Client Appreciation
The majority of new business inquiries Trainer receives are referrals from existing or previous clients. This is a testament to the good work we do, and the loyalty we establish with clients. We establish loyalty among our clients through our ability to deliver results, our reliability, and our work ethic. The way we cement that loyalty is through client appreciation programs.
The goal of these programs is to make our clients feel valued. Though we try to communicate our appreciation for our clients in our daily interactions, we also have the following formal client appreciation programs.
1. Customer Wall-of-Fame
a. This is a wall in our office that features our clients’ logos and top-tier coverage we’ve secured for them. This not only recognizes our clients, but also the great work we’ve done for them. The goal is that clients visiting the office feel recognized and important.
2. Hand-written note to the client from Susan
a. Once a month, Susan sends a hand-written note to two clients thanking them for their continued loyalty and its impact on Trainer’s business.
3. Client birthday cards
a. Trainer sends birthday cards to all of key client executives, and the card is signed by everyone on the account team.
4. Take Clients to Networking Events
a. We have a team calendar with upcoming networking events. When events arise that are valuable opportunities for our clients to attend, we invite our clients to the event. This provides Trainer with an opportunity to build rapport with clients outside of our PR relationship and provides our clients with an opportunity to meet people in their industry.
The goal of these programs is to make our clients feel valued. Though we try to communicate our appreciation for our clients in our daily interactions, we also have the following formal client appreciation programs.
1. Customer Wall-of-Fame
a. This is a wall in our office that features our clients’ logos and top-tier coverage we’ve secured for them. This not only recognizes our clients, but also the great work we’ve done for them. The goal is that clients visiting the office feel recognized and important.
2. Hand-written note to the client from Susan
a. Once a month, Susan sends a hand-written note to two clients thanking them for their continued loyalty and its impact on Trainer’s business.
3. Client birthday cards
a. Trainer sends birthday cards to all of key client executives, and the card is signed by everyone on the account team.
4. Take Clients to Networking Events
a. We have a team calendar with upcoming networking events. When events arise that are valuable opportunities for our clients to attend, we invite our clients to the event. This provides Trainer with an opportunity to build rapport with clients outside of our PR relationship and provides our clients with an opportunity to meet people in their industry.
Client Correspondence
Consistent communication is the key to any successful relationship and the client/Trainer relationship is no different. Typically (although some accounts may vary slightly depending on the dynamic) client correspondence is determined by your rank and responsibility on the team. This means that VPs communicate with VPs, directors with directors, and so on down the line. If you have an organization that is highly political, this structure is the norm.
Another way to structure communication is by program on the account. It’s typical to have someone on the Trainer side that is responsible for a number of programs, for example: social media, speaking opportunities, awards, news and editorial programs. If the account is small, this might be the same “lead” day to day. On larger accounts, there might be a specific Trainer team member assigned to each of these programs. If that is the case, then that person should correspond with the client according to whatever deliverable or communication needs to take place to finish a task. In addition to this, there is typically a “day to day” agency contact on the client side. That person should be paired up with the “day to day” contact on the Trainer side. That is typically an Account Manager or Director at Trainer.
Another best practice is for AAs and AEs to have an Account Manager/Director or VP review their email correspondence to the client before sending it over. A more senior account person will recognize if something isn’t worded appropriately, could potentially be taken the “wrong way” or if there are basic grammar or spelling errors. Email correspondence is every bit as IMPORTANT as face-to-face correspondence and makes up the bulk of the communication with our clients. Always review your email and check for tone, errors and “value add” content before pressing “send.” Remember, our emails frequently get circulated around an organization and could easily end up on the CEO or other C-level executive’s desk without you knowing it. Therefore, you need to ensure your emails are always professional. Ask your manager for examples of “good” vs. “bad” email communication so you can get a sense of it if you are unsure.
It is also very important to keep in mind that email oftentimes is NOT the best way to respond to a client. Because you can’t read tone in email and often things are taken out of context, you are much better off having a phone conversation with your client – especially around sensitive matters. Just as you would have a team member review an important email before sending to the client, it is also wise to role play difficult conversations with your manager before picking up the phone!
Another way to structure communication is by program on the account. It’s typical to have someone on the Trainer side that is responsible for a number of programs, for example: social media, speaking opportunities, awards, news and editorial programs. If the account is small, this might be the same “lead” day to day. On larger accounts, there might be a specific Trainer team member assigned to each of these programs. If that is the case, then that person should correspond with the client according to whatever deliverable or communication needs to take place to finish a task. In addition to this, there is typically a “day to day” agency contact on the client side. That person should be paired up with the “day to day” contact on the Trainer side. That is typically an Account Manager or Director at Trainer.
Another best practice is for AAs and AEs to have an Account Manager/Director or VP review their email correspondence to the client before sending it over. A more senior account person will recognize if something isn’t worded appropriately, could potentially be taken the “wrong way” or if there are basic grammar or spelling errors. Email correspondence is every bit as IMPORTANT as face-to-face correspondence and makes up the bulk of the communication with our clients. Always review your email and check for tone, errors and “value add” content before pressing “send.” Remember, our emails frequently get circulated around an organization and could easily end up on the CEO or other C-level executive’s desk without you knowing it. Therefore, you need to ensure your emails are always professional. Ask your manager for examples of “good” vs. “bad” email communication so you can get a sense of it if you are unsure.
It is also very important to keep in mind that email oftentimes is NOT the best way to respond to a client. Because you can’t read tone in email and often things are taken out of context, you are much better off having a phone conversation with your client – especially around sensitive matters. Just as you would have a team member review an important email before sending to the client, it is also wise to role play difficult conversations with your manager before picking up the phone!