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Back in the mid-1990s, David Wells was a financial analyst for a Bay Area supply chain management company that boasted an impressive list of Silicon Valley marquee customers.

Counted among their clients was a large chip maker whose customer relationship upkeep had over time become Wells\\u2019s responsibility. Because this was a coveted customer, Wells always sought to be highly responsive to any of the chip maker\\u2019s requests for information, but he increasingly found his company\\u2019s pricing model out of step with the customer\\u2019s needs.

\\u201cThere was a lot of confusion and a lot frustration over what the prices for our services and products should be. Basically, we needed a much more sophisticated pricing model that the customer would accept,\\u201d recalls Wells.

Faced with growing customer unrest, Wells and a colleague created a new pricing model that was carefully tailored for the chip maker\\u2019s business.

Says Wells: \\u201cIt was very intricate and more specific, but it was modeled exactly the way the customer saw their business.\\u201d

The customer quickly gave the new model a thumbs-up, and all was well\\u2014until roughly 4 months later, when Wells realized that the new model was about to deliver to his company a windfall that would generate 4 to 5 months of revenue within only 6 weeks.

\\u201cWhen I saw what was happening, I went to the customer and said, \\u2018Listen, this model that we built \\u2026 there\\u2019s kind of a flaw in it. It\\u2019s a flaw in our favor, but we didn\\u2019t intend for this to happen and we don\\u2019t want you to view us as being unethical,\\u2019\\u201d recalls Wells.

To Wells\\u2019s surprise, the chip maker was not concerned about the imminent financial swell of its purchases. It was instead highly pleased to have had a model created specifically with its needs and requirements in mind. \\xa0

\\u201cWhat this taught me was that as a CFO you\\u2019ve got to understand the customer and you\\u2019ve got to understand your business,\\u201d explains Wells, who believes that finance chiefs must first have visibility into customer engagements to better understand the inner workings of relationships with them. \\xa0\\xa0

He continues: \\u201cIf you can distill it down into tools that will then quantify the activity, then as CFO you\\u2019ll be in perfect shape to make the right decisions both for the customer and for your company.\\u201d \\u2013Jack Sweeney