Your input matters beyond your expertise. Lincoln University President Brenda Allen transitioned from a professor to an administrative role and quickly learned the importance of showing up to the executive table when invited. This week Laura and Brenda discuss the importance of higher education for critical thinking, problem-solving, and career preparedness. Brenda also explores how to navigate the complicated relationships between young adults and their parents, communicating progress with donors, and teaching students how to advocate for themselves.
Listen on Apple podcasts: https://apple.co/3DCVhP6
“We love our customers!” Many businesses proclaim this at the bottom of their invoices, in their marketing materials and even on the very walls of their physical locations.
Obviously, every company needs a solid customer or client base to survive. But, to truly thrive, you need to evaluate which customers are reliably contributing to the bottom line and which ones are thinning it out. For those that fall into the latter group, it might be time to show them some tough love.
Tracking the data
Your first step in evaluating customers is calculating, as precisely as possible, how much each one contributes to profitability.
This process will be simple if your sales system tracks individual customer purchases, and your accounting system has good cost accounting or decision support capabilities. Perhaps you have cost data for individual products, but not at the customer level. In this case, you might be able to manually “marry” product-specific purchase history with cost data to determine individual customer value.
Even if you don’t maintain cost data, you can sort the good from the bad by reviewing customer purchase volume and average sale price. Often, such data can be supplemented by general knowledge of the relative profitability of various products. Be sure that sales are net of any returns.
Companies that don’t track individual customers can still analyze customer segments or products. For instance, if the same distributor serves one group of customers, estimate the resources used to support that channel and their associated costs. Or ask individual departments to track employees’ time by customer or product for a specific period.
Be sure to include indirect costs. High marketing, handling, service or billing costs for individual customers or segments of customers can significantly affect their profitability even when they buy high-margin products or services. If you use activity-based costing, your company should already have this information.
Sorting them out
After you’ve assigned profitability levels to each customer or segment of customers, sort them into three groups:
It might seem counterintuitive to intentionally let go of customers. However, by showing “C-listers” some tough love — and the door — you’ll free up staff time and resources to better serve groups A and B, as well as to win over promising prospects. Contact us for help evaluating your customers from a cost vs. benefit perspective.