Retention vs. Acquisition: The Answer is Always Yes

Should you take care of your current customers, or go after new business and fresh opportunities? The answer is yes. Always yes. But here comes the tough part—doing both and doing them well can be a challenge.

Let’s face it – customer relationships matter. Strong ones help you better understand their preferences and what makes them tick. That kind of insight isn’t just nice to have; it’s the fuel that helps separate you from the pack. It powers the service from your team, more targeted and relevant solutions and keeps you in that trusted advisor role. Relationships also build trust—and in this business, trust is currency. Work to keep your promises, communicate clearly (and early), and make your clients feel like partners, not purchase orders. That’s how loyalty is built. That’s how accounts stick.

And yes, great clients who love what you do will talk about you. Word-of-mouth and referrals are still a powerful driver in print. Advocacy is earned, not bought—and your relationships can make your clients your best marketing channel. If you’re using a Net Promoter Score survey tool, you know what I’m talking about.

But even the best relationship can be tested by a late delivery or a billing mess, right? And what happens when the buyer moves on? If your business is built solely on a rep-to-contact relationship, you’re vulnerable. The companies that win long term are the ones who create company-to-company bonds and inter-company teams—stronger, more resilient, and less likely to disappear when one person changes jobs.

Here’s the kicker: when your company owns the relationship, your sales reps get to do what they were hired to do and what they are uniquely qualified to do—sell. Not just manage existing accounts but go out and bring in the next big one and the one after that. This challenges some of the old-school thinking, I know. The “find it, close it, manage it forever” model has its limits, especially if growth is the goal.

If your reps are doing a great job juggling both—awesome, you’re ahead of the curve. But if they’ve become more account manager than hunter, it might be time to re-think how client relationships are managed and how new business is pursued in your organization.

Three Key Takeaways:

1. Segment for Success– It’s not a one-size-fits all. Identify which accounts need high-touch relationship management, and which ones can be supported by client services. Don’t be afraid to tap members of your senior team to “own” some of these relationships. Free up your reps to focus on new business.
2. Build Company-to-Company Relationships– Make the brand, not just the rep, the trusted partner. Create a structure where client loyalty isn’t dependent on one person – either with the client or in your business. One way to start is to begin using business reviews as a tool to introduce key members of your team to theirs. This can provide the insight into their business you need to structure meaningful and relevant solutions to their issues.
3. Make New Business a Priority– Don’t wait for leads to fall into your lap. Remember, hope is not a strategy. Assign specific acquisition goals and support your team with tools, lists, and the time to do it right. Keep in mind, business development today is playing the long game. Focus your discovery calls on interviewing the prospects instead of auditioning. You need to stay focused on filtering the opportunities so you can capitalize on the best ones that fit your ideal client profile.

Bottom line? Loyalty is earned. Growth is built. And it’s not either/or—it’s both.

I help print company owners and CEOs get from here to there safely. We work to eliminate silos, align their teams, and get everyone rowing in the same direction. If you’re tired of fighting the same battles, let’s talk about how to simplify your company and create the kind of culture where people thrive, and the business grows.

Learn more at www.philiegroup.com, on LinkedIn, or by reaching out at mphilie@philiegroup.com.

The preceding content was provided by a contributor unaffiliated with Printing Impressions. The views expressed within may not directly reflect the thoughts or opinions of the staff of Printing Impressions.