I’ve seen so many missteps in this space. I believe in having a strong baseline process for all customers to ensure a solid foundation. Then, an individual component layer in the “extra love” where it counts—based on what each customer brings to the table, from both a current revenue perspective and their future potential through lateral and vertical upsell opportunities. Essentially, prioritising extra resource strategically and quantitatively.

The latest data shows that implementing a solid CLM strategy can boost customer satisfaction and retention by up to 5%, driving profitability gains as high as 95%. knowing that the cost of acquiring new customers is seven times higher than the cost of keeping existing ones. Those aren’t numbers you can ignore, the game is always turning one-time buyers into lifelong advocates.

Customer Lifecycle Management & Retention Strategies

The bottom line? Retention strategies aren’t just a one-size-fits-all “nice-to-have” anymore; they are a strategic necessity. So here’s the question: are we truly prioritising customer retention and building a brand that inspires loyalty, or are we still so focused on acquiring new customers that we’re missing out on the long game?

As an enablement lead, I was embedded in the Customer Lifecycle Management team. My goal was to be the go-to for use cases, metrics, and success stories—anything that could sharpen the sales team’s strategy. This meant building a framework, setting up processes, and developing in Salesforce to make data not just collected, but actionable—something the team could rely on to genuinely connect with customers.