--000000000000fe9fbc05f6e16d54 Content-Type: text/plain; charset="UTF-8" Content-Transfer-Encoding: quoted-printable Cheryl, I greatly appreciate the time and thoughtfulness in this email. I share the same sentiments that are being expressed here. As mentioned in our side chat, I would love to discuss in more detail over a call. Specifically, how can we bring this to the forefront with relative metrics to aid in the story telling. Furthermore, how do we leverage and tie any previous state to our existing efforts to help track and build the story. I put some time on your calendar for tomorrow afternoon. Thanks again for your passion and continued support in improving service. Speak soon!!! On Mon, Mar 13, 2023 at 1:42=E2=80=AFPM Cheryl Cartwright wrote: > Good Afternoon Keri > > I hope you're well and had a nice weekend. Recently, I have heard quite a > bit of conversation around client retention and considerations on why > clients may not always feel connected to the office team. Client retentio= n > was always at the forefront of my mind as an HCA owner and as you know, I > am a huge advocate for client appreciation and loyalty programs. I have > some thoughts here on Chen's burning question "why do clients love their > caregivers but basically just put up with the office team? > > First, I am thrilled that attention has turned back to client retention > rather than solely focussing on client starts but it's interesting to me > that Client Success Managers have been basically stripped of all our tool= s > to see this through. > > The new Operating Model sees that CSM's manage at least 13,000 hours with > a stretch goal of 16,000 hours which has diminished our valuable face tim= e > with clients. From an historical point of view, as franchisees, we > typically worked on a model of approximately 35 clients and 10,000 hours > per CSM. As such that difference in hours managed per CSM simply doesn't > allow for high-quality relationship development any longer which drives > retention. > > We no longer have a budget for small tokens of appreciation, milestone > gifts or loyalty rewards. Client Success Managers don't currently have an= y > real "offerings" for our clients. Being proactive in this area is critica= l > to adding value to relationships. We have to find ways to connect with ou= r > clients regularly and in positive ways and not only when things go wrong > and we're in recovery mode. This doesn't have to only come in the form of > paid gifts necessarily but time for regular communication and face-to-fac= e > conversations would go a long way. It would be nice to occasionally have > more to offer our clients than just a weekly update. We are still dealing > with an older population, both our actual clients, and their families in > general who continue to view =E2=80=9Cold-fashioned=E2=80=9D relationship= s as valuable. > > We have excellent tools for recovery and to try and regain lost business > with win-back programs and yet, we don't have