There’s a common belief among print business owners that “a customer is a customer.” It sounds sensible, even responsible, but it’s flawed logic.

It’s one of the most damaging assumptions you can make. Not all customers are good for your business, while some help it grow, others quietly drain your time, your profit and your energy.

The difference becomes clear when you view your customers using two simple measures: how much time they demand and how much profit they generate.

At the top end, you have your AWESOME (“A”) customers. These are the ones every business wants more of. They value what you do, pay properly and don’t create unnecessary friction. They trust your advice, pay on time and often refer others. They are simply AWESOME.

Most importantly, they generate strong profits without taking up excessive time. These customers are not just good to have; they are the foundation of a strong, scalable print business.

Next are your BASIC (“B”) customers. These are still solid clients, but they require more effort and typically deliver slightly lower margins. They might need more communication or reassurance, but they are still worth having. In most print businesses, B customers make up a large part of the client base. 

The opportunity here is to improve them, gradually moving them towards “A” by tightening processes, improving pricing and setting clearer expectations.



Then come your CAUTION (“C”) customers, where things start to become less efficient. These clients take up more time than they should while delivering below average profits. They may question everything, push on price or create friction that slows you down. They are not disastrous, but they are not helping you either. If left unmanaged, C customers often drift into something far more problematic. 

That is where your DANGER (“D”) customers sit. These are the ones that consume large amounts of your time while contributing little in return. They are often difficult to deal with, slow to pay and quick to complain. They rarely refer others and are typically focused on price rather than value. The issue is not just that they are hard work; it is that they pull your attention away from the customers who actually drive your business forward.

The reality is, with DANGER customers, you’re not making profit.

The real danger is how much time you spend trying to please them. Every hour spent chasing issues, revising quotes or dealing with unnecessary problems is time that cannot be invested in your best clients. While you are tied up with low value work, your Awesome customers are receiving less attention than they should.

This REALLY matters. Your best customers may not complain, but they will notice when communication drops or service levels slip. At the same time, your competitors are actively trying to win them. Every one of your top clients is on someone else’s prospect list, and if they begin to feel overlooked, they will not necessarily warn you. They will simply move on.
When you look at your business through the lens of time and profit, the picture becomes clear. 

The most valuable customers generate strong returns without draining your resources, while the least valuable absorb time without delivering meaningful profit. This is not an emotional judgement; it is a practical one. Growth depends on investing your time where it produces the greatest return.

One of the biggest mistakes business owners make is believing they can turn difficult customers into great ones if they just try harder. In reality, this rarely happens. The behaviours that define low value customers are usually ingrained. They do not value your work in the same way your best clients do, and no amount of extra effort will fundamentally change that.
The solution is not about making impulsive decisions, but about being deliberate. Your “A” customers should be protected and nurtured. Your “B” customers should be developed. Your “C” customers need structure and clearer boundaries. And your “D” customers either need to change or be removed.

Most businesses do not have a shortage of customers; they have the wrong mix of them. Too much time is spent on those who contribute the least, while not enough attention is given to those who contribute the most.  How crazy is that?
If you want to grow your business, the answer is not always more customers. It is better ones. Because while “A” customers build your business, “D” customers quietly hold it back.

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