[Welfare LTV Theory (Client) Part 1] Please stop "customer acquisition." The story of scientific kindness: creating a "bucket without holes" with 1.5x the retention rate (LTV).
Are you aware of the holes in your bucket?
In my previous article, I presented the figure of a "66% intake conversion rate."
Actually, there is a figure in management that is more important than intake.
That is "LTV (Lifetime Value)". My facility maintains an LTV (retention period) that isabout 1.5 times higher than the industry average.
Why is this figure important? Because no matter how many people you gather through intake, if they don't stay, it is nothing more than "the task of pouring water into a bucket with holes."
In the welfare industry, "customer acquisition" is often shouted, but I dare to say this: Do not acquire customers before plugging the holes. This is because being recruited by an ill-prepared facility and leaving early leaves a deep wound of "failure experience" for the user.
Today, I will talk about the "environment setting that prevents quitting (scientific kindness)" that I practice.
Chapter 1: Do not hold them back with sentimentality. Protect them with "structure."
When a user says, "I want to quit," many support staff say, "Let's do our best together" or "I'll be lonely."
This is holding them back through "emotion."However, the effect is temporary. What I recommend isretention through "structure."
At my facility, we thoroughly eliminate the triggers (anxiety factors) that make users want to quit during the initial intake stage. I call this the "depth of initial settings."
• Anxiety about government procedures
• Physical difficulty of the commute
• Anticipatory anxiety of "what if I fail"
Instead of dismissing these with "let's do our best," we physically remove them through proxy services and environmental adjustments. Not through sentimentality, but by removing physical obstacles. In welfare terminology, this is called "social action (environmental adjustment)," but I interpret this as"love."
Chapter 2: Dependence is not evil. Create "safe dependence."
Do you misunderstand the term "independence support" as "standing alone without relying on anyone"? Scientifically, it is the opposite. "Increasing the places where one can safely depend" is the foundation of independence.
The reason my facility can achieve 1.5x the LTV (compared to our previous performance) is that we thoroughly act as the "guardian of the system." We provide perfect professional support for complex disability welfare systems and application procedures. As a result, users feel: "If I quit here, I'll have to do that troublesome procedure alone again. I'm safe if I stay here."
This is not bad dependence. It is a relationship of trust (rapport) based on "psychological safety." Because they have this trust as a "lifeline," they can immerse themselves in training with peace of mind, and as a result, they stay for a long time.
Chapter 3: A deficit is a "betrayal."
I will speak a bit harshly. There are managers and administrators who say, "We don't have many users, but it's fine because we are close to each one of them."
I think that is wrong. Having few users (being in the red) means there is a risk that the facility will go bankrupt tomorrow. Can you imagine how terrifying it is for a user to have a place they are accustomed to suddenly disappear one day?
A deficit is the ultimate betrayal of the user.
I coldly pursue numbers. I acquire customers, retain them, and make a profit. That is not to line my own pockets."I will never let this safe base collapse." It is a craving for fairness as a manager to fulfill that responsibility.
Conclusion: Kindness is designing the "prognosis."
The "offensive" technique of achieving a 66% conversion rate at intake. The "defensive" technique of increasing LTV by 1.5 times.
These two are a set. In car terms, only when you have both a powerful engine (customer acquisition) and a sturdy chassis (retention) can you transport users to a distant destination (employment).
Shall we stop talking about "kindness" in terms of sentimentality? True kindness is using logic and science to clear away stones in advance so that users do not trip. In other words, it is "designing the prognosis."
In my note, I will publish know-how based on empirical data regarding this "welfare management without sentimentality." In the next article, I would like to delve into specific "intake techniques."
(Author Introduction)
Welfare Growth Architect
• Background: Psychiatric Social Worker / Certified Social Worker. Former sales representative at a science-specialized trading company (13 years) x Current welfare company headquarters manager.
• Achievements: Intake conversion rate 66% (2-3 times the industry average), LTV (retention rate) 1.5 times. Achieved full capacity within 5 months of opening.
• Style: With the motto of "not creating manuals," I provide unique support that fuses clinical dialogue and scientific sales. As a Neuro-Strategic Advisor, I design "true survival strategies" for individuals and organizations.
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