Keep advocates engaged by making the relationship useful between requests. Give value first, then ask for larger contributions over time.1 Post-sale engagement can build credibility: 92% of marketers who had turned customers into advocates said it increases marketing's credibility with customers.2 Each touch should give the customer a reason to stay involved, including when you have no request. Make a reference request after the advocate has experienced that benefit.
Start with a human relationship
Give the relationship a clear owner and learn how the advocate prefers to communicate. Ask what they want from the relationship, then use the answer to shape future contact.
Customer reference program managers should ideally develop direct relationships with customer advocates.3 A personal relationship with the account team can turn a customer into an advocate.4
Ask:
- What would make it worthwhile for you to stay involved?
- How do you prefer we keep you informed?
Listen for a specific goal, preference, or limit. Record it and use it in the next interaction so the advocate feels known and does not have to reintroduce themselves.
Keep the advocate informed
Updates give you a reason to contact an advocate when you are not asking for participation. For each message, ask what would help this person do their work or stay connected to the program.
Share significant program updates.5 Use case studies and product updates to nurture advocates and end users.6
Send only what fits the advocate's interests. Ask which updates would help them explain their work internally, then focus future messages on those topics.
Give value before asking
Make the benefit of staying involved visible before making an advocacy request.
Design contact so the customer experiences the company as consistently doing things for them.7 Ask what support would help with their career, and use the answer to choose what you offer next. The relationship should give the advocate reasons to participate between requests.
When the customer names a useful benefit, include it in the invitation. If you cannot explain the benefit in the advocate's terms, improve the exchange before making the request.
Match effort to motivation
People differ in the kind of participation they find worthwhile. Start with the motivation you hear, then offer an activity that fits the effort the person wants to give.
Identify what creates a strong connection with each personality type and build those experiences into the program.8 Customize activities, recognition, and rewards around each person's motivation.9 Create tiered engagement opportunities for different commitment levels.10 Refresh program elements regularly to keep them interesting.11
Ask:
- Would you prefer to review something, share a result, or speak with a prospect?
- What level of involvement feels manageable right now?
Start with the option the advocate accepts easily. Offer a deeper contribution after they show interest, and keep a lower-effort path available when their capacity changes.
Make the ask mutual
A request is easier to evaluate when the advocate can see what they receive and what participation involves. State both parts before asking for a decision.
Explain how participation benefits both sides before you ask. This makes a customer or client more likely to participate.12
Ask directly: What would make this worthwhile for you? If the answer reveals a missing benefit or an inconvenient format, change the request. If the advocate can explain the benefit back to you, make the ask and give them time to answer.
Maintain the relationship
Review the relationship after the first successful activity. Check willingness, capacity, and relationship quality instead of assuming past participation will continue forever.
Annual recommitment means confirming each reference still wants to participate and refreshing the relationship.13 After bringing supporters back, keep monitoring and evaluating their overall engagement over time.14 A quick client response shows that the client values communication and is actively involved, and it can positively affect willingness to provide referrals.15
Ask whether the advocate still wants to participate and what would make the relationship useful now. A slower response is a reason to check capacity, recognition, or relevance before sending another request.
What not to do
Avoid practices that turn an ongoing relationship into a request queue.
- Ask for advocacy without giving the customer a reason grounded in help with their career.16
- Send an advocacy invitation or request without at least one perk.17
- Put customers and their achievements at the center of advocacy, and treat the program as a partnership.18
- Leave capacity, turnover, or recognition issues unresolved.19