Scoring tuned to guarding economics: how many posts, when the incumbent contract expires, whether a site survey happened, and whether the client pays on time.
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Usually by who called most recently, and by whoever the branch manager happened to speak to. A rate card request arrives by email, someone prepares a quotation the same afternoon, and it disappears into a procurement folder. Meanwhile a client whose contract expires next month, and who would move for a better supervision structure, is never approached because nobody knew the date.
Guarding contracts are annual or multi-year and rarely change mid-term. That makes expiry date the most powerful qualifying field in the industry, and the one most agencies keep in a manager's head rather than in a system. An enquiry with a date eight weeks out is a live opportunity; the same enquiry with ten months left is a relationship to nurture.
Post count, shift pattern and location together decide whether you can actually serve the site well. A twenty four hour requirement in an area where you already run three sites is straightforward. The same requirement forty kilometres from your nearest cluster means new recruitment, longer supervision runs and thinner margin, and the score should reflect that rather than treating all headcount as equal.
Clients who raise statutory registration, provident fund handling and wage compliance early are usually buying a service. Clients who lead with a per-guard rate and ninety day payment terms are usually buying a number. Both are legitimate customers, but they convert at different rates and at very different margins, and capturing which one you are speaking to is cheap.
Attributes such as post count, shift pattern, location and buyer type set the base. Dates do the heavy lifting: contract expiry pulls a record upward as it approaches. Behaviour moves it further, through survey attendance, proposal engagement and meetings held. Silence pulls it down, so a submission nobody has chased in two months makes way for something live.
| Signal on the enquiry | Why it predicts here | Effect on score |
|---|---|---|
| Incumbent contract ends within eight weeks | The switch window is open | Strong lift |
| Site survey walked with your manager | You are on the shortlist | Strong lift |
| Additional posts at an existing client | Proven working relationship | Strong lift |
| Site near an existing deployment cluster | Cheap to staff and supervise | Moderate lift |
| Compliance and statutory cover discussed | Buying a service, not a rate | Moderate lift |
| Facility head named as decision maker | No relay through procurement | Moderate lift |
| Open tender with many bidders | Long odds on real effort | Drop |
| Rate card sent, no response in a month | Benchmarking exercise | Decay |
Capture incumbent contract expiry on every client record, even for prospects who are not moving this year, because that single field builds a renewal calendar over time. Make post count, shift pattern and site location required at enquiry. Log site surveys as events. Record lost reasons in categories that mean something, separating rate losses from compliance concerns and tender processes you were never realistically going to win.
Scoring prioritises; it does not decide. It does not assess whether a contract will be profitable, it cannot see the relationships that win work in this industry, and it reads only what is recorded, so an agency where branch enquiries live on personal phones gets a number built on a fraction of reality. It describes patterns across a group, not a verdict on one client. Low scores belong in a nurture rhythm, and a business head's override always stands.
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The team responds to every rate card request with the same effort, and most of them turn out to be procurement benchmarking exercises for a contract that was never going to move.
Contract expiry, post count, survey status and buyer identity order the list, so quotation effort concentrates on sites where a switch is genuinely possible.Bid where you can win
Contract renewals are discovered by accident, usually after the incumbent has already been extended for another year.
Expiry dates sit on the record and drive scoring as they approach, so the client with a contract ending in six weeks appears at the top of the calling list.Renewal calendar
Business is won at a rate that cannot fund compliant wages, and the site becomes a supervision problem within two months.
Requested rate, shift pattern and payment terms are captured as fields, so a commercially impossible enquiry is visible before a proposal is issued.Commercial reality on the record
Enquiries come to branch managers on personal phones and never reach the central pipeline, so nobody can see the real state of the business.
All enquiries land on one pipeline with owner, stage and next action, and branch activity becomes visible in the same view as head office activity.One pipeline across branches
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