{"id":4723,"date":"2026-09-09T13:06:34","date_gmt":"2026-09-09T11:06:34","guid":{"rendered":"https:\/\/comcare360.de\/?p=4723"},"modified":"2026-09-14T15:00:42","modified_gmt":"2026-09-14T13:00:42","slug":"the-most-expensive-mistake-in-sales","status":"publish","type":"post","link":"https:\/\/comcare360.de\/en\/insights\/the-most-expensive-mistake-in-sales\/","title":{"rendered":"The most expensive mistake in sales: Buying new leads \u2013 and leaving the money in the customer base"},"content":{"rendered":"

<\/p>

New leads remain important. But tho\u00adse who com\u00adplain about fal\u00adling mar\u00adgins, buy expen\u00adsi\u00adve new cont\u00adacts and at the same time cut cos\u00adts wit\u00adhout a cus\u00adto\u00admer\u2019s point of view often start at the wrong end. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

\n
\ud83d\udccb Con\u00adclu\u00adsi\u00adon<\/div>\n

Many com\u00adpa\u00adnies increase their bud\u00adget for new leads and redu\u00adce cos\u00adts at the same time \u2013 both wit\u00adhout loo\u00adking at the cus\u00adto\u00admers they alre\u00ada\u00addy have. As a result, money is left on two sides: pos\u00adsi\u00adble addi\u00adtio\u00adnal sales are not rea\u00adli\u00adzed, unneces\u00adsa\u00adry cos\u00adts con\u00adti\u00adnue to run. This is exact\u00adly whe\u00adre a sys\u00adte\u00adma\u00adtic cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon cam\u00adpaign comes in. It taps into addi\u00adtio\u00adnal needs, reco\u00adgni\u00adzes ter\u00admi\u00adna\u00adti\u00adon risks at an ear\u00adly stage, gains recom\u00admen\u00adda\u00adti\u00adons and public eva\u00adlua\u00adtions, and unco\u00advers ser\u00advices that cus\u00adto\u00admers no lon\u00adger need. The artic\u00adle shows how a sin\u00adgle cus\u00adto\u00admer con\u00adver\u00adsa\u00adti\u00adon ser\u00adves five eco\u00adno\u00admic levers at the same time \u2013 and what such a cam\u00adpaign needs operationally. <\/p>\n \u23f1\ufe0f Rea\u00adding time: approx. 7 minutes<\/span>\n<\/div>\n<\/div><\/div><\/div><\/div>

\n
Table of contents<\/div>\n
1.The<\/span> most expen\u00adsi\u00adve mista\u00adke in sales<\/a><\/div>\n
2.<\/span> Not eit\u00adher \u2013 or: Whe\u00adre your next euro will work<\/a><\/div>\n
3.What<\/span> Cus\u00adto\u00admer Pene\u00adtra\u00adti\u00adon Real\u00adly Means<\/a><\/div>\n
4.The<\/span> qua\u00adli\u00adty call: lis\u00adten befo\u00adre selling<\/a><\/div>\n
5.<\/span> One con\u00adver\u00adsa\u00adti\u00adon, five eco\u00adno\u00admic levers<\/a><\/div>\n
6.<\/span> From lis\u00adtening to impact<\/a><\/div>\n
7.<\/span> What a cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon cam\u00adpaign needs operationally<\/a><\/div>\n
8.In<\/span> brief: reac\u00adti\u00adva\u00adti\u00adon and pro\u00adduct launch<\/a><\/div>\n
9.<\/span> Con\u00adclu\u00adsi\u00adon: Whe\u00adre will your next euro have the grea\u00adtest impact?<\/a><\/div>\n<\/div>\n<\/div><\/div><\/div><\/div>

1. The most expensive mistake in sales<\/h2>\n

Hard\u00adly any sen\u00adtence is heard as often in sales mee\u00adtings as this one: \u201cWe need more leads.\u201d Mar\u00adgins are fal\u00adling, com\u00adpe\u00adti\u00adti\u00adon is get\u00adting toug\u00adher, so the bud\u00adget for addres\u00adses, cam\u00adpaigns and acqui\u00adsi\u00adti\u00adon mea\u00adsu\u00adres is incre\u00adasing. At the same time, many com\u00adpa\u00adnies are run\u00adning a second pro\u00adgram: redu\u00adcing cos\u00adts. Both decis\u00adi\u00adons are sur\u00adpri\u00adsin\u00adgly often made wit\u00adhout a sin\u00adgle glan\u00adce at the cus\u00adto\u00admers who have alre\u00ada\u00addy been acquired. <\/p>\n

The result is a dou\u00adble loss. On the reve\u00adnue side, needs remain unde\u00adtec\u00adted becau\u00adse no one asks. Up- and cross-sel\u00adling poten\u00adti\u00adals are not rea\u00adli\u00adzed becau\u00adse they are not recor\u00added in a struc\u00adtu\u00adred way. Ter\u00admi\u00adna\u00adti\u00adon risks only beco\u00adme visi\u00adble when the ter\u00admi\u00adna\u00adti\u00adon is in-house. Recom\u00admen\u00adda\u00adti\u00adons are not reques\u00adted, reviews are not coll\u00adec\u00adted. On the cost side, ser\u00advices, pro\u00adces\u00adses and cont\u00adact chan\u00adnels con\u00adti\u00adnue at the same time that cus\u00adto\u00admers no lon\u00adger need or want \u2013 finan\u00adced from a bud\u00adget that is lack\u00ading elsewhere. <\/p>\n

In this situa\u00adti\u00adon, tho\u00adse who invest exclu\u00adsi\u00adve\u00adly in new cont\u00adacts are buy\u00ading expen\u00adsi\u00adve\u00adly what is alre\u00ada\u00addy available in their own inven\u00adto\u00adry: access, expe\u00adri\u00adence and trust.<\/p>\n

The effect is para\u00addo\u00adxi\u00adcal. For an unknown cont\u00adact, address cos\u00adts, cam\u00adpaign bud\u00adgets and sales time are used wit\u00adhout any need, bud\u00adget or respon\u00adsi\u00adbi\u00adli\u00adty being secu\u00adred. For the exis\u00adting cus\u00adto\u00admer, all the\u00adse ques\u00adti\u00adons have long sin\u00adce been ans\u00adwe\u00adred \u2013 but no one asks them a second time. In many com\u00adpa\u00adnies, the\u00adre is a peri\u00adod of seve\u00adral years bet\u00adween the last deal and the last sub\u00adstan\u00adti\u00adve dis\u00adcus\u00adsion about the cooperation. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

2. Not either \u2013 or: Where your next euro will have an impact<\/h2>\n

So that the\u00adre is no misun\u00adderstan\u00adding: New cus\u00adto\u00admer acqui\u00adsi\u00adti\u00adon is not the pro\u00adblem. No com\u00adpa\u00adny grows per\u00adma\u00adnent\u00adly wit\u00adhout new cus\u00adto\u00admers, and lead gene\u00adra\u00adti\u00adon remains a neces\u00adsa\u00adry disci\u00adpli\u00adne. The mista\u00adke lies in the one-sided\u00adness. Com\u00adpa\u00adnies need new cus\u00adto\u00admer acqui\u00adsi\u00adti\u00adon and exis\u00adting cus\u00adto\u00admer deve\u00adlo\u00adp\u00adment. It beco\u00admes pro\u00adble\u00adma\u00adtic when more and more money flows into new cont\u00adacts, while the exis\u00adting cus\u00adto\u00admer base is not sys\u00adte\u00adma\u00adti\u00adcal\u00adly developed. <\/p>\n

Some\u00adti\u00admes the grea\u00adter levera\u00adge lies in the acqui\u00adsi\u00adti\u00adon of new cus\u00adto\u00admers, some\u00adti\u00admes in cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon. Often the intel\u00adli\u00adgent com\u00adbi\u00adna\u00adti\u00adon of both is right. The\u00adr\u00ade\u00adfo\u00adre, it is not the fun\u00adda\u00admen\u00adtal ques\u00adti\u00adon that is decisi\u00adve, but the cal\u00adcu\u00adla\u00adti\u00adon in the indi\u00advi\u00addu\u00adal case: Whe\u00adre do time, bud\u00adget and resour\u00adces curr\u00adent\u00adly achie\u00adve the grea\u00adtest eco\u00adno\u00admic effect? <\/p>\n

A new cont\u00adact must first be found, qua\u00adli\u00adfied, con\u00advin\u00adced and estab\u00adlished. An exis\u00adting cus\u00adto\u00admer knows your ser\u00advices, your pro\u00adces\u00adses and your cont\u00adact per\u00adsons. The path to the next order is shorter, the acqui\u00adsi\u00adti\u00adon risk lower, the lead time shorter. It is pre\u00adcis\u00ade\u00adly this dif\u00adfe\u00adrence that is regu\u00adlar\u00adly unde\u00adre\u00adsti\u00adma\u00adted in bud\u00adget planning. <\/p>\n

The ques\u00adti\u00adon is not whe\u00adther you should invest in leads. It is how your sales bud\u00adget is divi\u00added bet\u00adween two port\u00adfo\u00adli\u00ados who\u00adse returns dif\u00adfer signi\u00adfi\u00adcant\u00adly \u2013 and whe\u00adther this dis\u00adtri\u00adbu\u00adti\u00adon is deli\u00adbera\u00adte\u00adly deci\u00added or has grown historically. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

\"Comparison:<\/span>
\u201cWhe\u00adre com\u00adpa\u00adnies are loo\u00adking for their money \u2013 and whe\u00adre it is alre\u00ada\u00addy located\u201d<\/div><\/div><\/div><\/div><\/div><\/div><\/div><\/div>

3. What Customer Penetration Really Means<\/h2>\n

Cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon does\u00adn\u2019t mean sel\u00adling more to exis\u00adting cus\u00adto\u00admers indis\u00adcri\u00admi\u00adna\u00adte\u00adly. A cam\u00adpaign that only focu\u00adses on its own reve\u00adnue plan will be imme\u00addia\u00adte\u00adly reco\u00adgni\u00adzed as such by cus\u00adto\u00admers \u2013 and harm the rela\u00adti\u00adonship they actual\u00adly wan\u00adted to use. <\/p>\n

From the cus\u00adto\u00admer\u2019s per\u00adspec\u00adti\u00adve, it\u2019s about some\u00adthing else: under\u00adstan\u00adding how the cus\u00adto\u00admer\u2019s situa\u00adti\u00adon has chan\u00adged sin\u00adce the last deal. What new tasks have been added? What needs have not yet been met? Which addi\u00adtio\u00adnal ser\u00advices actual\u00adly fit, and which don\u2019t? Whe\u00adre do fric\u00adtions, dis\u00adsa\u00adtis\u00adfac\u00adtion or the first signs of churn arise? <\/p>\n

If you ask the\u00adse ques\u00adti\u00adons sys\u00adte\u00adma\u00adti\u00adcal\u00adly, you can tap into up- and cross-sell poten\u00adti\u00adal in a cus\u00adto\u00admer-ori\u00aden\u00adted way, iden\u00adti\u00adfy pro\u00adblems at an ear\u00adly stage, pre\u00advent ter\u00admi\u00adna\u00adti\u00adons and fur\u00adther deve\u00adlop the cus\u00adto\u00admer rela\u00adti\u00adonship in the long term. A good cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon cam\u00adpaign thus com\u00adbi\u00adnes growth and cus\u00adto\u00admer loyal\u00adty \u2013 and not one at the expen\u00adse of the other. <\/p>\n

The dif\u00adfe\u00adrence bet\u00adween oppor\u00adtu\u00adni\u00adty and sys\u00adtem is cru\u00adcial. Almost every com\u00adpa\u00adny knows cases in which a cus\u00adto\u00admer con\u00adver\u00adsa\u00adti\u00adon has led to an addi\u00adtio\u00adnal order by chan\u00adce. The\u00adse cases are not a sales pro\u00adcess, but luck. Sys\u00adte\u00adma\u00adtics means: defi\u00adned cus\u00adto\u00admer seg\u00adments, a uni\u00adform con\u00adver\u00adsa\u00adti\u00adon gui\u00adde\u00adline, docu\u00admen\u00adted results, clear respon\u00adsi\u00adbi\u00adli\u00adties for fol\u00adlow-up and an eva\u00adlua\u00adti\u00adon that goes bey\u00adond the indi\u00advi\u00addu\u00adal customer. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

4. The quality call: listen before selling<\/h2>\n

The per\u00adso\u00adnal qua\u00adli\u00adty call is a strong ent\u00adry point into a cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon cam\u00adpaign. It does not sell imme\u00addia\u00adte\u00adly. First of all, it is a mat\u00adter of lis\u00adtening to the cus\u00adto\u00admer and reflec\u00adting on the coope\u00adra\u00adti\u00adon together. <\/p>\n

Tried-and-tes\u00adted ques\u00adti\u00adons for the inter\u00adview gui\u00adde can be arran\u00adged in two direc\u00adtions: Whe\u00adre does addi\u00adtio\u00adnal value ari\u00adse \u2013 and whe\u00adre does unneces\u00adsa\u00adry effort arise?<\/p>\n<\/div>

\n
\n
Whe\u00adre is more value created?<\/div>\n
?<\/span> What do you par\u00adti\u00adcu\u00adlar\u00adly app\u00adre\u00adcia\u00adte about the collaboration?<\/span><\/div>\n
?<\/span> What can we improve?<\/span><\/div>\n
?<\/span> What else do you need today?<\/span><\/div>\n
?<\/span> What ser\u00advices are you missing?<\/span><\/div>\n <\/div>\n
\n
Whe\u00adre does unneces\u00adsa\u00adry effort arise?<\/div>\n
?<\/span> Which of our ser\u00advices do you hard\u00adly use or no lon\u00adger use at all?<\/span><\/div>\n
?<\/span> What cau\u00adses you unneces\u00adsa\u00adry effort?<\/span><\/div>\n
?<\/span> What should we sim\u00adpli\u00adfy, redu\u00adce or omit altog\u00ade\u00adther in the future?<\/span><\/div>\n
?<\/span> Whe\u00adre do you think we are inves\u00adt\u00ading too much?<\/span><\/div>\n
?<\/span> Whe\u00adre should we do more?<\/span><\/div>\n
?<\/span> Which cont\u00adact chan\u00adnels and ser\u00advice offers are real\u00adly rele\u00advant for you?<\/span><\/div>\n <\/div>\n<\/div>\n

The\u00adse con\u00adver\u00adsa\u00adti\u00adons crea\u00adte con\u00adcre\u00adte sales oppor\u00adtu\u00adni\u00adties. At the same time, com\u00adpa\u00adnies recei\u00adve valid cus\u00adto\u00admer infor\u00adma\u00adti\u00adon for bet\u00adter cost, per\u00adfor\u00admance and resour\u00adce decis\u00adi\u00adons. A sin\u00adgle call thus pro\u00advi\u00addes insights for which work\u00adshops and ana\u00adly\u00adses are sche\u00addu\u00adled elsewhere. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

4. The quality call: listen before selling<\/h2>\n

The per\u00adso\u00adnal qua\u00adli\u00adty call is a strong ent\u00adry point into a cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon cam\u00adpaign. It does not sell imme\u00addia\u00adte\u00adly. First of all, it is a mat\u00adter of lis\u00adtening to the cus\u00adto\u00admer and reflec\u00adting on the coope\u00adra\u00adti\u00adon together. <\/p>\n

Tried-and-tes\u00adted ques\u00adti\u00adons for the inter\u00adview gui\u00adde can be arran\u00adged in two direc\u00adtions: Whe\u00adre does addi\u00adtio\u00adnal value ari\u00adse \u2013 and whe\u00adre does unneces\u00adsa\u00adry effort arise?<\/p>\n<\/div>

\n
\n
Whe\u00adre is more value created?<\/div>\n
?<\/span> What do you par\u00adti\u00adcu\u00adlar\u00adly app\u00adre\u00adcia\u00adte about the collaboration?<\/span><\/div>\n
?<\/span> What can we improve?<\/span><\/div>\n
?<\/span> What else do you need today?<\/span><\/div>\n
?<\/span> What ser\u00advices are you missing?<\/span><\/div>\n <\/div>\n
\n
Whe\u00adre does unneces\u00adsa\u00adry effort arise?<\/div>\n
?<\/span> Which of our ser\u00advices do you hard\u00adly use or no lon\u00adger use at all?<\/span><\/div>\n
?<\/span> What cau\u00adses you unneces\u00adsa\u00adry effort?<\/span><\/div>\n
?<\/span> What should we sim\u00adpli\u00adfy, redu\u00adce or omit altog\u00ade\u00adther in the future?<\/span><\/div>\n
?<\/span> Whe\u00adre do you think we are inves\u00adt\u00ading too much?<\/span><\/div>\n
?<\/span> Whe\u00adre should we do more?<\/span><\/div>\n
?<\/span> Which cont\u00adact chan\u00adnels and ser\u00advice offers are real\u00adly rele\u00advant for you?<\/span><\/div>\n <\/div>\n<\/div>\n

The\u00adse con\u00adver\u00adsa\u00adti\u00adons crea\u00adte con\u00adcre\u00adte sales oppor\u00adtu\u00adni\u00adties. At the same time, com\u00adpa\u00adnies recei\u00adve valid cus\u00adto\u00admer infor\u00adma\u00adti\u00adon for bet\u00adter cost, per\u00adfor\u00admance and resour\u00adce decis\u00adi\u00adons. A sin\u00adgle call thus pro\u00advi\u00addes insights for which work\u00adshops and ana\u00adly\u00adses are sche\u00addu\u00adled elsewhere. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

5. One conversation, five economic levers<\/h2>\n

The eco\u00adno\u00admic appeal of a qua\u00adli\u00adty call lies in its mul\u00adti\u00adple effects. A sin\u00adgle well-con\u00adduc\u00adted con\u00adver\u00adsa\u00adti\u00adon ope\u00adra\u00adtes five levers at the same time. <\/p>\n<\/div>

\""Customer<\/span>
\u201cA con\u00adver\u00adsa\u00adti\u00adon. Five eco\u00adno\u00admic levers.\u201d<\/div><\/div><\/div><\/div>

Additional sales<\/h3>\n

Addi\u00adtio\u00adnal needs are iden\u00adti\u00adfied befo\u00adre they end up with the com\u00adpe\u00adti\u00adti\u00adon. Up-sel\u00adling, cross-sel\u00adling and the pla\u00adce\u00adment of other sui\u00adta\u00adble pro\u00adducts and ser\u00advices are based on a con\u00adver\u00adsa\u00adti\u00adon \u2013 not on the basis of a guess. It often turns out that cus\u00adto\u00admers do not know parts of their own ser\u00advice port\u00adfo\u00adlio at all. What seems self-evi\u00addent intern\u00adal\u00adly has never rea\u00adched the customer. <\/p>\n

Customer loyalty<\/h3>\n

Dis\u00adsa\u00adtis\u00adfac\u00adtion rare\u00adly mani\u00adfests its\u00adelf in a for\u00admal com\u00adplaint, but in sub\u00ador\u00addi\u00adna\u00adte clau\u00adses. Tho\u00adse who lis\u00adten iden\u00adti\u00adfy ter\u00admi\u00adna\u00adti\u00adon risks at an ear\u00adly stage, sol\u00adve pro\u00adblems befo\u00adre cus\u00adto\u00admers lea\u00adve, and sta\u00adbi\u00adli\u00adze end\u00adan\u00adge\u00adred rela\u00adti\u00adonships in a tar\u00adge\u00adted man\u00adner. The eco\u00adno\u00admic value of this lever is often unde\u00adre\u00adsti\u00adma\u00adted: a retai\u00adned cus\u00adto\u00admer cos\u00adts not\u00adhing in terms of new acqui\u00adsi\u00adti\u00adon, secu\u00adres recur\u00adring reve\u00adnue and remains available as a reference. <\/p>\n

HI recommendations<\/h3>\n

HI stands for Human Intel\u00adli\u00adgence. Satis\u00adfied cus\u00adto\u00admers can be asked for per\u00adso\u00adnal recom\u00admen\u00adda\u00adti\u00adons: Who could also be inte\u00adres\u00adted in the offer? Which per\u00adson or com\u00adpa\u00adny could bene\u00adfit from the ser\u00advice? Can the cont\u00adact be approa\u00adched with refe\u00adrence to the recom\u00admen\u00adda\u00adti\u00adon? This crea\u00adtes warm cont\u00adacts with a per\u00adso\u00adnal leap of faith \u2013 much che\u00ada\u00adper and fas\u00adter than any cold address. <\/p>\n

AI visibility and digital trust signals<\/h3>\n

Satis\u00adfied cus\u00adto\u00admers can also be asked for an authen\u00adtic public review \u2013 depen\u00adding on the com\u00adpa\u00adny, for exam\u00adp\u00adle in the Goog\u00adle com\u00adpa\u00adny pro\u00adfi\u00adle, on Trus\u00adted Shops, Tri\u00adp\u00adAd\u00advi\u00adsor or on LinkedIn.<\/p>\n

The cus\u00adto\u00admer does not direct\u00adly recom\u00admend the com\u00adpa\u00adny to AI. It crea\u00adtes a publicly visi\u00adble and machi\u00adne-rea\u00adda\u00adble pro\u00adof of trust that can be used by humans, search engi\u00adnes and AI sys\u00adtems to clas\u00adsi\u00adfy a com\u00adpa\u00adny. This is just as rele\u00advant in B2C due to chan\u00adged purcha\u00adsing beha\u00advi\u00ador as it is in B2B due to chan\u00adged pro\u00adcu\u00adre\u00adment behavior. <\/p>\n

Cost-effectiveness<\/h3>\n

Cus\u00adto\u00admers are not only asked what else they need. Equal\u00adly important is the ques\u00adti\u00adon of what they no lon\u00adger need or want. This allows com\u00adpa\u00adnies to reco\u00adgni\u00adze which ser\u00advices are hard\u00adly used any\u00admo\u00adre, which pro\u00adces\u00adses cau\u00adse unneces\u00adsa\u00adry effort, which offers can be sim\u00adpli\u00adfied, which cont\u00adact chan\u00adnels are no lon\u00adger rele\u00advant, whe\u00adre resour\u00adces are incor\u00adrect\u00adly dis\u00adtri\u00adbu\u00adted \u2013 and which ser\u00advices real\u00adly inspi\u00adre from the cus\u00adto\u00admer\u2019s point of view. <\/p>\n

Cos\u00adts are not cut blind\u00adly or exclu\u00adsi\u00adve\u00adly from an inter\u00adnal point of view. The cus\u00adto\u00admer per\u00adspec\u00adti\u00adve crea\u00adtes a sound basis for decis\u00adi\u00adon-making. It is important to note that cost effi\u00adci\u00aden\u00adcy must not be refle\u00adxi\u00advely equa\u00adted with staff reduc\u00adtions. The focus is on bet\u00adter prio\u00adri\u00adtiza\u00adti\u00adon, less was\u00adte, clea\u00adrer ser\u00advices, more sen\u00adsi\u00adble auto\u00adma\u00adti\u00adon and a more tar\u00adge\u00adted use of resources. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

6. From listening to impact<\/h2>\n

Cus\u00adto\u00admer tes\u00adti\u00admo\u00adni\u00adals must not only be coll\u00adec\u00adted. The eco\u00adno\u00admic effect only ari\u00adses when fin\u00addings are trans\u00adla\u00adted into con\u00adcre\u00adte sales, ser\u00advice, per\u00adfor\u00admance and cost mea\u00adsu\u00adres. The under\u00adly\u00ading logic is a cycle. <\/p>\n<\/div>

\n
1<\/div>
Lis\u00adten<\/div>
Lea\u00adding a Qua\u00adli\u00adty Call<\/div><\/div>\n
\u203a<\/div>\n
2<\/div>
Under\u00adstan\u00adding<\/div>
Clas\u00adsi\u00adfy statements<\/div><\/div>\n
\u203a<\/div>\n
3<\/div>
Action<\/div>
Deri\u00adving measures<\/div><\/div>\n
\u203a<\/div>\n
4<\/div>
Mea\u00adsu\u00adring impact<\/div>
Check results<\/div><\/div>\n
\u203a<\/div>\n
5<\/div>
Impro\u00adve<\/div>
Adap\u00adting the procedure<\/div><\/div>\n<\/div>\n

In prac\u00adti\u00adce, this cycle usual\u00adly fails at the same point: the con\u00adver\u00adsa\u00adti\u00adons take place, the results end up in notes \u2013 and no one is respon\u00adsi\u00adble for deri\u00adving mea\u00adsu\u00adres from them and mea\u00adsu\u00adring their impact. Anyo\u00adne who orga\u00adni\u00adzes this tran\u00adsi\u00adti\u00adon turns a sur\u00advey into a con\u00adtrol instrument. <\/p>\n

This does not requi\u00adre a lar\u00adge struc\u00adtu\u00adre, but clear defi\u00adni\u00adti\u00adons: Who eva\u00adlua\u00adtes the results of the dis\u00adcus\u00adsions? At what rhythm? Which fin\u00addings go to sales, which to ser\u00advice, and which to per\u00adfor\u00admance and cost plan\u00adning? And how will you know in three months whe\u00adther the deri\u00adved mea\u00adsu\u00adres have worked? <\/p>\n<\/div><\/div><\/div><\/div><\/div>

6. From listening to impact<\/h2>\n

Cus\u00adto\u00admer tes\u00adti\u00admo\u00adni\u00adals must not only be coll\u00adec\u00adted. The eco\u00adno\u00admic effect only ari\u00adses when fin\u00addings are trans\u00adla\u00adted into con\u00adcre\u00adte sales, ser\u00advice, per\u00adfor\u00admance and cost mea\u00adsu\u00adres. The under\u00adly\u00ading logic is a cycle. <\/p>\n<\/div>

\n
1<\/div>
Lis\u00adten<\/div>
Lea\u00adding a Qua\u00adli\u00adty Call<\/div><\/div>\n
\u2304<\/div>\n
2<\/div>
Under\u00adstan\u00adding<\/div>
Clas\u00adsi\u00adfy statements<\/div><\/div>\n
\u2304<\/div>\n
3<\/div>
Action<\/div>
Deri\u00adving measures<\/div><\/div>\n
\u2304<\/div>\n
4<\/div>
Mea\u00adsu\u00adring impact<\/div>
Check results<\/div><\/div>\n
\u2304<\/div>\n
5<\/div>
Impro\u00adve<\/div>
Adap\u00adting the procedure<\/div><\/div>\n<\/div>\n

In prac\u00adti\u00adce, this cycle usual\u00adly fails at the same point: the con\u00adver\u00adsa\u00adti\u00adons take place, the results end up in notes \u2013 and no one is respon\u00adsi\u00adble for deri\u00adving mea\u00adsu\u00adres from them and mea\u00adsu\u00adring their impact. Anyo\u00adne who orga\u00adni\u00adzes this tran\u00adsi\u00adti\u00adon turns a sur\u00advey into a con\u00adtrol instrument. <\/p>\n

This does not requi\u00adre a lar\u00adge struc\u00adtu\u00adre, but clear defi\u00adni\u00adti\u00adons: Who eva\u00adlua\u00adtes the results of the dis\u00adcus\u00adsions? At what rhythm? Which fin\u00addings go to sales, which to ser\u00advice, and which to per\u00adfor\u00admance and cost plan\u00adning? And how will you know in three months whe\u00adther the deri\u00adved mea\u00adsu\u00adres have worked? <\/p>\n<\/div><\/div><\/div><\/div><\/div>

7. What a customer penetration campaign needs operationally<\/h2>\n

In order for the idea to beco\u00adme a resi\u00adli\u00adent pro\u00adcess, four things are nee\u00added: a clean data\u00adba\u00adse, a cus\u00adto\u00admer-ori\u00aden\u00adted con\u00adver\u00adsa\u00adti\u00adon star\u00adter, con\u00adsis\u00adtent ope\u00adra\u00adtio\u00adnal imple\u00admen\u00adta\u00adti\u00adon and a struc\u00adtu\u00adred evaluation.<\/p>\n

A CRM like Hub\u00adS\u00adpot forms the basis \u2013 for struc\u00adtu\u00adred cus\u00adto\u00admer data, seg\u00admen\u00adta\u00adti\u00adon, cam\u00adpaign manage\u00adment, the docu\u00admen\u00adta\u00adti\u00adon of con\u00adver\u00adsa\u00adti\u00adons, the track\u00ading of oppor\u00adtu\u00adni\u00adties and the han\u00addo\u00adver to sales, mar\u00adke\u00adting or ser\u00advice. Wit\u00adhout this basis, insights remain iso\u00adla\u00adted cases. <\/p>\n

Struc\u00adtu\u00adred cus\u00adto\u00admer sur\u00adveys record needs, satis\u00adfac\u00adtion, poten\u00adti\u00adal for impro\u00adve\u00adment, new requi\u00adre\u00adments, ter\u00admi\u00adna\u00adti\u00adon risks as well as unneces\u00adsa\u00adry ser\u00advices and expen\u00adses in a com\u00adpa\u00adra\u00adble form. The Qua\u00adli\u00adty Call com\u00adple\u00adments them with the per\u00adso\u00adnal dimen\u00adsi\u00adon that no ques\u00adti\u00adon\u00adn\u00adaire provides. <\/p>\n

Tele\u00adsa\u00adles, qua\u00adli\u00adfi\u00adca\u00adti\u00adon and sche\u00addu\u00adling ensu\u00adre imple\u00admen\u00adta\u00adti\u00adon: rea\u00adching the right cont\u00adact per\u00adsons, qua\u00adli\u00adfy\u00ading needs, con\u00adcre\u00adtiz\u00ading inte\u00adrests, making appoint\u00adments, docu\u00admen\u00adting results and con\u00adsis\u00adt\u00adent\u00adly pur\u00adsuing iden\u00adti\u00adfied oppor\u00adtu\u00adni\u00adties. E\u2011mail mar\u00adke\u00adting accom\u00adpa\u00adnies the pro\u00adcess, announ\u00adces dis\u00adcus\u00adsions, crea\u00adtes oppor\u00adtu\u00adni\u00adties for dis\u00adcus\u00adsion and pro\u00advi\u00addes infor\u00adma\u00adti\u00adon later. <\/p>\n

At the end of the pro\u00adcess, the\u00adre is an eva\u00adlua\u00adti\u00adon \u2013 on two levels. At the cus\u00adto\u00admer level, con\u00adcre\u00adte tasks ari\u00adse: an offer, an appoint\u00adment, a cla\u00adri\u00adfi\u00adca\u00adti\u00adon, a recom\u00admen\u00adda\u00adti\u00adon. At the port\u00adfo\u00adlio level, a pic\u00adtu\u00adre emer\u00adges of which ser\u00advices are con\u00adtri\u00adbu\u00adting, which seg\u00adments have poten\u00adti\u00adal, whe\u00adre risks ari\u00adse and whe\u00adre effort is incur\u00adred wit\u00adhout cus\u00adto\u00admer bene\u00adfit. This second level is the actu\u00adal manage\u00adment bene\u00adfit of a cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon campaign. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

8. In brief: reactivation and product launch<\/h2>\n

Cus\u00adto\u00admer reac\u00adti\u00adva\u00adti\u00adon cam\u00adpaigns are the sis\u00adter of cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon: While cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon deve\u00adlo\u00adps acti\u00adve rela\u00adti\u00adonships, reac\u00adti\u00adva\u00adti\u00adon revi\u00adves dor\u00admant or lost rela\u00adti\u00adonships. Both fol\u00adlow a simi\u00adlar logic, but address dif\u00adfe\u00adrent audiences. <\/p>\n

New pro\u00adduct laun\u00adches can also be com\u00adbi\u00adned very well with a cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon cam\u00adpaign. Exis\u00adting cus\u00adto\u00admers are often an obvious tar\u00adget group \u2013 as long as the sup\u00adp\u00adly and actu\u00adal need match. We address both topics in our own articles. <\/p>\n<\/div><\/div><\/div><\/div><\/div>

9. Conclusion: Where will your next euro have the greatest impact?<\/h2>\n

You don\u2019t have to choo\u00adse bet\u00adween new cus\u00adto\u00admer acqui\u00adsi\u00adti\u00adon and exis\u00adting cus\u00adto\u00admer deve\u00adlo\u00adp\u00adment. You need to know whe\u00adre your time, bud\u00adget and resour\u00adces are curr\u00adent\u00adly achie\u00adving the grea\u00adtest eco\u00adno\u00admic effect. <\/p>\n

Tog\u00ade\u00adther with you, we deve\u00adlop and imple\u00adment a tar\u00adge\u00adted cus\u00adto\u00admer pene\u00adtra\u00adti\u00adon cam\u00adpaign \u2013 from the sel\u00adec\u00adtion and seg\u00admen\u00adta\u00adti\u00adon of your cus\u00adto\u00admers to the con\u00adver\u00adsa\u00adti\u00adon gui\u00adde to per\u00adso\u00adnal qua\u00adli\u00adty calls and sys\u00adte\u00adma\u00adtic evaluation.<\/p>\n

Here\u2019s how to learn:<\/p>\n