Customer Opportunity Review · Source Module

Source Material · List Discipline

Managing the 30% List

Sort unsold showroom customers by opportunity quality and turn the strongest names into assigned customer actions.

Not every unsold customer is equal. The manager should rank the list by quality of information, customer intent, showroom recency, test-drive activity, numbers presented, and whether a clear decision point is documented. This module teaches how to manage the list after it is built — sort it, assign it, inspect it, and coach the salesperson based on where it is breaking.

Step 1 · Watch

Start by sorting the list

This clip explains how managers should manage the 30% list after it is built. The goal is not to work every name the same way. The goal is to sort the list by opportunity quality and start with the customers most likely to move.

★Big Idea

Why This Matters

The list is only useful if it is sorted

A list of unsold customers does not create action by itself. The manager has to decide which names deserve attention first. A customer who visited, test drove, received numbers, and left without a clear final answer is different from a customer with no notes, no test drive, and no documented objection.

The manager's job is to separate the list into opportunity tiers, assign ownership, and inspect whether the strongest customers are being contacted with a specific message.

Core operating point The 30% list should be sorted by action value. The strongest customers should be worked first, not buried inside a general CRM list.
Weak list management

Salesperson works names in whatever order is easiest.

Manager-ready list management

Manager starts with 120-day showroom customers, identifies who reached the zero moment of truth, assigns owners, sets contact method and due time, and inspects conversations, appointments, shows, deals, and CRM updates every day.

Step 2 · 30% List Segmentation Map

From a pile of names to a managed list

Managing the list is a daily sequence: pull the showroom list, identify the strongest buying points, rank by opportunity quality, assign owner and contact method, track the conversion funnel, and inspect the board every day.

1Pull the 120-day showroom list

Customers who have been in the store and have not bought yet.

2Identify zero-moment-of-truth customers

We know why they are shopping, they test drove, we captured response, and numbers were presented.

3Rank by opportunity quality

Full story first, partial story second, no-story cleanup third.

4Assign owner and contact method

Every customer needs an owner, message, channel, and due time.

5Track the conversion funnel

Contacts, two-way conversations, appointments booked, appointments shown, and deals written.

6Inspect and update daily

Manager checks the board, confirms outcomes, and verifies CRM updates.

SORTThe list

Operating Truth

The strongest opportunity should be worked first.

The 30% list is not a pile of names. It is a manager priority tool. Sort the list by customer intent, quality of information, and likelihood to move. Then inspect whether the assigned action created a real customer response.

Step 3 · Understand the Priority Tiers

What each tier means

Tier 1 · Full Story / High Intent

Customer visited, test drove, received numbers, and has a clear reason they did not move forward.

Tier 2 · Partial Story / Needs Clarification

Some information exists, but the next action needs a better question before the customer can be coached forward.

Tier 3 · No Story / CRM Cleanup

The first action is to rebuild the customer story before selling again.

Zero Moment of Truth

The customer reached the point where we know why they are shopping, what they drove, how they responded, and what numbers were shown.

Two-Way Conversation

The first win is not an attempted contact. The first win is a real exchange with the customer.

Appointment Discipline

The list only matters if follow-up turns into appointments, showroom returns, deals, or a clear outcome.

Step 4 · Manager Inspection

Inspect the priority, not just the activity

A manager is not only checking whether the list was touched. The manager is inspecting whether the strongest customers were worked first and whether the follow-up created measurable movement.

  • 120-day pull — did we pull the 120-day unsold showroom list?
  • Zero moment of truth — did we identify the customers who reached it?
  • Sorted — is the list sorted by opportunity quality?
  • Top of list — are full-story / high-intent customers at the top?
  • Partial story — are partial-story customers assigned a clarifying question?
  • No story — are no-story customers assigned CRM cleanup before sales follow-up?
  • Owner — does every customer have an owner?
  • Contact method — does every customer have a contact method?
  • Message — does every customer have a specific message?
  • Due time — does every customer have a due time?
  • Conversation — did the activity create a two-way conversation?
  • Appointment — did the conversation create an appointment?
  • Confirmed — did management confirm the appointment?
  • Show — did the appointment show?
  • Sold — did the customer buy?
  • CRM — was the CRM updated with the outcome?
  • Breaking point — can the manager tell where the list is breaking?
Core coaching question Are we working the customers most likely to move, or are we just touching names?

Coaching Language

Manager Word Track

Practical language a manager can use when coaching the salesperson — short, direct, and operator-led.

“When I inspect this list, I am not asking whether we touched names. I am asking whether we worked the right names first.

  • Who has been in the store?
  • Who reached the zero moment of truth?
  • Who do we know enough about to call with a real reason?
  • Who is missing information?
  • Who owns the next contact, and what is the message?
  • What is the due time?
  • Did we get a two-way conversation?
  • Did we book the appointment, and did management confirm it?
  • Did the appointment show, and did the CRM get updated?

The goal is not more noise. The goal is focused activity on the customers most likely to move.”

What should trigger coaching

  • List is not sorted by opportunity quality.
  • Salesperson is working easy names instead of high-value names.
  • Zero-moment-of-truth customers do not have assigned follow-up.
  • Contacts are counted, but two-way conversations are not happening.
  • Appointments are booked but not confirmed.
  • No-shows are not diagnosed.
  • CRM does not show why the customer did not return.
  • Outcome is not documented.
  • Manager cannot tell who owns the next action.
  • Manager cannot tell where the list is breaking.

Step 5 · Practice

Sort today's 30% list

Choose one day's unsold showroom list. Segment the customers into priority tiers and assign today's follow-up actions. Load the example to see three customers sorted from strongest to weakest opportunity.

Example Prioritized List

A training example only — not a real CRM record. Nothing is loaded from or saved to any customer system.

Weak tracker note

Called customer. Left message.

Manager-ready tracker note

Sent a personalized video through the CRM, texted that the video was sent, and set the expectation for a manager call. Manager called to clarify payment comfort and trade concern. Customer agreed to return tomorrow at 5:30 to compare two Explorer options. CRM updated and appointment confirmed by manager.