Welcome back! In the previous article, we talked about one of the most common problems agency owners face – managing clients expectations when they keep asking for more. We went over how having a rock-solid service level agreement in place is a huge boon, as it gives you an easy way to handle delivering extras and unforeseen changes.
In this week’s article, we’re going to dive deeper into the things that influence your client’s expectations, and what you can do manage them. Even before you first create that service level agreement, you have the chance to influence how they perceive you. And once you’re working together, you need to ensure that everyone on your team is on board with your methods.
Let’s turn first to how you win their business.
If you’ve read some of my other articles, you might already know that I’m a big proponent of value selling & pricing. Rather than figuring out how much time something is going to take you and then quoting prospects based on this time, you should instead figure out how much value (outcomes and impact) your work can create for them and price accordingly.
Getting crystal clear on the value your work brings to the table will allow you to charge higher prices, win better business, and build better relationships. Think about it – when your customers understand you’re solving problems for them that are saving them (or making them) far more money than it costs to keep you on retainer, they’ll be delighted with your arrangement.
Learning to pitch & sell based on value (and not just time) is a game-changing shift for your agency. If you’d like to learn about it in more detail, you can download my free Value Selling eBook here.
We won’t examine the topic in exhaustive detail here – just the bits that are most pertinent to our discussion about how to manage demanding clients.
First things first…
It’s normal to price based on time. Particularly for internal control purposes, it’s good to have an idea of how long a particular project is going to take, or how many man hours will be required to get something over the line. However, when it comes to pitching, basing your price on time (and not value) is a critical mistake.
Commodities do not command large prices. When the fuel gauge in your car is teetering towards empty, you probably don’t seek out the station that charges twice the price of all its competitors. You probably don’t like paying a premium for your phone plan or business cards.
All of these are commodities. We judge commodities based on price, nothing more. And if your clients should view the work you do as a commodity, then you’ll be judged relative to other agencies in your industry. If competitor X can get the job done in half the time, they’ll seem more attractive. Even if your work is better, more tailored to their needs, or you’re far more reliable… when you pitch solely based on time, you’ll be trapped in a race to the bottom.
When you give a time breakdown to clients upfront as part of your pitch, you leave yourself open to the extremely common question of “why will x take so long?” – and when faced with this criticism, you’ll often react by discounting your price, which starts you off on the wrong foot and sets the tone for the relationship.
The real issue with pitching based on price is symptomatic of the underlying issue… focusing on outputs instead of outcomes.
An agency that wins in the long-term is one that delivers great work to clients. Reputation is invaluable for client-facing businesses, and a reputation for doing great work is one of the most powerful assets you can build as an agency owner.
But to deliver outstanding results to your clients, you have to frame your relationship in terms of outcomes, not outputs.
The outcome is what your client is really buying. The output is what they use to get there.
Think of it like this:
“Outputs” are commoditisable. Plenty of other agencies can deliver the same outputs you can. But outcomes are harder to copy. If you build your business on helping clients achieve their outcomes, you’ll have stronger and longer-term relationships.
If they want to expand the scope of your project beyond what you’ve already agreed on, you can politely remind them that you’ve already decided on a direction for the project. If something is to be added, something else must be removed – or else an additional fee will have to be agreed for the extra work.
I’d like to finish off this article by giving you three quick tips that I’ve seen work wonders in agencies of all shapes and sizes. These practices are distilled from my years of experience coaching 250+ agencies in various sectors, so don’t be fooled by their simplicity.
And finally… if you’ve done all the above and clients are still asking too much of you, it might be time to consider whether you’re a good fit to work together. Working with your ideal clients is crucial to running a stress-free business in the long run.
The filtering process starts back when you’re first considering them as a client, so if you gut tells you they are not a good fit – listen to it and move on to the next prospect.
In the eyes of your ideal clients, you’ll be seen as a partner, not just a supplier. In the eyes of the non-ideal ones, you’re a supplier – a provider of a commodity, there to be used as necessary. Seek out those clients who see you as a partner.
For more information on how you can determine who your ideal client is, you can get a free copy of my Customer Persona eBook here.
In this two-part series, I’ve addressed one of the most common questions I’m asked in my coaching practice: what do you do with clients who keep asking for more?
These kinds of clients are often unclear about what to expect from your service because you haven’t adequately explained your terms upfront. To counter this, you can create a rock-solid service agreement at the start of your relationship. Include specifics as to the deliverables they’ll get each month, charges applicable for extras, outcomes you’re working towards, etc.
Another reason why clients seem unreasonably demanding is that you sell based on outputs, not outcomes. When you frame your work in terms of how much it costs or how long it will take, you make it easy to compare your proposal to that of many other agencies.
If you pitch based on the value you bring to the table instead, you’ll have less issues with clients demanding more from you (for no extra pay). When you’re both clear on the outcomes your work will deliver on, clients are less likely to request incongruent changes or take up your time with other requests.
Finally, it’s simply good business sense to do certain things (e.g. agree a contingency fee upfront, train your staff to handle clients correctly, and enforce response times to manage expectations). These tips can have a significant impact on your business if implemented, so don’t hesitate to give them a go.
If you’ve read any of my other material, you know that I believe that learning to manage your clients effectively is the key to building a successful agency and avoiding the overservicing epidemic. Client management is a complex, multifaceted process: it can’t be explained in one blog post. If you’re interested in taking a more in-depth look at the topic, you can download a free copy of my Client Management eBook here.
In this two-part series, we’re going to focus on one particular aspect of client management that I’ve encountered very frequently in my coaching practice – how should you handle clients who keep asking for more?
Surprising, it’s often our good intentions that cause the most problems for the agency.
Let me know if this sounds familiar to you……..
At the start of any new client relationship, we want to impress them. We’re eager to do everything we can satisfy these clients because we know that the real money is made in repeat business, not short-term contracts.
We sit down with them, figure out what exactly they’re looking for (based on their brief, or by following our own processes), and give them a deadline for the work. Depending on how important this new client is to us, we might place ourselves under some pressure with a deadline that’s a little too close for comfort – but we’re confident we can pull it off.
That is… we’re confident until that client comes back with additional requests (how often do you hear from a client “oh by the way, can you just add this in, it won’t take you long” Famous last words! Maybe they want to amend the original project or have some separate work completed. Whatever it is, we’re setting out to satisfy this client, we agree to their request and complete the extra task.
Suddenly, you’re in a position where the client has now got something for free. This starts to create an expectation on their part that they can call you up or fire off a quick email and have their problems taken care of at no extra cost.
And when you deliver on the main project, they’ll probably be thrilled with the quality of work – and at all the extras they got along the way. But when they return with more requests for the following month, they expect that you’ll continue to handle all these “little extras” for them… even when they add up to a significant time commitment.
If you try to pull back and stop delivering all these extras or try and charge them for them this time, the client can become dissatisfied. They’ve been conditioned to expect one thing, and are receiving another. Because it’s less than what they wanted, they’re unhappy. And unhappy clients are rarely long-term ones.
Over-servicing is a common way agencies try to achieve customer satisfaction. That’s because it works for the client – by constantly over-delivering on client projects, you can pretty much ensure that they’ll be “wowed” with the service they’re getting – but not for your bottom line.
A tough situation, to be sure – and one I’ve encountered all too often in my coaching practice.
“Going the extra mile” (which by the way, I was telling a client yesterday is NOT a good value for their agency) can be a useful tool for your business, but only when it’s strategically deployed. I always tell my coaching clients that over-delivering by 10-15% occasionally is fine, as they’ll probably be able to make up that difference another month when there’s less to be done. But constant over-servicing in the name of greater client satisfaction is a losing game, not one you should play if you’re trying to build an agency that wins in the long-term (not just today) and remains profitable.
Handling clients that are always asking for more is difficult, but there are certain best practices you can follow to make it easier. Let’s look at the first of these now in more detail.
First impressions count. If a client’s first impression of your agency is that you’re simply there as a tactical supplier, it’s unlikely you’ll have a frustrating short term relationship with them. However, presenting yourself as a competent and consultative partner from the outset (not just a supplier), results in a stronger long-term relationship based on respect from both sides.
One of the most important things you need to get right is your ‘service level agreement’. You likely already have standard terms of engagement/standard scope of work documents in place – if you don’t, make this a priority!
A really solid service level agreement will outline the scope of work to be completed for a particular project, relevant deadlines, outputs, outcomes, and response times etc. But it’s not just a case of including everything that the project entails… it’s also about figuring out what’s not included.
If you recall the example we discussed earlier on in this piece, you’ll remember that many little client requests add up over time, to the point where you’re losing out on significant amounts of billable hours. This undercuts your agency’s profitability, leaving you with a difficult decision to make – should you keep over-servicing that client to keep them happy, or renegotiate the terms of your arrangement (and risk losing them), or just walk away?
This dilemma can be avoided by setting out:
With this in place, you’ll have an easy out when clients come along with additional requests outside the scope you originally agreed upon. Ensuring they understand that ‘extras’ cost extra from the outset will only be of benefit to your business in the long-run… but if you fail to put this in place upfront, you’ll suffer. Part of this is getting your MINDSET right from the start and ensuring you constantly communicate the VALUE of what you do rather than just the OUTPUTS (more on mindset in a future blog).
In this week’s article, we talked about one of the most common problems I’ve seen in my work with agencies of all shapes and sizes… not being able to to say NO to clients who keep asking for more.
This is a problem for your agency because it puts you in a position where you’re running just to stay in place. When you eventually want to slow down and return to the original terms of your agreement with a client, they’re dissatisfied with a feeling of getting less value for their money.
Starting off on the right foot is very important. With a well-drafted scope of work and agreed service levels, you’ll be able to avoid delivering increasingly unprofitable work and getting backed into a corner by client expectations.
In the next article, we’ll talk about the crucial difference between outputs and outcomes, how you can avoid your work being seen as a commodity, and some quick solutions you can put to work in your business right away to solve this problem. Meanwhile, I would love to hear back from you about your experiences with managing client expectations so please leave a comment, or if you have a specific challenge drop me a message and I’ll give you my best advice.
Welcome back! If you’re a regular reader of this blog, you’ll know that I’m a huge proponent of learning to manage your clients effectively. This is because it’s something many agencies struggle with – it’s rare to meet a client in my coaching practice that has no room to improve in this area.
Part of the reason why so many businesses struggle with effective client management is that their staff’s beliefs lead them astray. While they may not consciously think so, many fall into the trap of thinking that great service = saying ”yes” to all client demands. Nothing could be further from the truth, particularly if you’re aiming to build an agency that competes on quality (not just on price).
Keeping customers is way cheaper than finding new ones. Better client management breeds stronger retention rates, additional sales, higher prices, more satisfied customers and a less stressful experience all around. If you neglect to improve your skills in this area, your business will suffer in the long-term.
We give our staff technical training to do their job but many agencies do not do the same when it comes to effective client management. With that in mind, let’s dive in and talk about how you can do this.
In the early days of your agency, you probably spent a great deal of time working directly with clients. Whether you were listening to their concerns or delivering on important projects, you had hands-on input into the process of “client management”.
If you constantly said yes to your clients when you really should have been asking for more money or politely reminding them of your scope of work agreement, you quickly saw the results of that approach. Forced to do more work for no extra pay, you learned your lesson: there’s more to client management than simply always saying YES!
However, as an agency scales up and the day-to-day management of clients is passed down other staff, there’s a shift in dynamics. Navigating sticky client situations is tough enough for you, as you’ve got the business’ reputation and longevity to think about. But your staff have to deal with an additional pressure… pleasing the boss (i.e. you).
This is particularly true of junior staff in the agency. They want to be seen as skilled and competent by senior staff, and client perceptions of them factor into this. With the words “the customer is always right” burned indelibly into their minds from years of hearing it, they’ll be as obliging as possible and try to give clients whatever they want (often without a second thought as to the impact of what they’re agreeing to).
This is not how you build a highly profitable business. Becoming a doormat for clients to walk all over inevitably leads to one outcome: you’ll be stressed, overworked, burned out, and wondering how things got so complicated.
The key to avoiding this situation is to effectively manage expectations from day 1. Perception is a reality, and it works both ways. If your team know what you expect of them, they’ll be able to work towards building your agency into the kind of business you know it can be. And if your clients have unrealistic expectations regarding quality, the scope of work, or delivery times, they’ll perpetually be dissatisfied.
One of the most significant areas of expectation management your team need training on is the difference between “standards” and “extras”.
You have to set out a clearly defined scope of work agreement at the commencement of any project. Without this, you could be left trying to deliver on the client’s vague vision, wondering if the price you initially quoted them is going to cover the ever-increasing demands they’re placing upon you.
With a scope of work in place, you’ll be able to look back on it and figure out if what the client is asking for is a standard (i.e. already part of your agreement), or if it’s an extra (it’s beyond the scope of the current agreement).
It’s important that your team understands that they shouldn’t feel obliged to deliver extras for free. Doing so will condition clients to expect the same in the future. Before you know it, those extras have become implicit standards. And if you suddenly decide to skip out on these extras one month, what’s the likely result?
Client dissatisfaction, as their expectations have not been met. Going the extra mile is all well and good, but when that becomes the norm, it ceases to be extra… and is soon seen as par for the course.
A clear upfront agreement, laying out what’s part of a monthly retainer or project (and what isn’t) is key. Beyond that, your agreement should also contain details as to how any extras will be billed. The most common approach would simply be charged a flat rate per hour or per additional deliverable completed.
Of course, you don’t always have to charge clients for these extras. Occasionally doing a little bit more for free (if it’s valuable to the client) can be a good strategy to boost long-term retention, or to upsell them on a new level of service. The key here is to ensure that they understand they’re getting something for free and that they’re not under the impression it’s going to be a standard from that point on.
An example of how you could deliver an extra without being put on the hook for delivery in the future:
“This month, at no extra cost to you, we’ve produced x report/deliverable. This would typically cost in the region of ___, but as we feel your business will benefit from it (given that ____), it’s yours for no extra cost.
If you’d like to discuss adding x to your monthly service plan, just let me know and we’ll set up a time to talk about it.”
The above is just an example – tailor it to fit your business, but remember the spirit of it: extras are great, but doing more work for no additional payment is not.
Beyond the work itself, you should also consider expectations/service levels around deadlines and response times. Once again, this is an area that junior staff often struggle with (so we must explicitly train them). The impulse to agree to a client request without thinking or to respond instantly to their emails/instant messages/phone calls is one that needs to be trained out of them.
If a client’s fee level means that you respond within 3 hours yet they are conditioned to expect a response within the hour – because the team always responds immediately (who has ever thought “oh I might as well answer this email now since I can”), they’ll be disappointed when you take three hours… even though that is what they are paying for!
Expectations are everything. It’s important that your staff do everything they can to ensure client expectations remain reasonable. Sometimes, that’s going to mean letting client calls go to voicemail, or allowing emails and IM’s to sit unanswered for a while. Staff may be eager to jump in and respond right away, but make sure that enthusiasm is tempered with understanding: expectations matter, so they need to be managed correctly.
Mastering the skills of effective client management is one of the most important things you can focus on as an agency. It’s not enough for the owners to be skilled – all the team has to be too.
Client management is a game of expectations. If clients get less than they feel they’re entitled to, satisfaction plummets. But if you can consistently give them what they expect (and a little more, provided you know how to avoid being liable for free “extras” in the future)? Your retention rates will soar.
Managing client expectations starts with a solid scope of work agreement and clear service level agreements. Without these, you’ll flounder and could end up delivering a lot more than you bargained for.
Having this conversation with clients at the start of your relationship is important, as it sets the tone for how things will proceed. First impressions matter: the work you do in ensuring they have realistic expectations from the get-go will make satisfying them much easier, as the actual service delivered will be in line with what they expect.
Managing client expectations is fundamental, but truly effective client & account management is broader than that. That’s why I’ve written a brand new eBook on the subject.
Inside, you’ll discover my five-part framework for great client management. This could be an excellent training tool for your team, helping you to build your agency and increase your retention rates without over-servicing, constant stress and competing solely based on price.
If you’re interested, you can download a free copy by completing the form below.
If you make an effort to keep up-to-date with useful research in the area of business theory, there’s a good chance you’ve come across “Blue Ocean Strategy”. In their 2005 book Blue Ocean Strategy, researchers W. Chan Kim and Renée Mauborgne argued that markets can be split into two distinct categories: blue oceans and red oceans.
Simply put, a blue ocean is a market that is emerging, profitable, and not yet packed with competitors that turn survival into an all-out dogfight. In contrast, a red ocean is an existing market where established competitors struggle to eke out a reasonable market share, and new entrants have a slim chance of succeeding. The red colour of the ocean alludes to the kind of waters sharks feed in – a grim analogy for business competition, but fairly accurate!
In this article, we’re not going to focus on discussing the differences between blue oceans and red oceans, and how you can apply this knowledge in your business (that’s a topic for another day). Instead, we’re going to look at one particular factor that will influence your ability to survive in a tough, crowded market.
The reality is that business is getting more and more competitive with every passing year. Waves of globalisation have spurred on increasing interconnectivity between countries around the world. This creates a situation where you’re not just competing with a handful of companies in your local area – or even in your country – anymore. Instead, you’re trying to keep up with competitors on a global scale.
And this reality of increased competition from all sides is prevalent in the agency space. Depending on the kind of service you provide, you might be insulated from this to a certain extent (e.g. local recruitment agencies have little to fear from foreign competitors – although they have their own challenges, such as competing with online agencies like Monster). However, there’s other sectors that are very prone to disruption from the wider environment: think design, marketing, or business consultancy services. The kind of work these agencies focus on is easy to do in a “remote” (i.e. online) capacity, leaving the door wide open to potential competitors.
Sometimes these competing agencies are located in lower-cost regions of the world, where they can afford to charge much lower prices than you can. Maybe they offer a novel approach to delivering the same results to your clients. Maybe they can even deliver better ones with their methods. The water is getting redder by the day. Without a proper strategy in place, you could be in for a nasty surprise in the near future.
When you’re operating in this kind of environment, how do you compete? How do you stand out among this competition, and create a business that’s sustainable in the long-term?
You need to focus on building great customer relationships. And by this, I mean that you should focus on increasing customer retention rates, and growing the service you provide to your existing clients.
Of course, customer relationships are just one half of the equation. The other half is knowing exactly what niche of the market your services are perfect for. But we’ll leave that topic for another day, and instead zone in on the value of effective client management.
Being able to retain & grow your existing clients is a powerful skillset, one that you must develop if you hope to build your agency. It can make the difference between swimming alone in shark-infested waters, and having an ally pull you onto their boat, stopping the beasts from sinking their teeth into you.
But developing this skillset isn’t easy. If you’re the head of a large agency, the leader of a client-facing team (or even if you’re a one-man band), it’s quite possible that you haven’t taken the time to really work on client management best practices for your staff or yourself. With everything else you have on your plate, giving your staff training you feel might be a bit redundant seems like a huge waste of time.
And if it was the case that your staff already possessed these skills, I’d agree with you – it would be a waste to give them specific training in this area. But the skills of effective client management aren’t exactly common knowledge. Maybe you’ve seen this first-hand in your own business. Maybe you’ve experienced this first-hand (e.g. that time when you weren’t sure how to handle a client that asked for too much while giving too little in return).
In my coaching practice, I’ve seen the same issues playing out time and again in agencies around the world. The fundamental approach many of them take to client management is flawed, setting them up to do unprofitable work, work too long for too little pay, and to stress constantly over keeping their clients happy.
To bring things back around to our idea of a “red ocean”… these kinds of agencies are floundering in blood-red waters, hoping that their indifferent allies (clients) will paddle over and rescue them – but they can’t be certain what’s going to happen.
It’s the same in your business. If you’re not confident that you can retain a client, you’ll do one of two things:
Both of these scenarios lead to the same conclusion – your clients move onto another agency if your output doesn’t quite meet their standards. That’s not to say that your work is bad in this scenario. It’s a case of their expectations being too unrealistic, or that you’re stretched too thin trying to over-service countless clients to deliver truly great work.
We both know that retaining and growing your best clients is the path to business success. Even think of something as fundamental as your customer acquisition cost. That’s a sunk cost you have to incur every time you go out and hunt for new business. Based on that alone, getting more money from your existing customers will be more profitable than finding new ones.
You can’t afford to paddle around unprotected in the red ocean of a fiercely competitive market. It’s better to have a stable, safe location to survey that waters from, allowing you to dive in when you need to (but protecting you when you don’t).
Rather than having a large pool of potential rescuers (who may or may or not pull through for you when you need them), wouldn’t you rather know you could rely on help from a handful of bigger boats – and be sure they’d be there for you?
That’s what it means to retain clients and grow your existing accounts.
You don’t worry about constantly acquiring new business to replace those customers that walk out the door and never come back.
You don’t have to worry about satisfying those demanding clients that barely move the needle when it comes to your bottom line.
And you won’t have to worry about losing your best clients – because you possess the skills required to keep them truly happy with your work.
We’ve already talked about how over-servicing is a fools game, one that we all get caught up in at some stage. However, there’s a difference between knowing something and being able to put that knowledge into practice.
That’s why I created the FREE Client Management Masterclass. Based on my experience in the agency space (first as the owner of a 7-figure agency, then later as a coach and mentor to 200+ agencies across multiple sectors), I’ve produced a free 30-minute video training session that can be used to take your client management skills (and those of your employees) to the next level.
The Client Management Masterclass went live on Monday 18th March, and streams directly to your computer, tablet or phone. In the Masterclass, I reveal my Three Pillar Approach to effective client management, teaching you how to get paid what you’re worth, manage client expectations up front (to avoid conflict and negative situations), and boost retention rates to supercharge your profitability.
I’ve accumulated these client management best practices over the past 25 years, based on my observations of what creates the most impact for my coaching clients. Anything you learn here is proven to work across a variety of industries, and will likely be of benefit to your business too.
Additionally, all attendees of this Masterclass will be given the chance to sign up for my brand new Client & Account Management Mastery Course, featuring exclusive video training, in-depth tricks of the trade, and access to a private mastermind group, where you’ll get the chance to ask me your questions on a weekly live Q & A. This is like hiring me to coach you in-person (which typically costs £2000+, depending on your needs). Further details of that will follow at the end of the Masterclass.
The Client Management Masterclass is available for viewing now. If you’re interested in learning more about it, please go here. If you register in the next week, you’ll be eligible an additional FREE bonus (more details at the end of the Masterclass).
Last week I had to renew my car insurance so I phoned my current provider (after checking out the best deals) and they showed little interest in trying to keep me as a customer. They didn’t even attempt to match any other quotes that I received so I said goodbye and moved to a new suppler.
It has always amazed me that utilities companies such as car insurance make little effort to retain their clients and instead, focus all their marketing money on winning new clients. This is not a good business model for any agency or service based business. Yet what efforts do we make for keeping our clients? Of course we want to continually do a great job for them and we know that if we do, we will give ourselves a good chance of retaining them but what else should we be doing?
So let me ask you a question – “How often do you stop, take stock of your top clients and take a high level strategic view of them to work out any risks and opportunities for growth?” If you are like a lot of my clients, the answer is probably ‘not often enough”!
Yet it costs 5 times as much to win a new client as it does to keep an existing one. I think we have all read a stat like this somewhere, so why don’t we focus more on developing existing clients?
There are a number of reasons that I hear:
Here is another interesting and thought provoking stat: If you can increase your client retention by 5% you can increase your profits by 25-95%! Surely that is worth investing the time to train your accounts team to do some Account Development Planning?
I know when I ran my agency, CIT, we didn’t have this in place and just believed we could keep our clients by going the extra mile (there is SO much wrong with that statement!) but every now and again we would feel really cheated because we had worked extra hard (read that as over serviced) for a client and suddenly we had the rug pulled from our feet and they went else where. Could we have prevented this? Maybe, if we had done some proper strategic Account Development Planning.
To successfully do some Account Planning, we need a formalised structure for reviewing existing accounts, identifying threats and opportunities, and creating an action plan to go after those opportunities (or mitigate the threats). I appreciate many agencies don’t have this structure in place or don’t even know where to start so it’s one of the topics I cover in my new Client & Account Management Mastery Course. its a big topic so it gets a whole section to itself.
So back to my car insurance – it’s just going to take one of them to buck the trend and ‘swim in the other direction’ and put their focus on customer retention rather than (or as well as) customer acquisition to make them really stand out from the crowd – and no doubt customers will flock to them! As an agency, we need to ensure we are also doing the same.
Until next week, enjoy the rest of your week.
I wrote on this topic a while back and since it was really popular, I thought I would add some further thoughts.
In the 21st century, a crucial part of attracting and retaining the best staff is to ensure you have a strong, clear and up to date online presence. The Z Generation (those born after the millennium) sees social media at the centre of their communities. A report by Sparks & Honey, a US advertising agency describes this generation as the “first tribe of true digital natives” or “screenagers”. But unlike the older Gen Y, they are smarter, safer, more mature and want to change the world. This is also why CSR (Corporate Social Responsibility) policies are more than just good for positive PR but crucial for attracting and retaining the younger, Z generation who want to “make a difference in the world”.
Glassdoor Research shows that when candidates have access to information about a job and company—before deciding whether to apply or accept a job offer—employers have seen an average of 22 percent reduction in turnover. The tide is already shifting with employees having more voice with the social channels. Review portals like Glassdoor and independent surveys that rank companies in terms of employee satisfaction have become important tools for potential employees checking out employers.
Of course your social media presence isn’t just about staff, it has to engage with all your stakeholders, including current and potential customers. The importance of social media is not just because of the Z-Gens but also due to the prominence of mobile devices and the X gens/baby boomers also using social media more frequently.
The success gap is widening between businesses that are using social media in an informal, ad hoc manner and those taking a more planned, strategic approach.
This has significant implications:
So how does your social media strategy fit in with your marketing plan – and how strategic v adhoc is it? And how are you measuring and adapting your online presence? Want to find out more then get in touch.