Customer Scoring to numerically assess and reach consensus
Posted: Sun Dec 22, 2024 4:30 am
For this reason, in our methodology we work on a dynamic of on all customers based on (customer) factors that mean value for the company in the short and long term.
The key to this process is that, in these assessed factors, the company differentiates itself (or can differentiate itself) from its competition. Many factors come into play here, such as the company's expertise kuwait phone number owner and the objectification of many factors (even subjective ones) that make it possible for one client to be "helped more" than another.
The exercise of weighing each of these detected factors (for example: profitability, seniority, customer proactivity, solvency, brand prestige, capacity for innovation, etc.) is a very interesting exercise in any company.
A real example, in a scoring dynamic we found that a company valued the proactivity of its client and its positioning in its market more than its sales (not its profitability). Why did it value positioning more than sales? Because, with low productive capacity and a somewhat weak positioning, focusing on such clients would not generate productive tensions and would be an indirect investment (this client works with me) in branding to attract new future clients.
The key to this process is that, in these assessed factors, the company differentiates itself (or can differentiate itself) from its competition. Many factors come into play here, such as the company's expertise kuwait phone number owner and the objectification of many factors (even subjective ones) that make it possible for one client to be "helped more" than another.
The exercise of weighing each of these detected factors (for example: profitability, seniority, customer proactivity, solvency, brand prestige, capacity for innovation, etc.) is a very interesting exercise in any company.
A real example, in a scoring dynamic we found that a company valued the proactivity of its client and its positioning in its market more than its sales (not its profitability). Why did it value positioning more than sales? Because, with low productive capacity and a somewhat weak positioning, focusing on such clients would not generate productive tensions and would be an indirect investment (this client works with me) in branding to attract new future clients.