Halia
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Halia surfaces the high-value clients hiding behind modest spend, the ones a spend-sorted list never shows. To size what they are worth, this runs the model McKinsey & Company published on top-1% customers over your own figures.

Read the McKinsey & Company report →
Total database of customers
Avg active clients a year
Average order value
Orders per client, per year
Category
Clienteling you do today
Back-of-the-envelope
your clients ·the hidden few worth finding
–
clients won back, a year
–
recoverable, low to high

These are estimates, so the result is a range: McKinsey & Company’s low end to their high end, every assumption written out in the Excel download.

Terms in the model

The hidden few
High-value clients whose modest orders keep them low on a spend-sorted list. McKinsey & Company finds the top 1–10% of customers carry an outsized share of the business; Halia’s job is to surface yours by name.
Top clients’ share
The slice of annual revenue those clients hold. McKinsey & Company puts it at 20 to 50%; the model places your category near the floor of that range.
Clienteled
Actively looked after by a person: messages when something arrives in their size, first access, appointments. The model only counts uplift on the share of top clients who are yet to get this.
Programme uplift
The extra spend top clients show once they are clienteled. McKinsey & Company measured 10 to 20% at a specialty retailer; the model keeps both ends, which is why the answer is a range.
Lapsed client
Someone who bought from you before but sat out this year. McKinsey & Company finds about half of top customers change brand preference in a given year, often over a single experience.
Win-back rate
Of the lapsed clients you reach, the share who buy again: held at 10 to 25%. Reaching them at all depends on knowing who they were, which is the finding step.

McKinsey & Company’s findings

20–50%
of revenue from the top 1–10%

A small group of customers drives an outsized share of the business.

10–25×
the average customer

A single VIP is worth ten to twenty-five ordinary customers.

~50%
change brand each year

Left to drift, half of the top customers move to a competitor within a year. Often a single experience decides it.

10–20%
uplift from a VIP programme

A specialty retailer saw a 10 to 20% revenue lift with its top 1% after launching an exclusive programme.

5–10%
better VIP retention

A well-designed loyalty strategy measurably improves retention among the customers who matter most.

“What I like about this retailer is that they know me and remember what I like.”a VIP customer, in McKinsey & Company’s research
Read the McKinsey & Company report → McKinsey & Company, “Small and mighty: the untapped value of your top 1%” (2023)