How to categorise your clients

Some clients are more valuable than others, but how you decide who’s on the best seller list and who’s in the bargain bin? Mark Lee offers some assistance.

Everyone wants to treat all clients the same, but we also know that some clients are more valuable than others. When you have to prioritise, how do you do it?

I’ve long felt that it makes sense to assume that your most valuable clients are on an A-list and your worst clients are on a D-list. (I’ll get to the B and C-list clients in a moment).

Continued...

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Comments
AnnaKournikovasKnickers's picture

Catagorizing your clients

AnnaKournikovas... | | Permalink

As an IFA, I try to avoid taking on 'M' list clients. That is the mentally disordered.

(I believe the accountancy profession calls them BMW clients!).

So, to avoid those aged debtors lists, friday night telephone calls about VAT after you’ve sunk a couple of gins, etc etc I have my own ways of spotting them; you may like to share yours.

They pay £25.00 per month for a ‘Premier’ current account with benefits that they got for free last month. They also buy crucial products like pensions and general insurance from their bank branch.

  •  They wear ties with short-sleeved summer shirts
  •  They wear socks with sandals and deck shoes 
  • They pay all their bills by direct debit (AKA substantial interest free loans to utility companies!
  • They take their allegedly loved ones on holiday to CenterParks.

 

David Winch's picture

Graded Grains

David Winch | | Permalink

Great article Mark.

I've heard it said that the As are the ones you love, who love you and who are hugely profitable.

The Bs are the ones who give you no problems and are very profitable.

The Ds are, as you say, the bottom 20% who give you 80% of the grief, so politely terminate the engagement.

So what about the Cs?  The Cs are those where you need to decide if they are Bs or Ds!

In other words, create a large gulf between staying and going to make your decision making easier, increase your confidence when it comes to ditching the Ds, and make it easy to be able to staunchly defend your decision to keep each B.

David

James Hellyer's picture

Good article

James Hellyer | | Permalink

That's another useful article, Mark.

At various practices I've worked at I've noticed that there's a perception gap between who the principals think good clients are and who anyone else migh think is a good client. Often considerations like the size of the fee trump everything else.

This seems to miss the point: yes, one client may generate fees of £15,000 a year, say, but if they take more than a year to pay, generate substantial write offs, have bad records, don't appreciate your advice (if it isn't what they want to hear), and are rude and abusive, then do you actually want them as a client?

I'd say, "no".

Just think how much time you'd have to look after the clients who deserve a good service if you didn't waste so much time dealing with Double D clients (guys like the one above, who are big tits).

The irony is that in many practices the worst clients get the best service, because they are most likely to complain and  cause trouble if their last minute job incurs a filing penalty, and so on.

 

 

Paul Scholes's picture

A 3rd dimension

Paul Scholes | | Permalink

Excellent article Mark.  I'd like to add an extra dimension to the assessment "us".

Whilst assessing the relative merits of each client it is worth assessing your own competence and needs.  In other words, a client may move from A to B through no fault of their own.  This has happened here over the past couple of years as I've realised that activities X & Y were no longer what I wanted to be doing and so, rather than the client causing me grief (or boredom) it's the fact it's time for me to change & move on.

In one case, it's saved the relationship because I have arranged someone else to step in, leaving me with reduced fees but now doing the bits that suit me.

One final thought.  Allocating every client over 4 categories can take an age. So do it in two stages, identify the Ds, first, say goodbye or "FIFO" (Fit In or....) and that leaves you more time to judge the others.

James Hellyer's picture

BMW clients

James Hellyer | | Permalink

Bitchers, Moaners and Whingers

AnnaKournikovasKnickers's picture

BMW

AnnaKournikovas... | | Permalink

You gotit!

zarathustra's picture

What about contributions to overhead

zarathustra | | Permalink

Surely its a case that most accountancy firms overheads are pretty fixed, short of sacking half the workforce. Is it not a case that even poor clients are making a contribution to running costs?

Not dissagreeing with you completely, just putting a slightly different point of view.

 

Bob Harper's picture

Commitment

Bob Harper | | Permalink

@Mark – great article.

Before thinking about grading clients I’d suggest practice owners evaluate their personal goals.  If all is well the there is no need to really do anything.  However, if all is not well then the grading process can be the foundation of a strategic marketing plan.

I recommend practice owners commit to a specific outcome.  Part of the definition can be a minimum recovery rate. Any client returning below this or is not enjoyable to work should be graded D for dump. The idea is to have a firm with only A, B and C clients.  

Personally, I’d suggest the A grade is reserved for where the practice owner gets their personal kick.  That could be the work-type, clients who listen or emotional involvement, but they must deliver at least the minimum in recovery rate.

B clients are more profitable or make referrals. C clients meet the minimum or just above.  Both B and C grade clients will probably have little emotional commitment but are good to work with in the sense they are not hassle and pay on time.

If a firm did this they would then have the basis of a marketing plan to eliminate D clients.  Then a tactical plan and budget could be developed based on how much change was needed. As new business came in D clients could be disengaged. This would improve profitability and enjoyment for the owner and all the employees.

What I would recommend is having a disengagement process where you give clients the opportunity to be an A, B or C client. 

It’s not all about money but money can be the baseline.

Bob Harper

Marketing for Accountants

   

bookmarklee's picture

Great additional ideas there.

bookmarklee | | Permalink

@AnnaK (your real name?)  - Love the idea of M list clients.

@David - Lovely variation on the nature of each categiry. Thanks for that.

@James - Great points. Espec like your variation on the M list clients.

@Paul - I agree. Indeed I suggest starting by identifying the A and D list clients. Only after you've sorted them out should you make time to create the C and B lists. Often you'll not get to it! I always make that point in my talks but it seems I didn't put it in the article.

@zarathustra - C clients are those that simply make a contribution to overheads.

@Bob - Good points. You're right that no one can determine their A list clients until they know what it is they want from their client base. As I said: "Each accountant has different criteria for determining who their best or most valuable clients are." Again, I like your variation on the nature of A-C clients. Nice one.

Mark

The Traffic Light System

Vaughan Blake | | Permalink

Having (mis)spent years categorising/appraising things from restaurants, pubs, concerts, bands, wines, cars, clients etc etc I now use the traffic light system for everything.          

For clients this would be:

Green - A keeper.  This basically covers the A - C+ clients.  Over the years I have had countless occassions where a C lister has unexpectedly come up trumps with a recomendation, received a windfall, married a millionaire.  The C listers may not be the source of high fees or special work but they are the bread and butter and provide a useful network to tap into.

Amber - I won't actively seek to lose them but if they went I wouldn't be too bothered.  These would be the ones with two or three of the traits that would get them onto Mark's D list.  Yes they may use buzz words, leave things to the last minute and need chasing up - but if they pay their bills reasonably promptly then fine.

Red - These are to be actively encouraged to go elsewhere.  These would have two or more traits from the three deadly sins, poor payers, consistant under-recoveries, being rude or unpleasant to me or my staff more than once without an apology (we all have bad days!).

The categories then translate into what action to take.

 

 

C and D list clients

maacprime | | Permalink

I'd be hesitant to recommend actively weeding out C and D clients unless they habitually fail to pay for work done, even on a monthly scheme. The more people who know your firm, the more likely you are to get referrals even if it does mean profitability isn't as high as it could be. The usefulness of a network is a square of the number of participants.

Besides that, D clients often persist in being D clients because no one wants to take on the thankless (and likely to be written off) work to turn them into C clients.

There is another way.......

Mike Smith1 | | Permalink

I train, educate and encourage the 'D' listers to become 'C' listers, the 'C' listers to become 'B' listers and so on. It's part of their self improvement program which I offer as part of our service. I'm not a shrink , I'm in practice like the rest of you. You can't teach an old dog new tricks, but you can certainly teach a new dog, your own tricks. Results - I've only had to ditch one client in the last 5 years or so, profits increase year on year and my last client satisfaction survey was an A+.

aiwalters's picture

fantastic article Mark, as usual

aiwalters | | Permalink

It's interesting. I have one client who drives me crazy, speaks completely in a monotone, can't stand him. He was actually my first client, so I completely undercharged and make a loss year on year on him. His work is boring, he calls me to make an appointment to discuss something stupid, takes 2 hours of my time for something that could be resolved in a 170 character text message, and is a Z client.
So why not fire him? Because he consistently refers (unprompted by me) dozens of (decent, high fee paying) clients, year on year. I only found this out after asking a few clients who recommended them.

Let's put it this way - I think I'll put up with him another few years. (Although, should I put him on my A list - I call him a A/Z client). To be fair, he's never rude, always pays on time, and respectful. I think I'm too tough on him.

ShirleyM's picture

Talk to your clients

ShirleyM | | Permalink

We 'sack' our D clients. They are not worth the stress they cause, even if they are the best payers and most profitable client you have.

If the client can be contacted, we talk to them first and explain the problems and what we have done to try and resolve them. If they argue we get rid pronto. If they apologise and promise to change we may give them another chance. Virtually all of the clients who apologised and stayed on did change and turned into A-list clients who are now a real pleasure to deal with.

 

Good paying profitable clients on a D list?

Vaughan Blake | | Permalink

Shirley, what do your good paying profitable clients do to get on a D list?  Do they keep showing up with rubbish records but are quite happy to pay for them to be put right.  That would be fine by me.

If they bring in rubbish records just before a deadline I agree that is stressful, but that is more of a client management issue.  I have a clear understanding that we need records by X date to guarantee meeting a deadline.  If they miss X then I adopt plumber mode and take a sharp intake of breath and say that "we will see what we can do but can't make promises".  It is then up to me if I want to work until midnight or not and will feel ina position to ask for a higher fee.

Most clients are sensible and will try to work with you if you explain the position.  If they are pleasant, profitable and good paying stick with them as everything else is fixable.

I have always found that the lastminute.com clients with rubbish records also tend to be the bad payers and simply don't understand why their fees are high causing a recovery issue as well. These alround bad guys tend to never change and don't respond to education.  These are my red clients.  They are very few and far between and often disappear anyway as they tend to run their own businesses with equal abandon.

sometimes

geoffwolf | | Permalink

you have to keep a D client because their brother  or spouse is a better client than they are. Ditch the D and you risk losing a B or A client as well.

Why Remove your Ds put them on your special rates scheme!

CoffeeCup | | Permalink

We all have or have dealt with D case clients, but in my case I have a great way of dealing with them and that is by spotting them early and putting them on the special offers rates!

We have all heard of the Bog off offers in supermarkets, but my D clients get the FO or MUG rate.  This is very simple and is the tri or quad rate, yes I really mean that 3 -4 times your usual charge.  Some of them pay some of them get the hump and leave, but the ones who pay end up compensating you for the lost time/wasted time extra hassle and cash flow difficulties of dealing with them.

 

 

ShirleyM's picture

Vaughan

ShirleyM | | Permalink

We all have different opinions.  To me, a D list client is someone who fulfils one, or more, of the following:

Ignores our schedules (we give them a date to bring their records in by) and don't bother to warn us they will be late -  this screws up our schedules and costs us money

Someone who lies (Granny died for the 3rd time) - means we have a lack of trust in them

Someone who thinks we are their personal admin staff and constantly makes calls asking for information that we have provided numerous times previously but is unwilling to pay for this extra support - this costs us money

Someone who blames us for their shortcomings - damned annoying

Someone who asks us to help/advise/explain things, then doesn't listen and ignores us anyway - damned annoying

Someone who doesnt keep their half of the agreement, and then complains bitterly when we ask for higher fees - costs us money and is damned annoying

Some one who is 'too busy' to talk when we need information, but complains when we are unable to give immediate answers and services. - damned annoying

In a nutshell, we like clients to work 'with' us, have mutual respect going both ways, and for them not to have unreasonable expectations eg. we provide tax advice but they won't get the equivalent of a tax specialist who charges £600 per hour! We bend over backwards to help clients, but we expect cooperation in return.

We don't have a single bad debt (she says while smiling broadly) due to our monthly direct debits, insistence on advance payments, and nothing handed over until payment is made in full.

Edit: just re-read my post and it appears harsh and a little simplified. Basically, I just choose pleasant and appreciative clients over stressful, difficult and non-appreciative clients, even if they are profitable.

As Mark said ... the moaners and the groaners with unrealistic expectations are the ones most likely to blame you for everything and claim on your PII. I had a claim against me once, by someone who blamed me for their own shortcomings, but I still paid the price in terms of stress and increased PII costs while it was sorted out.

 

D List Good Payers

Vaughan Blake | | Permalink

Shirley

I don't actually disagree with any of your comments.  I just tend to find that the clients who pay promptly and I recover well on rarely tend to have other unpleasant traits.  I was just curious to see if that was your experience too.  I find that the last minute, awkward, broken promise muddles are also usually the slow paying, bill querying moaners.