Tier

An account's class, set from two figures, current revenue and gap at norm, with stated boundaries per segment. Four tiers follow: keep, grow, develop, maintain. Each tier carries a touch cadence, and coverage is measured against it.

DefinitionAn account's class, set from two figures, current revenue and gap at norm, with stated boundaries per segment. Four tiers follow: keep, grow, develop, maintain. Each tier carries a touch cadence, and coverage is measured against it.

From data

Tiers set in a workshop describe who owns the accounts. Tiers from the ledger and the norm describe the accounts.

Flags annotate

A rep's strategic flag carries a reason and a date and does not change the tier. Forty flags on one rep is hand re-tiering.

How it is computed

An account's class from two figures, current revenue and gap at norm, with stated boundaries per segment. The tier sets the contact cadence the account is owed.

Example

An account with $40,000 of revenue and a $180,000 gap is tiered above one with $200,000 of revenue and no gap, because there is more to gain from attention.

Where it goes wrong

Tiered on revenue alone. The most attention goes to customers who would buy anyway.

Articles that use this term

Data quality and reconciliation

A CRM data quality scorecard: five fields, five checks, one number per rep

How to score CRM data quality from the export rather than from complaints: five fields that every coverage and pipeline measure depends on, owner, close date, stage, activity date and account identifier, the check for each, the completeness and validity rate per rep, why the score is reported beside the measures that depend on it, and the rule that a measure computed on data under a stated score is shown greyed.

16 Sept 20263 min read Coverage and territory · Sales teams

A new rep's first ninety days, from the data: the list that replaces shadowing

What a newly hired rep should be given on day one from the book they inherit: the accounts ranked by revenue with days since last touch, the returning lines that were bought and dropped, the dormant accounts with their cadence and run rate, the open deals with slip counts, and the tier cadence that says who to call first. A ninety-day plan in three lists, the measures that say whether the ramp is on track, and why it beats a week of shadowing.

16 Sept 20263 min read AI and self-service analytics

A weekly sales digest worth reading: what a good one looks like, line by line

An annotated example of a weekly sales digest built from computed tables: the header that states the period and the checks, ten movements each with the measure, the level, the change, the threshold and the citation, the three lists that follow, untouched, slipped and dormant, the line that says what did not move, and the footer with the definition version. What each element is for, and the version of the same digest that nobody reads.

16 Sept 20263 min read AI and self-service analytics

Account health score: why a computed score beats a colour-coded one

What is wrong with the red-amber-green account health field most CRMs carry, what a computed health score is made of, five inputs from the ledger and the CRM with stated weights, how the weights are set from the company's own churn history rather than opinion, why the score is shown with its inputs and never alone, the identity that every account has one score from the same rule, and how the score is validated against what happened.

16 Sept 20263 min read Territory, capacity and quota planning

Activity and outcome measures: which belong in compensation, and which do not

Why paying reps on activity measures produces activity and paying them only on outcomes produces sandbagging, the three tests a measure passes before it goes into a plan, the rep controls it, it cannot be gamed by logging, and it reconciles to a ledger, which coverage and outcome measures pass, which fail, the coverage-at-cadence exception that passes all three, and the identity that every credited dollar in a plan is a ledger dollar once.

16 Sept 20263 min read Forecast and pipeline · Healthcare and med-tech

Agreement expiry calendar for GPO and system contracts: what expires when, and the utilisation behind each

How a medical supplies company builds a contract expiry calendar from its agreement register: GPO and system agreements by end date, the revenue and facilities under each, the agreement's utilisation, contracted categories actually bought, the tier the customer earned against the tier it is on, the agreements inside the renegotiation window with no activity logged, and the identity that revenue under agreements plus off-agreement revenue equals the ledger.

16 Sept 20262 min read