Depending on the nature of the business and the number of clients, the impact of having just one leave can be devastating. Regardless of how much your business has riding on each of your clients, it’s in your best interest to maximize your retention rates to hold on to them all.

1. Most Common Reasons
Clients Leave
&
How to Prevent That
WWW.INFOCREST.IN
April - 2016

2. W W W . I N F O C R E S T . I N
Dependingonthenatureofthebusinessandthenumberof
clients,theimpactofhavingjustoneleavecanbedevastating.
Regardlessofhowmuchyourbusinesshasridingoneachof
yourclients,it’sinyourbestinteresttomaximizeyour
retentionratestoholdontothemall.
INTRODUCTION

3. 1. BUDGET
W W W . I N F O C R E S T . I N
Sometimes,abusinesssimplyrunsoutofmoney,orisforced
tocutoptionalservices,toallowabiggerbudgetfor
somethingmoreimportant.Thisisahardscenariotoaddress,
butyoudohaveafewoptionshere-- themosteffectivebeing
yourcomingupwithacompromisethatallowstheclientto
paylessforasmallerrangeofservices.
Inthiscase,you’restilltakingaloss,butyou’llretaintheclient
-- andthat'stheimportantthing

4. 2. VALUE
W W W . I N F O C R E S T . I N
Iftheclientdoesn’tseeanobjectivevalue,orROI,inyour
productsandservices,heorsheisn'tgoingtostickaround.It
isn’tthisperson'sjobtocalculateandprovethatROI; it’s
yours.So,takethetimetoshowyourclientthevalueyou
provide.
Dothatregularlyifyouwanttosecureyourclient'spositive
impressionsofyou.

5. 3. TRUST
W W W . I N F O C R E S T . I N
Trustisahugefactorforretentionofclients; iftheyfeelthat
youaren’tbeinghonestorstraightforward,they’llquestion
yourvalueandwithdrawtheirpatronage.There’sonlyone
waytopreventthatdeparture,andthat’stobeashonestand
directaspossible,consistentlyandfromthebeginningofthe
relationship.
Behonestanddirect,evenwhen"thetruth" ishardto
express.

6. 4. POLITICS
W W W . I N F O C R E S T . I N
Occasionally,you’llrunintoaproblemwhereonepersonin
yourclient’sbusinessisexcitedandhappywithyour
relationship,butahigher-updecision-makerquestionsit.
Internalpoliticscanruinarelationshipthroughnofaultofyour
own.
So,doyourbesttogetinvolvedatmultiplestagesofthe
company.

7. 5. PERSONNEL
W W W . I N F O C R E S T . I N
Yourclientmaygrowattachedtoaparticularaccount
managerorstaffmemberonyourteam.Intheeventof
turnoverorapromotion,theresultingchangeinpersonnel
maypromptthatclienttoleave.
Thebestwaytoaddressthisistomitigateturnoverand
trainyouremployeesasconsistentlyaspossibletoreduce
volatilityundersuchcircumstances.

8. 6. FAILURE
W W W . I N F O C R E S T . I N
Ifyoudroptheballonamajorprojectorflat-outscrewup,
yourclientmaytakethatasasigntoleave.Reducethis
possibilitybyadmittingtoyourmistakesopenly.
Workhardtomakeupforanydamagesyoumighthave
causedintheprocess.

9. 7. NEGLECT
W W W . I N F O C R E S T . I N
Clientsrequireregularattentiontofeelthattheir
businessisappreciatedandthatitaddsstrengthtothe
integrityoftheirpartnershipwithyou.Ifyouaren’tbeing
proactiveenoughwithcommunication,oraren’t
includingenoughpersonaltouches,clientsmayfeelas
thoughyou’veabandonedthem.

10. 8. NEEDS
W W W . I N F O C R E S T . I N
Sometimes,clientsneedchange.Theymaynolongerrequire
yourservices,ormayhireanin-houseemployeetocoverwhat
youpreviouslysupplied.And,unfortunately,there’snoeasy
wayoutofthisone.Youcan’tchangeyourclients' needs.
Allyoucandoistrytoofferthemnewoptionsforservicesin
linewiththeirnewvision,goalsandstructure.

11. 9. COMPETITION
W W W . I N F O C R E S T . I N
Be honest: You aren’t the only supplier in town, and there are
competitors who may offer a similar service for a lower price, or
a better one for the same price. If a client catches wind of a
competitor who outprices or outperforms you, you may lose
that business. Therefore, it’s in your best interest to do proactive
competitive research and get ahead of these possible
departures.
Identify your weaknesses, knowing how you stack up to the
competition, and eliminate weaknesses even as you ensure that
you're being the best at your strengths.

12. W W W . I N F O C R E S T . I N
THANKYOU