In a time when hot tubs can take several months to be delivered, dealers are shifting focus from sales leads to ‘reverse nurturing’ their customers. Engaging with and creating value for customers while they wait not only keeps them excited about their investments, but it also turns those customers into lifelong advocates.
Dennis Gentek, sales representative for Jacuzzi Hot Tubs in Greater Philadelphia, says that while customers are aware of supply-chain delays and extended manufacturing times, overcommunication sets a precedent for good customer service.
“This is your customer for life, and how we begin the relationship is their indication of how the relationship will be once they receive the hot tub,” Gentek says. “If the customer needs to call to learn the status of their purchase, it’s because we are not communicating proactively.”
Gentek has been in the industry for 32 years and suggests dealers keep their customers informed no matter what. “Giving bad news isn’t in the DNA of the average person, and managing difficult situations to this degree is new to many of us,” he acknowledges, “but we’ve got to find our way and do it.”
Kathi Belcourt, retail sales manager at Aqua-Tech in Manitoba, Canada, says using customer-relationship management software has helped organize and automate some of its communication. When her team is upfront about the reality of the situation, she says, it results in engagement and retention.
“We have certainly pivoted from scattering seeds and getting new customers into the store, to a new educational method of explaining to folks who are organically coming in to have realistic expectations,” Belcourt says. “The fine balance between what is realistic for delivery times and keeping excitement is harder to navigate than it seems on the surface.”
Belcourt explains that it took intentional communication within the sales team to get everyone on the same page. They’ve also assigned a person to oversee the individual updates needed for each customer. Those updates include articles and videos with lifestyle tips and hot tub care to help keep customers excited and know what to expect when their hot tub does arrive.
“Since we are a company whose values are based on transparency, and that the cycle of a customer just begins with the spa and lasts decades with chemical, parts and accessory purchases, this process is one we see keeping even after supply-chain challenges are over,” she says.
Ginny Nolan, brand manager at New England Spas, says the company’s team has implemented several ways to engage those who have already purchased.
“We started mailing customers a series of three gifts while they wait for their spa to arrive,” Nolan says: a branded keychain, a hot tub owner–themed window decal and a branded coffee mug. Gifts are mailed a few months apart to serve as a reminder that the company has not forgotten about their order and that they’re appreciated customers, she says.
New England Spas also offers a Patience Package, Nolan says, which offers customers the choice of a free item like steps, a filter or special financing terms when they order a new spa.
“These packages are not available for anything we might have in stock,” she explains. “This allows our salespeople to talk about the wait time in a positive way. We’ve been upfront with customers about wait times so there are no surprises. Setting realistic customer expectations is extremely important. As we receive updates from the manufacturers, we let the customers know our latest line of sight on their order as soon as possible.”
Kristan Hart, chief operations officer for The Get Smart Group, a marketing agency for pool and spa companies based out of Angels Camp, California, says there are a few ways TGSG helps its clients market to existing customers to maintain that relationship and keep them coming in the door.
Retargeted ads are an effective strategy Hart gets behind, and she provides an example scenario: Joe Smith buys a hot tub after clicking on a Facebook or Google ad. After digging into the data, it is discovered that Joe and his wife bought a hot tub from that spa dealer five years ago for a previous home and decided to buy one for their new home after seeing the ad online.
“I’ve seen it time and time again,” Hart says. “The previous relationship with the customer is what helped the hot tub sell so fast, but the online ad is what brought them back through the door.”
Hart also recommends targeted emails sent to an already established customer base, reminding them of other products dealers sell; replacement supplies they’ll need; or encouragement to keep up with maintenance of their hot tub. “Every good CRM system has a tagging option for your customers, so you can tell what item they purchased and which items they haven’t,” she says, giving retailers the opportunity to focus reverse nurturing efforts based upon the customers interests and needs.
“In this extended season of social isolation,” Hart adds, “look for any opportunity to make a connection.” Gentek says hot tub sales consultants have done an excellent job rising to the challenge of sales and customer service during the pandemic. “The fruits of their labor are the happy customers who already know it was worth the wait to get the hot tub of their dreams,” he says. “Keep reminding those patient customers of the special moments yet to come.”