Calculate Total Size of Wallet.
Historical revenue shows where an account has been, not what it could produce. Run your numbers through the four wallet dimensions to pinpoint your real share and uncover hidden growth headroom.
- With you
- –Prove it
- With competitors
- –Win it
- In-house
- –Make the case
- Should, but do not
- –Create it
- The whole wallet
- –
- Your share of what is bought (you and competitors)
- –
- Not yours yet
- –
- One more point of the whole wallet
- –
Fill in at least the first two boxes.
Four strategies.
How much of current spend do you hold? And how much of the total addressable wallet is actually being bought? The intersection lands the account in one of four quadrants, each demanding a distinct commercial idea.
Plot an account to see its strategy.
Each box on the map is a different job. The dot tells you which one this customer is.
Displace
The wallet exists and someone else holds it. This is a growth market in which you already have a contract, references and a warm relationship.
In the method: Value selling
Defend
You are the incumbent in a market that is mostly bought. The threat is not a competitor. It is the renewal.
In the method: Value capture
Reframe
Little is bought and little of it is yours. Either the category needs re-explaining to this customer, or this is a prospect wearing a key account badge.
In the method: Customer needs analysis
Expand
You are the main supplier, but most of the wallet is done in-house or not done at all. Nobody is better placed to grow the category.
In the method: Offer development and innovation
Pinned accounts stay in this browser only, so a team can plot its whole portfolio in a workshop and compare. Clear the pins.
Why four numbers, not one.
Revenue tells you what a customer paid you. It says nothing about what they spent, what they did without you, or what they never did at all. Each of the four parts is a different kind of gap, and each gap has a different move.
What they spend with you per year
Value delivered becomes value assumed unless it is proved in their numbers.
The move: Prove it. In the method: Value capture.
What they spend with your competitors (£ a year)
A competitor holds it because, so far, they have had the better argument.
The move: Win it. In the method: Value selling.
What they do themselves (£ a year)
Nobody has shown them what doing it themselves is really costing.
The move: Make the case. In the method: Customer needs analysis.
What they should do, but do not (£ a year)
This is where the proposition nobody else can copy comes from.
The move: Create it. In the method: Offer development.
The number is the third of seven answers.
The whole wallet is what the One Page Proposition puts a number on. The other six answers are what the gap is for: the value you create, the offer they would pay more for, and what to start and stop on Monday.