# Scoring segments and accounts: profit, not revenue > Turn ICP criteria into a score: the direction and scale of each criterion, weights that add up to 100%, profit per lesson after service cost, and scoring bottom-up from real accounts. - Course: [B2B Marketing and Sales: Win Your First Company Customers](https://productovi.com/courses/b2b-marketing-and-sales.md) - Module: Whom to sell to - Lesson 6/32, ~25 min - Source: https://productovi.com/courses/b2b-marketing-and-sales/scoring-segments-and-accounts ## From criteria to a score **Alex Tutor:** Back at Klasna for Teams, you now have six criteria for an ideal customer. Today we turn them into a score, so you can rank companies instead of arguing about them. **Marta:** Twenty companies wrote to us since September. I have time for five proper conversations. Which five? **Sofia:** Give each criterion one to five points and add them up? **Alex Tutor:** Close. First set the **direction** of each criterion: for some, more is better; for others, less. More staff who need English: better. A longer sales cycle: worse. A higher service cost per lesson: worse. **Alex Tutor:** Then fix the **scale** in writing before you score. Sales cycle under 30 days: 5 points; 30–60: 4; 60–90: 3; 90–120: 2; longer: 1. Without written bands, everyone's «4» means something different. > **Exercise:** For which of these criteria does a **lower** value earn **more** points? Select all that apply. **Alex Tutor:** Try the written bands on one real company. > **Exercise:** Teams' written bands for the sales cycle: under 30 days 5 points, 30–60 4, 60–90 3, 90–120 2, longer 1. A company signed after 75 days. How many points does it get? ## Weights are a decision **Sofia:** Do all criteria count the same? **Alex Tutor:** Rarely. **Weights** say what matters most, as shares that add up to 100%. Our choice for now: profit per lesson 30%, a work need for English 25%, win rate 20%, speed 15%, size of the English team 10%. **Marta:** Leo would put deal size at fifty percent. **Alex Tutor:** Then write down why, and test it later: did the accounts that scored high actually win and stay? Weights are a judgement, so they must be visible and open to change. **Alex Tutor:** The score is the sum of weight × points. A company with 5 on profit, 5 on need, 4 on win rate, 3 on speed and 2 on size: 0.30×5 + 0.25×5 + 0.20×4 + 0.15×3 + 0.10×2 = 4.2 out of 5. > **Exercise:** With the same weights (profit 30%, need 25%, win rate 20%, speed 15%, size 10%), a large company scores 2 on profit, 1 on need, 3 on win rate, 2 on speed and 5 on size. What is its weighted score? ## Profit, not revenue **Sofia:** For the money criterion, can I just use revenue? Bigger client, more points. **Marta:** Revenue is what they pay. What we keep is smaller. At the list price, 800 UAH a lesson minus tutor 430 and video and AI 31 leaves 339 of contribution. Service cost comes off that. **Alex Tutor:** So the money criterion is profit per lesson after service cost. Take one past retail client: 650 UAH a lesson after a volume discount, and 210 of service per lesson. **Sofia:** 650 minus 461 is 189. Minus 210… we lost 21 UAH on every lesson? **Marta:** At 150 lessons a month. Our biggest client ever, and it cost us 3,150 UAH every month it stayed. > **Exercise:** An IT services client pays the list price of 800 UAH a lesson. Tutor 430, video and AI 31, service cost 40 UAH per lesson. What profit per lesson does it score on? **Alex Tutor:** Now check Marta's monthly figure for that retail client. > **Exercise:** A past retail client paid 650 UAH a lesson after a volume discount; tutor 430, video and AI 31, service 210 UAH per lesson; 150 lessons a month. How many UAH did Klasna **lose** a month on it? ## Bottom-up, from real accounts **Alex Tutor:** Score **bottom-up**: from facts about each company and each past deal, then add the accounts up into segments. Not top-down from «retail is a huge market». **Sofia:** So a segment's profit score is the average of its accounts' scores? **Alex Tutor:** For money, add up the money: total profit divided by total lessons. An average of averages lets one tiny, great client hide three big losing ones. **Marta:** And a segment with no wins at all, like logistics? **Alex Tutor:** Score what you know and mark the rest «unknown». No wins in four tries is a low win-rate score, not a verdict on the industry, and there's no profit to score yet. **Alex Tutor:** Here is why summing the money matters. Try this small segment. > **Exercise:** A segment has two accounts: one with 10 lessons a month at 300 UAH profit per lesson, one with 150 lessons at −21 UAH. What is the segment's profit per lesson? > **Exercise:** **True or false:** when you rank segments, monthly revenue is a good enough stand-in for profit, because bigger clients usually earn more. ## A score you can recheck **Sofia:** So a high score means we call them first? **Alex Tutor:** It means look first. The score ranks; it doesn't decide. A top-scoring company with no budget owner still fails a disqualifier. **Marta:** And I want the sheet, not just the number. If I disagree with a 3, I want to see which band it came from. **Alex Tutor:** That's why the bands are written down: anyone can recheck a score. Every quarter, compare the scores with what actually happened and adjust the weights. > **Exercise:** Put the steps of account scoring in order. **Alex Tutor:** One last check on what a top score really means. > **Exercise:** A company scores 4.4, the top of Marta's list, but nobody there can say who owns the training budget. What does the score tell you? **Marta:** Leo will still ask why retail scores so low. They're the biggest names we've had. **Sofia:** Then I show him the 3,150 a month. **Alex Tutor:** Show the whole chain side by side: revenue, contribution, service cost, profit. Big revenue is a fact too; it just isn't the score. Let him see where the money goes. **Marta:** Write me the message, then. Short. He reads on his phone. > **Exercise:** Write Leo a short message (2–4 sentences) explaining why the account score uses profit per lesson after service cost rather than revenue. Use the retail client from this lesson as the example: 150 lessons a month at 650 UAH after a volume discount, 210 UAH of service cost per lesson. > **Key ideas** > > - Set the direction of every criterion first: for cycle length, service cost and no-shows, lower is better. > - Write the bands of each scale before scoring, so anyone can recheck a score. > - Weights are a decision: shares that add up to 100%, written down with a reason and tested against real outcomes. > - Score money as profit per lesson after service cost (price − 430 − 31 − service), not revenue. > - Score bottom-up from accounts; for money, sum the money and divide by lessons rather than averaging averages. > - Mark what you don't know as unknown. The score ranks; disqualifiers and judgement still decide. **Alex Tutor:** Next: once accounts are ranked, how much effort does each one deserve? That's what account tiers are for. - Previous lesson: [An ideal customer profile from your best customers](https://productovi.com/courses/b2b-marketing-and-sales/ideal-customer-profile.md) - Next lesson: [Account tiers: one-to-one, one-to-few, one-to-many](https://productovi.com/courses/b2b-marketing-and-sales/account-tiers.md) --- Productovi Learning. Free, no sign-up needed to read.