The objective is to drive customers with profit-increase
potential to the upper-left corner of the grid through a
host of actions, such as surcharge pricing, upselling, and
cross-selling. For example, if a customer purchases a set
of golf clubs, can they also be sold a golf shirt? And if
they purchase the shirt, can they be sold a second shirt at
a discounted price? The data could also help suppliers
identify customers who are substantially unprofitable:
those who reside deep in the bottom-right of the grid.
These relationships can be terminated through actions
such as increased pricing or reduced service-level tactical
actions that might encourage customers to “de-select”
themselves. (This is equivalent to “firing” the customer.)