . In addition , this customer believed deeply that they know far more about delivery than we do . We collectively decided to turn down the business . We said to ourselves , ‘ Culturally , this isn ’ t where we need to be . We ’ re going to put ourselves in a position where we can ’ t differentiate what we do , and we won ’ t be able to create the deeply rooted relationships we aim for .’ So , we declined the business .”
The Process is Never Finished
According to Thomas , bringing in , nurturing and maintaining a sticky relationship with a client is never finished . “ You ’ re never going to be able to step back and say , ‘ Okay , we ’ ve got this customer ,’” asserts Thomas . “ You ’ re always building . It ’ s never done because expectations evolve daily , as the market does . Our rate of evolution as a company has to at least match our clients ’ rates , or we will lose them . It ’ s constant innovation . The only way I know to innovate is when clients tell me where the gaps will be . For many of my customers , our services are their third largest expense . That ’ s a very real budget item . And if I ’ m not deeply embedded in those organizations , we ’ re both failing . This can ’ t be a superficial relationship . We ’ re in bed together , and I want what those customers want .”
Sticky at Heart
Cultivating the sticky client is at the heart of Priority Dispatch . “ It ’ s worked for this organization . It continues to be at the core of our growth strategy ,” says Thomas . “ We are constantly asking ourselves , ‘ How do we find , develop and invest in our key customers ?’ And we will continue to do that as long as I ’ m here because it ’ s the right thing to do . Clearly , it ’ s paid off for us in dividends over the years with as little customer turnover as we have .”
Thomas is an evangelist of the sticky client concept . “ Stickiness works ,” he says . “ It continues to work for this organization , but it is not free , and it doesn ’ t happen by accident . It requires investment and real organization to actively listen to customers about what works for them today and what will work for them tomorrow , adopt that into our organization and ultimately incorporate it into your strategy . For this organization , nurturing a sticky relationship delivers the greatest ROI I have experienced .” CLDA
20 customized logistics & delivery Magazine I summer 2024