Printing company leaders often face a dilemma: Should they invest in new customer accounts and/or employees who show potential, even if the immediate returns are modest? The answer is nuanced, requiring a balance between optimism and pragmatism.

When a business acquires a new customer account, the initial volume, profitability, or fit may be underwhelming. Owners may accept short-term disruptions or lower margins for the promise of future growth. This approach often occurs in industries where relationships and trust are built over time. While no one can predict the future, here are a few key factors to consider when evaluating these opportunities.

Potential vs. Reality: Not every account with potential will realize it. The challenge is to distinguish between genuine opportunities and false hopes.

Strategic Value: Focus on accounts where your business can create unique value essential to the customer’s success. This requires transformative conversations and an understanding of the aims and desired outcomes of the customer.

Resource Allocation: Accounts with potential can drain time, effort, and resources. Avoid the “commodity trap” where you invest heavily in accounts that never deliver. In doing so, don’t overlook transaction costs (estimating, quoting, scheduling, processing, and billing for the order, for example).

Two more areas to consider are these: How much and how long? That is, how much time are you willing to give this and how much money are you willing to invest?

Time Horizon: Set clear milestones for growth and engagement. Typically, a 12–18 month window is reasonable for new accounts to demonstrate progress. Review quarterly to assess trajectory. Ensure the best team members are deployed to maximize the potential of a new, potential key account.

Financial Investment: Building a long-term, mutually beneficial relationship with a new account may require some up-front investments. Try to determine the minimum required and the maximum amount you are willing to stake.

Similarly, the challenge of potential applies to employees, especially those in customer-facing roles. Potential is only valuable if it’s realized through performance and contribution. Something to consider:

Development Plans: Provide structured opportunities for growth—training, mentorship, and clear performance metrics.

Cultural Fit: Employees who align with your company’s values and signature experience are more likely to thrive. It is much easier to train for aptitude than for attitude.

Regular Feedback: Frequent check-ins and honest conversations help identify obstacles and accelerate development. Here is where fully trained, skillful supervisors and managers are crucial to your success.

Time Horizon: Determine a time-frame for team members to show measurable progress. Adjust timelines for roles requiring specialized skills or longer ramp-up periods. For customer-facing roles (sales in particular) consider key targets for activity and outcomes over a detailed, specific time.

Financial Impact: Invest in training and support but monitor ROI. If progress stalls, reassess fit and potential.

Investing in potential—whether in new customer accounts or employees—is a calculated risk. The key is to set boundaries on time and money, monitor progress, and be ready to make tough decisions if the promise of better results isn’t realized. By focusing on strategic value and maintaining disciplined reviews, printing company owners can maximize their chances of turning potential into performance. It all comes down to planning.

For more information on ways to maximize the potential of new team members and key accounts, contact me at joe@ajstrategy.com or visit my website at ajstrategy.com.