20 Ways to Keep Clients Coming Back For More

11. Underpromise, overdeliver.

Give clients just a little bit extra. There are few better ways to impress a
client than by beating a deadline, adding bonus functionality to the software, or just providing extra useful documentation. Going above and beyond, if only a little, will show to your clients not only that you're on top of the work and capable of managing the project, but that you're doing it so well that you can even offer some extras within budget.

12. Meet twice a day.

However you want to set out your day, leave time for meetings. Whether you're a two-person shop, or you have an entire floor of developers, meeting regularly helps the flow of information and makes sure everyone involved knows where the project stands. Meet twice a day -- early in the morning and right before the end of the day are good options -- and ask everyone to spend a minute discussing what they've done during the day, any decisions they made along the way, and where their part of the project is at. Meetings don't need to be long or even formal; they simply need to bring everyone together and keep everyone informed.

13. Developers are the stars.

If you're a project manager, chances are that you won't do much work on the
actual product or service you're selling -- your developers do. So when it comes to discussing initial requirements with your client, why should you be the one helping the client make decisions? For any meeting that involves design decisions -- such as how the front end of the application will look, how administration can be managed, or what menu items are available -- bring along one of your developers, even if they only drop in for five or ten minutes.

With their current, real-world experience, your developers know what is and isn't possible, and what works. They can share this knowledge with the client to really get the project's planning off to a good start. Chances are that your developer's suggestions will seem so obvious to them that they would be implemented anyway; this way, your planning gives you a clearer picture of the final product. Your clients will also appreciate having a helping hand with their side of the project planning.

14. Talk to everyone.

More often than not, your client is only a contact person -- a representative of a larger organisation, and a larger user base within that organisation. If you know a particular department or group of people will be using your final product, talk to everyone involved about what they want to get out of the final product. It's preferable to meet with everyone, but for larger groups, you might need to send a brief questionnaire. Don't write a single line of code until you've got feedback from most of the eventual user base. Detailed, comprehensive surveys of the user base help you identify what users really want, which features are important, which usability aspects matter, and so on.

The business

At the end of the day, of course, you're selling a product or service to a business. Be it someone's personal business, or a thousand-employee corporation, the goals of this business should be paramount in the product or service you're developing. If what you're providing furthers their business goals, the client will be much more likely to come back to you for further work, as they'll know you're worth every cent.

15. Quality first, best practices second

Contrary to popular belief, clients will pay for high-quality web services, but first you have to make sure they can value that quality, and best practices don't count. If what you're providing will function exactly the same as a product from an offshore outsourcing firm, why should the client hire you? Your client can't appreciate that you had a strict variable naming convention in your code -- that's meaningless to them. However, they can appreciate that your interface is easy to use, or your pages load quickly. Often they may not recognise quality work -- make sure you point out useful features of the final product in a project debriefing. It's important to draw the distinction between quality and best practices -- there are many best practices that are helpful, but for small, one-off projects, some will be unnecessary and a waste of time, especially if they're new to your developers. Give your clients quality in a way they can appreciate, but make it clear that you're doing so.

16. Remember who's the boss on each side of the equation

There are two sides to every project: the development, and the business. There are experts on each side: in general, you're the expert on development, and the client is the expert on the business (their business, actually). Keep this in mind while you're planning out your project. Have the client identify what the business needs while your developers work out how to implement it. A project manager can be the middle man, deciding what will make it into the final product and what won't.

The key here is to avoid blurring the line. For example, your developers might suggest you integrate the project with existing systems, but unless there's a business case for doing so, it may be a waste of time, and create its own problems. On the other hand, maybe the client wants to add AJAX for the sake of AJAX -- steer them well clear unless you can see it's worthwhile. Let your client and project manager decide what the business needs, have the developers decide how to implement it, and leave it at that.

17. Tight control over costs

As a project manager, you need to maintain tight control over the project. Many, if not most, software projects take longer than expected or require budget increases if they are to be completed on time. The key to avoiding such problems is to plan the project in detail and monitor the project to ensure it's following the plan as closely as possible.

For example, get regular status reports. When you're planning your project and identifying subtasks, break down those tasks so that your developers can give you some kind of status update at the end of each day. Just a brief line will do -- an “FYI, I've finished task 39" email is enough. The moment something isn't going according to plan, make sure you know about it, and do something about it. If you encounter a delay and soon find that you aren't catching up, you might be able to cut out a little here and there, or outsource certain tasks. No matter what, if you see a delay, don't leave dealing with it until it's too late.

Delays and cost blowouts can seriously damage a client's faith in your business. Take control and keep a project within the constraints as closely as possible. This will boost your client's perception of your ability to manage future projects.

18. Keep talking.

You're in an industry here. And it isn't a static industry. It's a dynamic, constantly moving industry and one that, more often than not, your clients have very little idea about. So keep talking. Whenever you discuss the project with the clients, let them know of the state of play; while planning designs, for example, mention what the current interface design principles are. From background information to success stories, keeping your clients informed will help them work with you while planning, and reinforces the impression that you truly are an expert in your field.

19. Get that maintenance contract.

Of course, while worrying about the client's business, you also have to keep your own in mind. Every application requires some kind of maintenance, be it minor updates, feature additions, or content changes. Before you close the project, bring up the issue of a maintenance contract. I usually find that an email works best. Let the clients know that you believe the product will require maintenance, and that you can provide this maintenance, briefly mentioning your payment structure. A flat fee per year for general “quick fixes" can create additional revenue streams for minimal work input. More importantly, however, once you've built the original product and are handling the maintenance, the client will be more inclined to hire you for future work.

20. Keep selling.

Finally, keep selling your products and services. Many clients are interested in future purchases, and if you follow these tips they'll be perfectly happy to task you with them. The problem is that so many clients don't know what they're after. For example, now that they've got a client management system, maybe they'll need a project management system to go with it? Make sure your client knows not just which services you provide, but what they could hire you for.

You may find your clients have a problem that could easily be solved with a software application, but they simply don't realise that you can help them solve it. If you see an opportunity, mention the potential project to the client; if you've built a similar system in the past, check that it's working and offer them a test drive. If they see something that's genuinely useful, you could just have another sale on the cards.

Keep 'em Coming Back

Keeping your clients coming back for more is really the best thing you can do for your business. Repeat customers are easy to handle, and they “know the drill", so to speak.

Keep the tips we've discussed here in mind when you're managing your clients, and you'll leave a lasting impression. When you've worked with a client once, you'll understand how to best manage that client and their projects, and you can deliver results -- and a higher profit margin. Get your client retention right and you're set for success!