Industry, company size and buyer role are not enough. A useful customer model also needs delivery effort, profitability, retention, growth potential and risk.
Revenue crosses functions even when reporting does not. The useful question is whether the information collected in one part of the business helps the next part make a better decision.
See why Marketing, Sales, Delivery and Finance often optimise around different definitions of a good customer.
Two customers with similar revenue can require very different amounts of work.
Define which changes in customer value, effort and risk management needs to see.
The first step is a free 30-minute discovery call. I research the business before the call, then use the conversation to test that outside view with you and narrow down where the problem may sit.
No presentation to prepare. I do the homework first.