The PING Method: A Strategic Approach to Client Segmentation
A proven framework for managing and growing your customer relationships
When you're laser-focused on growth, it's easy to overlook something crucial: truly understanding your existing client base. Many organizations fall into the trap of viewing their current clients solely as upsell opportunities, assuming they'll readily pay for add-on products and services. In doing so, they often neglect what matters most – client satisfaction.
Beyond the Basic Renewal Strategy
In a business that relies on client renewals, here's a critical question to consider: How often do you segment your clients? Do you have a systematic approach to identifying risk within your client base?
A few years ago, I discovered a game-changing approach to Customer Portfolio Segmentation. The process is refreshingly straightforward – evaluate your entire client base and sort them into four strategic buckets. I adapted these categories to create a memorable acronym: 'PING'.
Understanding PING: Your Client Segmentation Framework
The framework is based on two key dimensions: plot 'growth potential' on the x-axis and 'value' on the y-axis. Remember, every company defines 'potential' and 'value' differently, which is why this should be a collaborative team exercise.
Let's break down each category:
🛡️ Protect
High Value, Limited Growth Potential
Your Key Accounts
Priority on maintaining satisfaction
Regular quarterly business reviews
Focus on relationship preservation
💎 Invest
High Value, High Growth Potential
Often labeled as 'Strategic Growth Accounts'
Requires dedicated resources (Strategic AE/AMs, CSM, SE)
Mandatory quarterly business reviews
Needs clear visitation and engagement strategy
🌱 Nurture
Low Value, Low Growth Potential
Requires vigilant monitoring
Best managed through automated systems
Focus on maintaining consistent communication
📈 Grow
Low Current Value, High Growth Potential
Requires strategic team assignment
Establish regular proactive check-ins
Focus on consistent value demonstration
Taking Action
This isn't just another segmentation exercise. Take the time to:
Review every customer thoroughly
Engage internal leadership in strategy discussions
Look beyond simple upselling and cross-selling opportunities
A Final Reminder
When engaging with any client, always start with their documented pain points. Ask yourself: Why did this client choose to work with you initially? Remember, customers don't buy products – they buy solutions to their problems.
In my experience, the 'Sales Process' extends far beyond the initial deal. It encompasses:
The first Discovery Call
The onboarding meeting
Every subsequent client check-in
Most importantly, never forget to document 'The Why' – reminding prospects and customers of their original motivation for working with you can be incredibly powerful in maintaining and growing these relationships.