TAP TAP GO
Define the expansion event
Specify whether expansion means additional users, products, locations or services purchased by an existing customer. Keep the original account relationship visible. A new department may require substantial selling and onboarding even though the organisation is already a customer.
Track effort and economics
Include the account-management, implementation and support work associated with expansion. Do not assume existing-customer growth is costless. Compare contribution and customer outcomes with the original deployment to see whether the expanded relationship remains operationally healthy.
Link expansion to demonstrated fit
Look for a clear reason the additional users or teams benefit. Expanding before the initial rollout succeeds can multiply unresolved problems. Use evidence from the first deployment to improve the next one and set realistic expectations about support and timing. Document the additional implementation work before committing a rollout date. Confirm who owns the relationship with the new department or location. Expansion can introduce additional stakeholders and support expectations, so the account plan should not assume the original administrator can manage every new group without further coordination. Keep the expanded customer scope in the service plan so support capacity and account ownership grow alongside the additional commercial commitment.
Illustrative operating example
A hypothetical company grows from 50 to 150 paid seats. The 100 additional seats represent expansion within that account, not 100 newly acquired companies. Reporting both account growth and seat growth keeps the scale and economics understandable.
Make it practical.
Use this checklist as you read. Checks are not stored.Published by Tap Tap Go. Product availability and eligibility vary by programme and market. About our stories.
