Nobody knows which customers are worth it
Revenue is visible, contribution margin often isn’t. The highest-revenue customer is often the most expensive one.
Use case · Increase customer value
Existing customers are the cheapest revenue you have.
Winning new customers costs advertising, conversations and time. Existing customers already know you. Increasing customer value means understanding which customers bring contribution margin, where repeat orders get left behind and how to look after existing customers systematically. This page shows which existing services make that work.
Analyze my shop
We start with contribution margin per customer, not with a campaign.
The problem
Existing customers are administered, not developed.
Repeat orders depend on chance
Without a fixed trigger – contract end, season, project completion – nobody gets in touch. The customer then buys wherever they are being asked.
Existing customers are invisible in the CRM
The CRM often ends at the order. What happens after that lives in emails and in people’s heads.
Approach
How we make customer value manageable
- 01
Contribution margin per customer and service
Which customers and services carry you, which cost you? That is the basis of every prioritization.
- 02
Define triggers for follow-up contact
Fixed points in time and triggers when sales gets in touch – stored in the CRM, not in one person’s calendar.
- 03
Include existing-customer care in sales management
In the weekly pipeline review, existing customers get the same place as new customers.
Responsible services
These pages lead on
- Cash ControlMake contribution margin per customer and service visible – the basis for customer value.Open
- CRM optimizationManage existing customers in the CRM with triggers and owners.Open
- Sales ManagementAnchor account development as a fixed part of sales management.Open
- Contribution margin calculatorWork out for yourself which customers or services really carry you.Open
Frequently asked questions
Clearly answered.
Is that upselling?
Only if it makes sense for the customer. Increasing customer value means first looking after the right customers the right way. Additional services follow from that – they aren’t pushed.
We don’t have controlling – does this still work?
Yes. Cash Control starts exactly there: a simple, reliable view of cash flows and contribution margins, without building a controlling department.
Matching services
