Not every sale is equally valuable. Fit includes margin, payment, service demands and the kind of work you want the business to become known for.
One action to start with
Compare one excellent customer with one difficult account. Write three characteristics of a good-fit customer and use them in your next sales discussion.
What this can look like
An account with strong revenue can still absorb disproportionate time through frequent changes and poor payment discipline.
Illustrative example. This is a short application guide to chapter 17, not the full chapter.
Bring it into the business
Ask your team where they see this pattern. Agree one decision, one owner and a date to review what has changed. Start small enough to act on what you learn.
Use the leadership meeting pack ↗Want an outside perspective?
Work through the commercial priorities, owner dependence and recurring decisions that are holding the business back.
Read the full chapter
Chapter 17 starts on page 89 of The Questions You’re Not Asking.