Use “Switching Costs” to Your Marketing Advantage

The momentum from an old decision that took lots of effort to implement is worth something to a marketing professional. To keep an existing customer, even if by offering discounts, is much less expensive than the cost of attracting a new one. To reduce switching cost from a competitor is to lower the barriers to a quick decision that might have been otherwise much harder to make.

Increase the barriers to your customer’s switching, not just with excellent service, but with some form of personal touch. Recognizing a longstanding customer with an appropriate gesture from the top is best of all.

Recently, I received a hand-written letter from two co-CEOs of a company I had helped out with a few hours of time. They accompanied the letter with a customized gift of their product that contained the logo and name of the college where they knew I was a trustee.

First, I have not received a hand-written letter other than a greeting card from any business associate in what feels like decades. I was in such shock, I did not respond in kind. What should I do? Pull out a piece of stationery that had been sitting unused for over a decade and write in longhand? You aren’t supposed to respond using a less personal vehicle than the original one. So email was out. A phone call might have done it, but not with the elegance of the original correspondence. Now, every time I turn from my desk to the credenza behind, I see that letter and gift. I am not willing to just file the letter or put the gift on the shelf. That’s the power of a great outreach from the top.

And that’s a lesson for all of us in marketing. Find the right way to reach existing customers that stands out from the usual. Find an offer that makes switching easy for others. Pay attention to opportunities to differentiate yourself from the rest.

Someday I will file the letter and put away the customized gift. In the meantime, those two guys got many more miles from a relatively simple gesture than I would have thought possible.

This article was originally published by Berkonomics