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, up selling, 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.)