In the enterprise world surrounding Rajeev Khandelwal, commercial growth is valuable only when the organisation can sustain the work it creates. A customer may look attractive in a sales ranking while consuming repeated customisation, urgent deliveries and senior attention. Understanding that relationship requires a wider view than the margin shown on individual invoices.
Trace the extra work
Special packaging, revised schedules and repeated small orders can create costs scattered across departments. None may appear serious on its own. Following one account through sales, production, logistics and support helps reveal whether the business is providing an additional service that has never been discussed or priced explicitly with the customer.
Understand the customer's constraint
The demands may arise from a genuine need rather than poor behaviour. A buyer could face uncertain demand, limited storage or its own production bottleneck. Understanding that cause opens alternatives such as scheduled releases, a different order pattern or a defined premium service, instead of treating every request as a negotiation over goodwill.
Renegotiate the shape of service
A useful conversation connects the requested flexibility with the resources needed to provide it. The business can offer choices that preserve the relationship while making costs visible. The aim is not to surprise the customer with a retrospective charge, but to agree a future arrangement both parties can support without constant escalation.
Judge strategic value explicitly
Some accounts justify lower immediate contribution because they support learning, market access or another clear objective. That choice should be intentional and periodically reviewed. A relationship becomes healthier when management can explain why it matters, what it costs to serve and how its role fits the wider enterprise rather than relying on headline revenue alone.
