On-demand webinar
Turning satisfied customers into advocates
What you’ll learn :
- Why winning a new customer costs five to seven times more than keeping one, and up to 25 times in some industries
- The six steps to customer loyalty, from suspect to advocate, and why the top of the ladder costs the least
- What takes customer service from good to great, starting with surveys that ask about the emotion behind a problem
- Multi-locking: relationships across both organisations, and how it uncovered $300,000 of opportunity in a month and a half
What's covered
Inside the session. Watch a clip, then get the full recording.
What if every current customer bought 20% more this year, and what would it cost if your best one left tomorrow? A poll on acquisition versus retention cost, and why the answer can reach 25 times in cost and time.
The ladder from suspect, prospect and customer, where acquisition cost is highest, up to partner, sole supplier and advocate: the client who takes you into other categories and brings you along when they move.
When products and prices look the same, service is the one real differentiator. Market knowledge that asks about emotion, since 80% of buyers buy on emotion, plus systems, leadership, culture, client interfacing skills and how you show up.
No loaner cars left on Jill's busiest day. A salesperson offered five minutes, empathy and a demo car, choosing a loyal customer over the chance of a walk-in test drive, and turned a customer into an advocate.
Customers buy outcomes, not products. They are self-oriented, they want to feel in control, and value is defined by them, not by you. Be a partner rather than an order taker.
One business development manager holding every relationship is vulnerable. Multi-locking connects people across both organisations. A water technology client uncovered $300,000 of opportunity within a month and a half.
How long customers take to climb the ladder, what account growth to expect, and a facility engineering company whose government-only contracts made a new private-sector vertical the right call when the shutdown hit.
Resources
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Frequently asked questions
Common Questions
Five to seven times more, according to a 2025 study cited in the session. Jill adds that further studies put it as high as 25 times in some industries, in time as well as cost.
Suspect (subject to qualification), prospect (qualified, with a need, budget and time frame), customer (an initial purchase but no repeat buying yet), partner (buying repeatedly but possibly still using competitors), sole supplier (buying the majority from you) and advocate (taking you into other categories, and with them if they change companies). The first three carry the highest acquisition cost.
Building relationships between several people on both sides, not just one salesperson and a purchasing manager. If that salesperson or the buyer leaves, the account is not exposed. It locks in trust and loyalty, locks out competitors, and surfaces opportunities a single contact would not see.
It varies. The bottom half of the ladder can take six months to a year, which is why it costs so much. With the right strategies the upper steps can happen within months, though B2B usually takes longer than B2C. Look at your sales cycle, retention history and churn data to see where you can speed it up.
No. Customer service extends across departments, and everyone from the C-suite to client-facing staff is responsible for moving customers up the ladder. The session was built for every role for that reason.
Both, but in balance. Jill shares a colleague's question: if you did not gain a single new client this year, how much would your revenue grow? Many companies put far more emphasis on new business than account growth, and the session argues for evening that out, using data to decide where to focus.
The next step
Stop running on heroics. Start engineering revenue.
Whichever way you work with us, the same proven Revenue OS runs underneath. Book a growth session and we’ll show you where to start.