Arkon GroupModuleOrganic growthProduct Portfolio
Your range has grown. Your margin has not.
Product Portfolio decides what to sell, to whom, and what to stop selling: the offer read against its buyers and the competitors you meet.
Outcome · Where the range earns, and where it costs
From the range you have to the range that pays.
- +5-12% revenue from existing accounts
- Cross-sell into the product lines each account already needs but buys elsewhere.
- +1-3 ppts margin
- Cutting the tail of part numbers whose volume does not pay for the complexity they add.
- Fewer orders lost on spec
- The product gaps against the competitors you meet, ranked by the orders they cost you.
Ranges illustrative. Your audit returns the product finding specific to your business; the cross-sell map, the tail-cut list and the competitor gaps are what activation builds.
What moves the number
What to sell, to whom, and what to stop selling.
What to sell to whom
Your product lines read against your customers: which accounts buy which lines, and which lines each account does not yet buy from you. The cross-sell is sized account by account, starting with the customers who already trust you.
Launch where the market pays
New products and variants weighed against what each market will pay for them and how many buyers it holds, so a launch goes where the price and the volume are, not where the engineering is easiest.
Cut the tail
Every part number carries cost beyond its price: set-ups, stock, documentation, service. The tail that does not carry its complexity is named, with the revenue at stake and the customers who buy it.
Close the gaps that lose orders
Your product benchmarked against the competitors you actually meet: features, performance, service and price. The gaps that lose orders are ranked by the business they cost, with what closing each would take.
Steer customers of a retired part
When a part retires, its customers are moved to the replacement on purpose, account by account, so the revenue follows the range rather than walking to a competitor.
Methodology · Range map
Every call on the range, sized and sourced.
- How is a cross-sell sized without guessing?
- From what each account already buys and what accounts like it buy. A line an account needs but does not buy from you is an opportunity with a size and a confidence; your own order data firms it, account by account.
- How do you decide which part numbers to cut?
- Each part number is weighed on the revenue and margin it brings against the complexity it adds. The cut list shows what is lost, who buys it and what they could buy instead, so nothing is cut blind.
- Whose products are you benchmarked against?
- The competitors you meet in your own tenders and accounts, not a generic list. Gaps are ranked by the orders they cost you, with a confidence band that narrows as your win and loss data comes in.
- How does it work with the other modules?
- Activate it on its own or alongside any other module, in any order. Pricing Excellence sets what each line can charge; Go-to-Market decides how it reaches the buyer; Commercial Strategy sequences the moves into one plan.
See it for yours.
Five minutes, €0: your growth gap against real peers and the product opportunities with calibrated € bands, read from the outside in. Activation builds the cross-sell map, the tail-cut list and the competitor gaps.