Account Tiering Tool

Account tiering splits a list of companies into the accounts worth personal effort and the ones that only deserve a sequence. Paste your accounts, set the revenue band, headcount band and technologies that define a good fit, and this tool scores and sorts every company into tier A, B or C. It runs entirely in your browser: your list is never uploaded or stored.

What account tiering does

Account tiering is target account prioritization made concrete: the decision about where selling effort goes. A list of 200 companies is not a plan; a list split into the 15 accounts you will pursue personally, the 50 you will nurture and the rest you will touch with automation is a plan. Tier A is usually the small group that justifies research, a tailored first line and a multi-step sequence. Tier B gets a lighter, partly templated approach. Tier C gets volume outreach or no outreach at all. For ABM teams, account tiers are the coverage decision that sits underneath every campaign.

This tool makes that decision explicit. Instead of sorting accounts by gut feel, you declare the revenue band, headcount band and technologies that describe a good-fit customer. Every account is then measured against those three declarations, scored from 0 to 100, and sorted into A, B or C. Treat the rules on this page as a working account tiering template: the same bands, weights and thresholds apply to every account in the list. The output is a ranked table you can copy into a spreadsheet or CRM import.

How to use the account tiering tool

1. Set the target profile. Choose the revenue band and headcount band that describe your best customers. Add technologies only if a specific stack genuinely changes fit — for example, Shopify stores for an ecommerce app.
2. Paste your accounts. Use one line per company: Company | Revenue | Employees | Technologies. A pipe, a tab or a comma can separate the fields. The technology field is optional; separate multiple technologies with semicolons, or with commas when the fields themselves use pipes or tabs.
3. Read the fit summary. The ring shows the average fit score across every valid account. The letter beside it is the tier band of that average, not a majority vote; the tiles and distribution bar show how individual accounts spread.
4. Work the ranked table. Accounts are sorted by fit score, then by revenue. Each row shows its tier, the score, the revenue and headcount used, and which target technologies matched.
5. Copy the tier list. The button copies a tab-separated table with rank, account, tier, score, revenue, employees and matched technologies. Paste it into a spreadsheet or map the columns during a CRM import.

The scoring model, exactly

Each criterion produces a fit score from 0 to 100. Revenue and headcount use the distance between the account’s band and your target band. Technology is binary: a match or no match.

Band distance	Fit points	Meaning
Same band	100	The account sits inside your target band.
One band away	65	Close enough to be worth a look, but outside the declared target.
Two bands away	30	A clear mismatch on that criterion.
Three or more bands away	0	Far outside the target range.
Technology match	100	At least one target technology appears in the account’s technology field.
No technology match	0	None of the target technologies appear.

The final score is a weighted average: revenue 40%, headcount 30%, technology 30%. If you switch a criterion off, its weight is removed and the remaining weights are renormalised. For example, with no technology target, revenue carries 57% and headcount 43%. The active percentages are displayed under the distribution bar, so the score is never a black box.

Tier	Score	What it usually means
A	85–100	Priority. The account matches the target closely and can justify personal research and a tailored approach.
B	65–84	Nurture. A plausible fit with at least one meaningful mismatch, or a good fit with no technology match.
C	0–64	Low priority. Multiple mismatches or a large distance from the target profile; use automated outreach only if at all.

These thresholds are a starting convention, not a universal law. A team with a narrow enterprise focus might require tier A to score 95. A small agency with broad capacity might treat anything above 75 as workable. The important property is that the rule is written down and applied the same way to every account.

Why revenue, headcount and technology

Revenue and headcount are firmographics: they describe the size and resources of the company. They are useful because they are available for most accounts and they correlate with budget, buying process and the number of people who must agree. Technology is technographic data. It matters when your offer depends on an existing system — an integration, a migration, a complement or a replacement. If your product works for any company of the right size, a technology criterion will add noise rather than signal.

The tool weights revenue higher than headcount because revenue is usually the closer proxy for budget. That is a default, not a claim about your market. If you sell to headcount-driven businesses such as agencies or clinics, switch revenue off and let headcount carry the score. If you sell a technology-specific integration, keep all three on.

Choosing bands you can defend

Bands should come from your existing customers, not from an aspirational market map. A practical method is to list your last 20–30 closed-won accounts, note revenue and headcount from one consistent source, and look for the range that contains most of the accounts you would happily sell to again. Then round to bands that are easy to explain: $1M–$10M, $10M–$50M, $50M–$250M.

Use the same data source for every account in the list. Mixing a CRM field for some rows with a directory estimate for others makes the bands look precise while the underlying numbers are not comparable. Revenue figures are often estimates; headcount ranges on professional networks are ranges, not exact counts. The tool does not verify either value. It only compares what you paste against the bands you chose.

Worked example from the built-in sample

With a target of $10M–$50M, 51–200 employees and HubSpot or Salesforce, the first sample produces this ranking:

Account	Revenue	Employees	Tech	Score	Tier
Northwind Commerce	$24M	140	HubSpot	100	A
Acme Logistics	$48M	320	Salesforce	90	A
Harbor Health	$32M	210	Salesforce	90	A
Brightline Studio	$8.5M	45	HubSpot	76	B
Ridgeline Energy	$2.1M	18	HubSpot	76	B
Juniper Retail	$15M	60	none	70	B
Summit Financial	$50M	1,200	Salesforce	65	B
Ashgrove Media	$310M	40	HubSpot	62	C
Cobalt Manufacturing	$120M	900	SAP	46	C

Northwind sits in both target bands and matches a target technology, so it scores 100. Acme is one headcount band away (65 points on that criterion) but perfect elsewhere, which produces 90. Brightline is one band away on both revenue and headcount, but the technology match keeps it at 76. Juniper matches both size bands and misses only the technology criterion, so it lands at 70. Cobalt is one band away on revenue and headcount and misses technology entirely, which produces 46. The other rows follow the same arithmetic; each score can be reproduced from the band-distance table and the 40/30/30 weights.

What the tool cannot do

• It cannot enrich your list. Revenue, headcount and technologies must already be in the rows you paste. There is no lookup, no API and no network request.
• It does not predict revenue, replies or conversion. A tier is a prioritization decision, not a forecast.
• Technology matching is case-insensitive and whole-word. “HubSpot” matches “HubSpot CRM”, but “Marketing Hub” is a different name and will not match a target of “HubSpot” unless you list it. Product names and spelling must be deliberate.
• It does not deduplicate. If the same company appears twice, it is tiered twice and counted twice.
• It does not know account strategy. An existing customer, an open opportunity, a do-not-contact flag or a competitor relationship are not criteria here. Those belong in your CRM.
• The thresholds and weights are fixed. The page explains them but does not let you change them. If your team uses different rules, recreate them in a spreadsheet using the same band-distance table.
• It does not convert currencies. Revenue is treated as US dollars. Rows containing a euro or pound symbol are rejected rather than silently mis-scored.
• The input is capped at 500 non-empty lines. This keeps the browser responsive. Larger lists should be tiered in batches.

Frequently asked questions

Is account tiering the same as lead scoring?

No. Lead scoring usually ranks people by fit and behavior: job title, page visits, email engagement. Account tiering ranks companies for coverage and effort. A high-scoring lead inside a tier C account still may not deserve personal outreach, which is why many teams use both layers.

How many accounts should be in tier A?

Only as many as the team can genuinely work with the capacity it has. Tier A implies research, a tailored message and follow-up. If the tier contains more accounts than the team can touch in a week or a month, the threshold is too loose or the target bands are too broad. This is a capacity decision, not a fixed percentage.

Why did an account with perfect revenue and headcount land in tier B?

Check the technology criterion. With a technology target set, a perfect size fit and no technology match scores 70, which is tier B. If the technology requirement is not essential, clear the target technology field and the score will be rebalanced across revenue and headcount.

What happens when I choose “Any revenue”?

The revenue criterion is removed from the score. Headcount and technology are renormalised, so the active weights shown under the distribution bar change. If every criterion is switched off, the tool cannot score anything and shows an empty state instead of inventing a result.

Can I use my own tier thresholds?

Not inside this tool. The defaults are A 85+, B 65–84 and C below 65. The copyable export includes the numeric score, so you can apply a different cutoff in a spreadsheet without changing the underlying data.

How should I format revenue with commas?

Use a pipe or a tab as the field separator when the revenue includes thousands separators, for example Acme | 12,500,000 | 250 | HubSpot. If you use commas to separate fields, leave the thousands separators out or the line will be rejected as ambiguous.

Does this work for non-US companies?

The bands are labelled in US dollars. The parser accepts a dollar sign, commas and K/M/B suffixes, but it does not convert currencies: rows with a euro or pound symbol are rejected. Convert revenue to USD before pasting, and keep one currency across the whole list.

Is my account list uploaded or saved?

No. The widget is HTML, CSS and JavaScript running in the browser. It makes no network request, sets no cookie and writes nothing to local storage. Nothing you paste leaves the page through this tool, and reloading clears it.

Related tools

• ICP builder — define the firmographics before you set the bands.
• Lead scoring calculator — rank the people inside your tier A accounts.
• TAM/SAM/SOM estimator — size the market your target bands describe.
• Lead list quality scorer — check the list before you tier it.

Next step

Once the list is tiered, the next problem is what to say to the accounts that matter. See how mizanursguide.com builds cold email for tiered account lists, or start with the tier A rows in this tool and write one honest, specific reason to contact each.