Churn and Burn

He was scrambling. He was about to lose a deal, and in full-on panic mode. It was the guy behind me, waiting to board the airplane in Detroit. When you travel and people are on their phones, you hear things even when you’re not trying to. Because it was sales related, I listened:

“I can’t tell you how the other company will handle you, but I can explain the process if this is the direction you want to go.”

I could feel his angst; he was rocking back and forth, running his hands through his hair. It sounded like he wasn’t just losing the order but maybe losing the customer.

We’ve all been there.

Most salespeople spend enormous energy trying to win new business, but some of the most important work in selling happens after the contract is signed. Customer retention is rarely lost in one dramatic moment. More often, it erodes quietly over time through small disappointments, lack of communication or the feeling that the relationship has become transactional rather than valuable.

If you’re not convinced that retaining customers is so valuable, consider research done by Frederick Reichheld of Bain & Company (the inventor of the Net Promoter Score) showing that increasing customer retention rates by 5% can increase profits by 25% to 95%. Think about that for a moment. A small improvement in keeping customers can have a larger financial impact than chasing the next new prospect.

Yet many organizations unintentionally create a dangerous cycle. We celebrate the hunt, reward the close and then slowly reduce attention once the account is secured. Customers notice. In fact, a study from PwC found that one in three customers will leave a brand they love after just one bad experience.

One.

Not ten. Not repeated failures. One moment where they no longer feel heard, valued or protected. That’s why retention is deeply connected to trust. Customers stay where they feel safe.

When a client starts exploring alternatives, most sellers instinctively shift into defense mode, like my traveling “friend.” We start explaining policies, comparing products or negotiating price. But many times, the issue underneath isn’t really price or process. It’s emotional. The customer may be wondering:

• “Do I still matter to you?”
• “Are you paying attention?”
• “Will you help me when things go wrong?”
• “Am I just another account now?”

The best retention strategy is proactive care long before panic ever enters the conversation.

Great salespeople check in when nothing is wrong. They look for friction before it becomes frustration. They stay curious. They ask better questions. They continue bringing ideas even after the sale. They understand that loyalty is not owed; it’s earned repeatedly.

One of the biggest mistakes sellers make is assuming silence means satisfaction. Often, silence simply means the customer has stopped telling you how they feel.

The seller at the airport reminded me of something important. Retention conversations are emotional because relationships matter. Behind every contract, budget and proposal are human beings trying to make good decisions and reduce risk. Customers rarely leave because someone offered a lower price. Many leave because someone else made them feel more valued.

Before you find yourself in an airport accepting a call from a client who is trying to cancel, start here:

1. When you close a deal, ask the client directly how often they want to hear from you — then hold to that cadence without fail.
2. In between those touchpoints, don't wait for a scheduled call to send them something useful - an article, a piece of research or an idea that made you think of them. That kind of unsolicited value is what separates a vendor from a trusted advisor.
3. Remember the personal things too. Birthdays, work anniversaries, milestones they've mentioned in passing.
4. Write the occasional handwritten note. Not an email. Not a text. A note. In a world drowning in digital noise, that small gesture lands harder than almost anything else you can do.

After watching too many sellers scramble in moments that they should never have reached, we built something simple to help. The ‘Superior Service Checklist.’ It includes about twenty simple but intentional things you can do throughout the year to reduce the chances of ever getting ‘that call.’

We’ve laid it out in a simple visual format with months across the top and boxes to track when each activity was completed. Sometimes seeing the gaps is all it takes to realize where relationships may be slipping. In today’s busy world, I know I need systems and reminders to stay intentional. If you’d like a copy of the checklist, just email me here and I’ll send it over.

Attrition is unavoidable. Things happen that are well beyond our control. Competitors will call. Budgets will change. Priorities will shift. But you can control the experience customers have when they work with you.

In a world where many companies are focused on transactions, be the salesperson who focuses on relationships. Make people feel seen. Make them feel remembered. Make them feel important long after the paperwork is signed.

Because the strongest customer retention strategy isn’t pressure, pricing or persuasion. It’s making sure your customers never have to wonder whether they still matter.

Think Big, Make Big Things Happen!

Jeff Schmidt is the SVP of Professional Development. You can reach him at Jeff.Schmidt@RAB.com. You can also connect with him on X, YouTube, and LinkedIn.