Don’t let smaller (lower tier) clients hijack your time and resources. Delegate to someone (less expensive than you) to manage, decide whether you can grow them to a higher tier, and if not, cull. I realise that small clients can sometimes become very large, but not all of them. Tiers help with your selection process and show you where you need to focus your time.

 

You can’t manage all your clients directly in a productive and effective way, if you have a lot of clients. Top tier clients demand face to face management and attention, and access to the CEO/MD/Managing Partner when required.

 

If you have many low-end clients they still need attention, but this may be better delivered via phone with telemarketing specialists or with a support team, rather than accountants as in this example.

 

You don’t necessarily want to forego the revenue from these smaller clients, but you don’t want these clients to cost the business money either.

 

Without knowing what your client tiers are now, you can’t aim higher tomorrow. You can grow your business significantly by continuing to focus on how to push the limits of your top tiers, and move away from the low-end tiers.

 

If your top tier today is $10K plus, make it a goal to have top tier clients worth double that next year. Then today’s tier one becomes tomorrow’s tier 2.