Not every customer is a good customer, and revenue hides it. The variable most businesses ignore is cost-to-serve: a high-revenue account that demands constant hand-holding, discounts and rework can quietly run at a loss, while a quieter one prints margin. Segment by the economics — what they pay, what they cost, how loyal they are — and customers usually sort into a few types: the core ones you build around, the promising ones worth growing, the marginal ones to watch, and the service-drains that erode profit no matter how big they look. The point isn't to fire people; it's to know the difference, so you can grow the right ones, reprice or re-serve the wrong ones, and stop pouring your best effort into relationships that cost more than they return.
We work out who's actually valuable once cost-to-serve is in the picture — not just who spends the most — and where your margin is really coming from. Then we help you decide, segment by segment, what to grow, what to reprice, what to re-serve, and what to let go.