A case study of revenue in two businesses

At one point the business had a real strength in demand generation and bookings.
However, their existing customer base was not being managed as well as they would like.
In order to keep this business flying optimally, they needed to increase their efforts on existing customers, especially the large ones.
Our enthusiasm for the business to close new deals and scale up effectively was not at the core of our business, and we lacked a little consideration for our customers.
We were 70 points from optimal, so we needed to focus on our current customer base.
We had to focus on our current customer base without taking our eyes off other areas.
The second example is a point in time at AT&T.
AT&T was just starting to get serious about managed services, and business was good at that point.
On the other hand, they were having some problems.
At this point, our core value proposition was very strong.
The bundled managed router service was well received by both enterprise and midsize business customers.
The business was growing rapidly and the close rate was quite high, however, there were some problems later on as the close rate declined.
The account base volume was growing rapidly.
At this point, there was not much of a decline.
Many of the new customers were in the early stages of their three-year trading cycle. Additionally, due to the newness of the customer base, the growth in the number of accounts was slow. In other words, the growth rate was low.
At this point, the low number of accounts did not bother us much.
We figured it would grow over time, but our revenue retention rate declined from this level.