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Existing customers get attention when something breaks, while the energy goes to winning new logos. Nobody further develops the accounts you already have.
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Ask what the untapped opportunity in your installed base is worth, where it sits, and whose plan it is. The answer is usually a blank expression.
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Picture this example. The same plant has two more lines that could run one of your machines, and the group has four sister plants that have never seen your equipment. Not one of those is in the pipeline, so none of them is anyone's deal.
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A happy installed base feels safe, but satisfaction and capture are two different numbers. Even strong manufacturers win less than half of their installed fleet's aftermarket, while the best exceed 80%, which means the gap is one of execution rather than market structure.
The company knew neither number, and had no plan for existing customers, until the analysis ran. When a third of your customers already produce two thirds of the revenue, turning one more into a repeat buyer adds far more profit than the effort it takes.
Your CRM records the deal you closed and almost nothing about the business still open in that account. So the biggest, most winnable revenue you have is in no system at all. How much there is, where it sits, when to pursue it, and who should. Only your sellers may have a general idea, one account at a time.
A happy customer feels like a captured one, so nobody pushes for the next sale. Satisfaction and capture are two different numbers, and the gap between them is where a competitor moves in.
New prospects have pipeline records, so they get meetings by default. Existing-account opportunity has no record, so following it up stays ad hoc and quietly slips.
78% of B2B purchases are replacements in known categories, and 70% of executives question a supplier after a competitor's better thinking. Every replacement moment is a shortlist event your rivals are already working.
We run the ten-account audit. For your largest installed customers we count the lines, shifts, plants, and sister sites that could run your solution and do not. Then we list the service contracts, parts, and consumables lapsing or leaking to third parties in the next twelve months.
We state the open business in euros per account, then score every account on relationship health and on remaining opportunity. Each one lands in a nine-box map with its own play, expand now, fix first, maintain, or let go.
Your team works a commercial plan per key account, naming what to win next, who engages, and by when. Opportunity capture, expansion cycle time, and retention are reviewed each quarter, the way the new-logo pipeline already is.
Every account mapped into the business you hold and the business still open, across lines, shifts, plants, and sister sites, and across the streams that quietly lapse: expansion sales, service contracts, replacement parts, consumables, and upgrades.
The open business stated in euros per account, what is already converted, what remains, and where it sits, so the potential stops being a feeling. It becomes a standing line in your sales review: how much installed-base opportunity you converted, how much you added, and the total still forecast for the rest of this year and next.
Every account scored on relationship health and on remaining opportunity. Each box carries its own play. A complaint from a high-opportunity account mobilizes the right people the same day.
A commercial plan per key account, naming what to win next, who engages, and by when, with capture rate, expansion cycle time, retention, and the installed-base opportunity forecast reviewed each quarter. The end of ad hoc.
The 2-minute diagnostic maps your company against all twelve sprints and shows where the Post-Sale Potential Sprint fits in your priorities.
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The highest-margin, highest-probability revenue a company can win sits inside accounts it has already won. Aftermarket and service earn 2.5 times the EBIT margin of new equipment, the odds of selling to an existing customer run 60 to 70% against 5 to 20% for a new prospect, and a five-point gain in retention lifts profit by 25 to 95% (McKinsey; Marketing Metrics; Bain). Map the open share, score each account, and work it on a plan, and companies grow services revenue 30 to 60% within three to five years.
vs 10% is the EBIT margin of aftermarket and service against new equipment, across 30 industries, and even strong manufacturers capture less than half of it (McKinsey).
is the profit increase from improving customer retention by just five points. Every point of repeat or expansion business represents leverage no new-business push can match.
your chance of selling to a customer you already have, against 5 to 20% for a new prospect. Known buyer, existing trust, proven results.
Pipeline Math sizes expansion and new-logo pipeline together, so the base you grow here is planned into next year's number.
Commercial Operating Discipline puts the installed-base report and capture cadence on the same review rhythm as the rest of the commercial system, so the base keeps getting worked.
The next step is a 30-minute conversation where we assess whether Post-Sale Potential is the right starting point for your business.
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