Keys to Successful Businesses Utica NY

Salespeople typically rate their customers by at least four crucial factors: profitability, stability, vulnerability and potential for future business. Let’s look more closely at how you rate clients on each of those factors.

Idiverp Corporation
(845) 256-9039
16 High Pasture Road
New Paltz, NY
 
Acuity Business Consulting, LLC
(716) 208-9985
3605 Eggert Rd.
Orchard Park, NY
 
Excelleron Business Consulting, LLC
(716) 818-2526
33 Sawgrass
Hamburg, NY
 
Flm Management
(718) 850-6071
10515 Jamaica Ave
Jamaica, NY

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Vic Carucci Editorial Services
(716) 688-8676
11 Lillyridge Dr.
East Amherst, NY
 
Small Is Big Network
(716) 688-8675
34 Bywater Ct.
Williamsville, NY
 
Infomedia Consulting Corp
(718) 886-6708
13521 Roosevelt Ave
Flushing, NY

Data Provided by:
Generation Works
(716) 874-0999
129 Dorchester Rd.
Buffalo, NY
 
Provider Consulting Group Inc
(212) 594-5008
363 W 30TH St Ste 5F
New York, NY

Data Provided by:
Clinton Properties, LLC
(845) 255-1855
5 Locust Lane
New Paltz, NY
 
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Keys to Successful Businesses

Salespeople typically rate their customers by at least four crucial factors: profitability, stability, vulnerability and potential for future business. Let’s look more closely at how you rate clients on each of those factors:

  • Profitability. This is by far the most critical factor because it ultimately determines the profitability of your business. To be really useful, this criterion needs to give you feedback on exactly how profitable a particular client is on a monthly, weekly or even a daily basis. You need to be able to determine if any project you are working on for any of your clients is profitable. That’s why it’s so vital to know your overhead costs.

You need to know which clients are most profitable, which clients are least profitable and which clients you are losing money on. For example, an A-rated client would be very profitable; a B-rated client would be about average, a C client would be below average, and a D client is currently unprofitable.

The challenge would be to upgrade the Cs and Ds to become Bs and As. That can be done by either improving your efficiency in serving them, or by charging them more money or a combination of those factors. If you can’t do one of those three things, it’s best to try to cultivate new clients to replace them. But don’t be too hasty...

  • Stability. A steady client who is slightly below average might be more valuable than a one-shot client that is rated B, or even A in immediate profitability. For example, I’ve had some clients for more than 20 years. Those are bread-and-butter accounts who help you meet basic expenses and smooth out the times when business is slow. So it’s a good idea to consider just how stable each of your clients is. Obviously, clients who are rated A or B on your stability scale would be more valuable than those that are rated C or D.

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