289 Tactic Cards.

Industry conventions can hide customer compromises and avoidable cost. Consider what to remove, reduce, improve or introduce together.

When it fits

A current commercial question concerns an undifferentiated offer, recurring client need, unmet demand or buyers who decline the usual service.

Check first

Client and nonbuyer evidence, which features matter, full delivery costs, capacity and constraints. Separate recorded needs from guessed demand.

Next step

Compare the existing route with a materially different offer; test willingness to commit and workable delivery before expanding.

Review

Buyer commitment, actual use, delivery economics, retention and contrary feedback.

Limit

Edge application of a public framework. It does not prove a new market, unique idea, demand, financial benefit or higher valuation.

An accounting profit does not show whether the next payment can be met.

When it fits

When considering a hire, purchase or owner withdrawal.

Check first

Cash balance, committed payments and expected receipt dates.

Next step

Compare the commitment with cash available through the next payment cycle.

Review

Lowest cash balance and payments actually met.

Limit

Do not treat the whole bank balance as spare cash.

An invoice date and a payment date can sit in different weeks.

When it fits

When receipts and payroll fall in different periods.

Check first

Invoice due dates, customer payment history and outgoing commitments.

Next step

Build a rolling forecast covering the cash cycle; update uncertain receipts.

Review

Forecast receipts against actual bank receipts.

Limit

A forecast is an estimate, even for invoiced work.

Winning more work can require spending before customers pay.

When it fits

When new projects need staff, suppliers or media spend upfront.

Check first

Project outflows, billing milestones and expected collections.

Next step

Compare staged billing, client funding and finance before accepting the commitment.

Review

Peak funding need and collection timing.

Limit

Check existing contract obligations before changing terms.

A missing reference or disputed deliverable needs a specific fix.

When it fits

When a completed job is unbilled or an invoice is overdue.

Check first

Invoice accuracy, acceptance evidence, purchase order and accounts contact.

Next step

Name an owner to resolve the blocker and confirm the payment process.

Review

Invoice accepted, payment date confirmed and cash received.

Limit

An accepted invoice is not proof of collection.

A small fee reduction can remove a larger share of contribution.

When it fits

When a customer requests a discount.

Check first

Fee, variable delivery costs, capacity and any volume commitment.

Next step

Calculate contribution before and after the concession; check the firm's pricing principles and any exception with a human reviewer.

Review

Realised contribution and the volume actually delivered.

Limit

Extra volume only helps if demand and delivery capacity exist.

A narrower offer may meet the budget while retaining a workable delivery model.

When it fits

When deliverables can change and the client's budget is fixed.

Check first

The client's stated priority, delivery costs and the firm's agreed scope boundaries.

Next step

Quote a defined first phase beside the full offer.

Review

Acceptance, actual effort and contribution for the agreed scope.

Limit

Some client needs cannot be met by reducing scope.

A price rise needs a customer reason as well as an internal cost reason.

When it fits

When costs rise or a service is being repriced.

Check first

Customer value, delivery cost, alternatives and contract terms.

Next step

Test the revised offer with a suitable client group.

Review

Retention, realised price and contribution.

Limit

Different customers may value the same service differently.

Ambiguous work and payment terms can become a later billing dispute.

When it fits

When a client changes the brief or adds deliverables.

Check first

Original scope, proposed addition, approval authority and billing terms.

Next step

Document the agreed extra work, fee and acceptance before starting.

Review

Approved changes invoiced and paid.

Limit

Agency corrections and contracted obligations are not automatically chargeable extras.

The same fee can produce different economics when service demands differ.

When it fits

When comparing clients, retainers or service lines.

Check first

Delivery, senior review, account management and rework effort.

Next step

Compare cost to serve on a consistent basis.

Review

Client contribution and the activities consuming effort.

Limit

Cost allocations are estimates; inspect the drivers.

Excess effort may come from a process that can be changed.

When it fits

When a client consumes disproportionate support or review time.

Check first

Which activities create value and which cause repeat work.

Next step

Test a revised approval or delivery approach on one account.

Review

Effort removed while service quality holds.

Limit

Some support is essential or contractually required.

A different mix of work can change the percentage without the same change in each service.

When it fits

When a headline margin moves.

Check first

Service mix, pass-through treatment, costs and comparable periods.

Next step

Separate mix changes from price and delivery-cost changes.

Review

Like-for-like contribution by service.

Limit

Do not assign a cause from the headline percentage alone.