YoStella: Build a Better Business - Inspiration for Improving Your Brand, Marketing & People
Each year on Fat Tuesday, New Orleans throws a “Stella and Stanley” party. This annual event honors local boy and world-famous author Tennessee Williams and his masterpiece, A Streetcar Named Desire.
The movie version is notorious for the scene where Stanley, Marlon Brando in a tight white vest, yells “Stella-a-a-a-a-!” up the tenement stairs to his wife. “Stella” might be the most repeated movie line ever and Brando never needed to act again except, he said, for the money. Like a legendary actor, businesses need to cultivate their craft: building an amazing brand, elevating creativity, and growing authentic connections.
At StellaPop, we believe every business has a masterpiece in them.
YoStella: Build a Better Business - Inspiration for Improving Your Brand, Marketing & People
Building Client Partnerships That Last: How to Win New Business Without Losing Your Core
The juggling act between winning new business and nurturing existing client relationships might be the most challenging balancing act in professional services. When we chase growth, are we accidentally neglecting the clients who brought us here? When we focus on current clients, are we missing opportunities to expand?
This episode dives deep into practical strategies for managing this tension successfully. Drawing from expert insights, we explore why treating every client with a generic approach is a recipe for failure on both fronts. Just as each dog has a unique nose print, every client has specific communication preferences, decision-making styles, and goals that require tailored attention.
For new client acquisition, we break down five powerful approaches that move beyond traditional sales pitches: leading with value instead of visibility, making the critical first 90 days count (starting before they even sign), mastering the human side of client relationships, setting crystal-clear expectations, and always connecting your work to their bigger business picture. These strategies create a foundation of trust that transforms transactional relationships into genuine partnerships.
On the retention side, we reveal how to spot the subtle warning signs of client dissatisfaction before they become reasons to leave, create systems for delivering proactive value that anticipates client needs, and turn feedback into meaningful improvements that build extraordinary loyalty. We also tackle the operational challenges of balancing both growth and retention – from smart team structures to leveraging technology that creates space for personalization rather than replacing it.
The ultimate revelation? Your retention strategy is your reputation strategy. When clients feel truly valued, they become your most powerful marketing force through referrals and testimonials. When they don't, word travels just as quickly. Ready to create client experiences where everyone feels like your only client? Listen now and discover how to make every relationship leave the right kind of mark.
Okay, you know that feeling right, you're juggling. You're trying so hard to bring in new business, get those new clients.
Speaker 2:The segment yeah.
Speaker 1:Exactly. But then there's that little nagging thought what about the clients who buy you here? Are they feeling a bit left out?
Speaker 2:It's a classic tension Growth versus well, not letting things slip with your core people.
Speaker 1:Totally. It's like how do you chase the new shiny objects without dropping the really valuable things you're already holding?
Speaker 2:A real balancing act. So today, on the Deep Dive, that's exactly what we're getting into. We want to give you some really practical strategies for managing that dance.
Speaker 1:The dance between winning new clients and really holding onto the ones you have, making sure they feel valued.
Speaker 2:Yes, think of this as your shortcut to understanding how to build those strong, lasting partnerships that can handle both growth and, you know, stability Sounds good. We've been looking at some great material from Stellapop on this and, honestly, the core idea that jumped out is maybe simpler than you'd think.
Speaker 1:Oh yeah, what's that? It's this Treating every client exactly the same. That's a major pitfall, like one of the fastest ways to mess things up on both fronts growth and retention.
Speaker 2:Right. The sources really hammer this home. Success isn't about some generic formula. It's about tailoring your approach. Yeah, understanding the specifics.
Speaker 1:Okay, let's unpack that foundational idea first. Every client is unique. The sources use this great analogy like a dog's nose print.
Speaker 2:Huh, I like that One of a kind.
Speaker 1:Exactly. Their goals are different, the speed they like to work at, how they communicate, even like how they make decisions internally it's all different.
Speaker 2:And recognizing those patterns, those unique prints, isn't just, you know, nice to have. It's fundamental. It's how you build strategies that actually work for that specific client, whether you're trying to win them over or keep them happy long term.
Speaker 1:So many businesses say they get this, but then but then they fall back on standard processes.
Speaker 2:Right, because it seems easier, more efficient, maybe, but the sources argue that's a huge risk ignoring that uniqueness. It doesn't just hurt your chances with new prospects, it actively jeopardizes the loyalty of your current base.
Speaker 1:It forces you to ask, beyond just delivering the project, are you really seeing the client, their individual quirks and needs?
Speaker 2:That's the core question. It moves it beyond just the transaction.
Speaker 1:Okay, so let's tackle the first big piece, then winning those new clients. The sources lay out five ways to do this. Well, and it's not about being the loudest.
Speaker 2:No, not at all. It's more about being relevant, being clear and building trust right from the get-go.
Speaker 1:Strategy one is lead with value, not just visibility. Sounds obvious, but where do people go wrong here? How do you actually do this?
Speaker 2:Well, the common mistake is leading with yourself. You know, here's our generic capabilities deck, here's what we do.
Speaker 1:Right the sales pitch.
Speaker 2:Exactly what the sources say is flip that Lead with something valuable to them. Maybe it's an insight about an industry trend impacting their specific sector or a quick suggestion for a pain point you think they might have.
Speaker 1:Or maybe a story about how you helped a similar company.
Speaker 2:Precisely Show you've done your homework on them. Specifically, it shifts the whole conversation from selling to strategic thinking. It shows you're already invested in their world.
Speaker 1:Okay, strategy two is super interesting. Make the first 90 days count and the sources stress this starts before they even pay you anything. Why is that early phase so vital?
Speaker 2:Because that period, even before the first invoice, it sets the entire tone. The biggest mistake is thinking the deal is done once the contract is signed.
Speaker 1:Ah, yeah, it's just the beginning.
Speaker 2:It's the starting gun for building real trust. So the sources suggest designing a really thoughtful onboarding process, not just paperwork.
Speaker 1:What does that look like?
Speaker 2:It means clearly outlining the next steps, introducing the actual team members they'll work with and this is key engineering some quick wins.
Speaker 1:Quick wins.
Speaker 2:Small, tangible successes early on Getting that first report done quickly, seeing some initial positive data, even just getting a super clear project plan in their hands. It validates their decision to choose you, builds momentum, makes them feel confident.
Speaker 1:Okay, that makes sense. Then strategy three get the people side right, Because, let's face it even the best plan can fail if the human connection isn't there.
Speaker 2:Oh, absolutely, and this often gets missed because we're so focused on the tasks, the deliverables.
Speaker 1:The what instead of the how.
Speaker 2:Exactly the sources push for things like you know actually picking up the phone sometimes, instead of just emailing back and forth.
Speaker 1:Which can be so easily misinterpreted.
Speaker 2:Totally and really making an effort to learn their communication style. Are they direct? Do they need lots of detail? Big picture first, and understanding their rhythm? Early birds prefer quick updates. It moves you from just being a vendor to a real collaborator.
Speaker 1:Which leads nicely into strategy four set expectations early and often Sounds like basic project management, but where's the nuance?
Speaker 2:The nuance is in the often it's not a one-time chat at the kickoff.
Speaker 1:Right, it's ongoing.
Speaker 2:You need to be crystal clear, upfront, about the scope, realistic timelines, how success will actually be measured, the KPIs and the cadence of updates or meetings.
Speaker 1:And then what if they push back? Because new clients are often eager? Maybe unrealistic.
Speaker 2:That's where clarity is key. You explain why these boundaries or timelines are important for their success, for the quality of the outcome. It prevents those nasty surprises down the road. Better a slightly tougher conversation up front than a disaster later.
Speaker 1:Absolutely Okay. Final one for new clients Strategy five show them the bigger picture. Go beyond just the immediate task. What does that mean practically?
Speaker 2:It means always connecting the dots. Even if you're hired for one specific thing, show how that piece fits into their larger goals.
Speaker 1:How it impacts revenue or market share, whatever matters to them.
Speaker 2:Exactly Ask them beyond this project, what does success look like for your business overall? And then explicitly link your work to that bigger vision. That's how you turn a one-off project into potentially a long-term partnership. You become someone who gets their whole picture.
Speaker 1:Okay, so those five strategies really focus on building that initial trust and connection with new clients, intentionally Right Laying a strong foundation. But, as the sources remind us, while new clients bring the buzz and the growth momentum, your existing clients.
Speaker 2:They're the bedrock, yeah, the stability, and often your best source of new business through referrals.
Speaker 1:Yeah, your most cost-effective marketing really.
Speaker 2:And retention isn't passive. It's not just about doing good work and hoping they stick around. It needs to be just as strategic, just as intentional as your acquisition efforts, maybe even more so.
Speaker 1:All right, let's make sure we're not dropping that ball. Three key strategies for retention. First up spot the quiet cues. This is interesting because we often think of a client leaving as this big, dramatic event.
Speaker 2:But it's usually not, is it? The sources say? Churn rarely happens out of the blue. It's often preceded by well silence.
Speaker 1:Subtle shifts. What kind of shifts? What are these quiet cues?
Speaker 2:Things like check-ins getting missed more often, meetings getting skipped, projects suddenly slowing down or stalling without a clear reason. Maybe just less communication?
Speaker 1:overall from their side Stuff that's easy to dismiss as just busyness.
Speaker 2:Exactly. But these can be warning signs. Friction building up. Dissatisfaction simmering you need to notice these things and check in. Dissatisfaction simmering you need to notice these things and check in, not accusingly, but with genuine curiosity. Hey notice, things seem stalled. Here Is everything okay. Address it before it becomes a reason to leave.
Speaker 1:Proactive, not reactive, which ties into strategy too. Make room for proactive value. It's so tempting to only really engage when it's time for renewal or when a big deliverable is due.
Speaker 2:Which is a massive missed opportunity. The sources say you need to build in touch points that aren't just about the current project, things that show you're thinking about their business constantly.
Speaker 1:Like what? What does proactive value look like?
Speaker 2:Think quarterly business reviews, qbrs that are actually strategic, not just status updates, sharing relevant competitor insights. You've seen Doing a strategic check-in before their busy season hits, offering ideas.
Speaker 1:Showing up before they even realize they need you.
Speaker 2:That's the goal. That's how you become indispensable, not just a provider, but a strategic partner who's always looking out for them.
Speaker 1:Okay, and strategy three for retention. I love the name Turn feedback into zoomies, like feedback as fuel.
Speaker 2:Yeah, that's a great image, but getting feedback is one thing we all know. Acting on it effectively is the real challenge. What's?
Speaker 1:the common trap here? The trap is just collecting it, letting it sit in a report or a spreadsheet Inertia.
Speaker 2:Right, pick the box. Feedback gathered Done.
Speaker 1:Exactly. The source is stress. You have to ask. Often, yes, but you must act on it. Look for patterns across clients. What are the recurring frustrations? What are people consistently praising?
Speaker 1:So if multiple clients struggle with one part of your process, Fix it Systemically and if they love a particular way you report something, make that standard. Scale the good stuff. Way you report something, make that standard Scale the good stuff. Clients absolutely notice when you not only listen but actually make changes based on their input. It builds incredible loyalty, shows you genuinely value their perspective. What's really hitting me is how much both sides' growth and retention pull from the same core capabilities your operations your team Right.
Speaker 2:You can't really silo them completely. Sustained success means doing both well using the same operational muscles.
Speaker 1:Which brings us to part three, the Growth Retention Balancing Act. How do you actually make this work operationally? First concept systemize personalization, which sounds contradictory. How do you systemize something personal, especially as you grow?
Speaker 2:It does sound tricky, but it's about using systems to create space for the personal touch, not replace it.
Speaker 1:OK, how.
Speaker 2:Smart use of your CRM, your customer relationship management tool. Really leveraging it to track preferences, history details, using modular templates for things like onboarding. Consistent structure, but room to customize automating reporting where possible.
Speaker 1:So the tech handles the routine stuff, Got it. Concept two is about team structure, separate responsibilities and share learnings. So different people focused on acquisition versus retention.
Speaker 2:Ideally, yes. That focus helps Someone owns bringing new folks in. Someone owns keeping current clients happy and successful.
Speaker 1:But the key is the share learnings part. Why is that so critical?
Speaker 2:Because the insights are gold. What messages are resonating with new prospects? That informs retention messaging. Where are new clients getting stuck in onboarding? That needs fixing for everyone. What are your happiest long-term clients saying? That feedback fuels your sales pitches.
Speaker 1:It creates a feedback loop between the two functions.
Speaker 2:Exactly A virtuous cycle. Sharing that data what's working, what's not across both sides Makes the whole operation smarter and stronger. It compounds success.
Speaker 1:And that ties into the last concept. Concept three assign ownership on both sides, Because the danger is, everyone chases the new deals.
Speaker 2:And existing clients feel like nobody's number one priority, which is lethal.
Speaker 1:So how do you structure that ownership? Clearly?
Speaker 2:The sources suggest clear roles and priorities. Your growth leads focus on educating prospects, nailing that crucial early experience, finding the right new clients. Your retention leads focus on ongoing satisfaction, looking for upsell or expansion opportunities, monitoring client health, being that proactive partner. Different roles, shared goals. Ultimately, stronger results for everyone, especially the clients.
Speaker 1:When you pull all this together, the big message from the sources seems to be your retention strategy is your reputation strategy.
Speaker 2:It really is. There's no separating them, your current clients. They are your loudest brand advocates or your biggest critics. It's that simple.
Speaker 1:If they feel ignored or undervalued. That story gets out there.
Speaker 2:Oh, it does Faster and louder than any marketing you can buy.
Speaker 1:Yeah.
Speaker 2:But the flip side, and this is the powerful part when they feel seen, supported, truly valued. When you get that balance right.
Speaker 1:They share that too.
Speaker 2:Absolutely. And that positive word of mouth, those referrals, the case studies that come from happy long-term clients. That's the most powerful sustainable growth engine you can have. It proves that chasing growth doesn't have to mean sacrificing the relationships that built your business.
Speaker 1:So it is possible. You can have that aggressive growth and really strong retention. It just takes that foundation, that consistency and, yeah, a bit of strategic thinking.
Speaker 2:And always coming back to that unique fingerprint, that unique nose print of each client, yeah, understanding their individual needs. So the final thought for you, listening their individual needs.
Speaker 1:So the final thought for you listening, if every client relationship really is unique like those fingerprints, what's one specific measurable thing you can do this week to make sure each one leaves the right kind of mark?
Speaker 2:Yeah, what's one action? Maybe it's scheduling one of those proactive check-ins we talked about, or tweaking just one step in your onboarding.
Speaker 1:Based on past feedback, Maybe take a few minutes after this to think about it. How can you audit your own client journeys, build better ways to not just get feedback but actually use it, rework things internally so you can deliver that personalized value even as you scale?
Speaker 2:It's about shifting from being reactive to really shaping those client experiences, making every single client feel like they're your only client. That's the goal, isn't?
Speaker 1:it yeah.
