By Stephen C. Schultz
My 16-year-old daughter has a natural talent and skill for volleyball. She is a great athlete, period. But she has a passion and drive for the sport that go beyond her years. She aspires to play in college and has demonstrated the maturity, motivation, and focus needed to get there.
I recently attended a parent meeting sponsored by the school district about the college recruiting process—how to navigate not only the rules but also the politics. It was eye-opening, to say the least. The presenter explained that college coaches rely heavily on “reliable third-party endorsements” to determine whether they should even consider an athlete.
When athletic scholarships are awarded, the coach is essentially "purchasing" that athlete. The estimated cost of a single full-ride athletic scholarship is somewhere in the neighborhood of $100,000. Many parents and athletes mistakenly believe that a scholarship is simply an incentive to attend a particular school. In reality, the coach is making a significant investment—one they do not take lightly.
This means that no matter how much parents and athletes "toot their own horn," a college coach will ultimately rely on recommendations from high school and club coaches, season statistics, and academic performance to decide if an athlete even gets a chance to showcase their talent. Coaches do everything in their power to minimize the risk that a "student-athlete product" underperforms or fails to meet expectations. Again, their decisions are based on reliable third-party endorsements.
This got me thinking (I know... always a scary thing!).
As a leader in my workplace, could these same principles apply? How often do we, as an organization, spend time promoting our own services to clients and customers—those who ultimately "purchase" what we offer? Wouldn't it make more sense for potential clients to base their decisions on reliable third-party endorsements rather than our own marketing?
In my field—helping families whose teens are struggling—this concept is just as relevant. Educational consultants and other allied health professionals serve as third-party endorsers. Additionally, parents and families who have experienced our clinical services often take on this role. It is also crucial for us to back our services with research and statistics.
In many ways, this parallels my daughter's journey in volleyball. In any profession, we must demonstrate passion for our work, provide valuable services or products, and ensure that what we offer meets real needs. If we approach our work with maturity, motivation, drive, and focus, we will achieve meaningful results.
Let me share some statistics and insights that I recently discussed with the administrative teams across our treatment programs. Although these were originally shared internally, they have broad applications for business and customer service.
Insights from a Global Customer Service Survey by American Express
In recent weeks, as I have attended weekly administrative meetings across our programs, it has become clear that we are feeling downward pressure on program costs. In today's fragile global economy, parents are "shopping for the best deal."
While the following statistics pertain to general consumer behavior, they provide valuable insights into the families we serve and the services we provide.
Statistic #1:
70% of those surveyed are willing to spend an average of 13% more with companies they believe provide excellent customer service—an increase of over 9% from previous years.
Takeaway: Price matters, but it becomes less important when customers perceive value in a service. If a family chooses another program, it may be due to cost—but we must always ask ourselves: Did we do our best to assess their needs and provide a valuable solution?
Statistic #2:
60% of those surveyed believe today’s businesses have reduced their focus on good customer service—an increase of 5% over previous years. Many think companies prioritize cutting costs over providing quality service.
Takeaway: Customer service can set us apart. We must clearly communicate the value of our services to parents. Setting appropriate expectations and educating families on why our program is the right choice is essential.
Statistic #3:
78% of consumers have canceled a transaction or refused to make a purchase due to poor customer service.
Takeaway: Poor customer service can harm our programs. Every member of our team must be aligned to ensure that parents receive consistent, high-quality service—from their first interaction with admissions to clinical, residential, and academic services.
Statistic #4:
59% of consumers will try a new brand or company for a better service experience.
Takeaway: This presents an opportunity. By providing personalized and high-quality care, we can establish ourselves as the gold standard in teen treatment services. In a challenging economy where families are highly cost-conscious, our ability to demonstrate real value will make the difference.
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