Playing to one’s own strengths works best with large customers.
That is why they are at the top of the wish list for new business.
Most companies are so successful because they are extremely committed and put a lot into a customer relationship.
The cooperation is very close, there are elaborate preliminary discussions, new concepts are worked out together, they are tested, verified and discarded. The companies are highly flexible in adapting to the wishes of the customers, not only in terms of the actual service, but often also in terms of the desired processes. Of course, all this means a lot of effort and investment, which only pays off if the customers also have the corresponding volume and the relationship between effort and turnover is balanced.
For small clients, this balance often looks bad.
Consultation is also necessary for their projects, solutions have to be adapted and an effort has to be made that cannot really be justified by the lower volume. It is not so much the individual smaller customer that becomes a problem, but the often too large number: many customers with relatively low total turnover, but high individual expenses in support. And it is precisely this support and advice that costs time, which the company noticeably lacks in other areas.
No wonder, then, that large, attractive new customers are on the wish list for new business.
New key accounts are extremely important, because for them the company is optimally positioned, can properly contribute its strengths and only there does the service rendered pay off and the cooperation is really rewarding for both sides.
However, the experience with new business is often sobering for the sales department: a lot of effort, many campaigns but little response and, above all, no attractive new customers. This is not because there are too few large, potential new customers, but because it is not possible to open the door to them.
