Wie können Sie die Größe Ihres Produktportfolios optimieren?

if you are trying to assess your current portfolio, multiple dimensions have to be taken into consideration. 1. Sales (% of total) in terms of Revenues and Transactions: You can't kill top sellers but you don't want to kill a fast moving product that builds on consumer connection and buying frequency 2. Profit: Each SKU must be considered in terms of it's contribution to the Bottom Line. If high selling SKUs erode your margin you must do something to correct that, either improve profit, replace it with other SKU or simply delist it 3. Growth: Some products that not among our top ranked SKUs might be the source of our growth. Ypu must keep an eye on them and their profit to keep building a growing and financially healthy business.

My opinion is to add Dimensions to review your existing services or products : You may check the synergy potential of your Stars , ? and cash cows from the perspective of synergy potential and synergy to speed up creating a platform instead of siloed and legacy automation tools / software in use /// what potential / value do the respective services have in helping to effectively breaking down organizational silos, fostering collaboration and streamlined processes and end to end direction . The dimension of automation synergy potential and end to end value plus enhancing colaboration are KEY drivers for a portfolio transformation with future solid high customer value and eventually company value

Here are some tips for optimizing your product portfolio size: 1. Conduct thorough market analysis: Understand your target market by analyzing customer needs, preferences, and trends. 2. Analyze product performance: Evaluate the performance of each product in your portfolio. 3. Prioritize products strategically: Categorize your products into core, supporting, and non-core items. 4. Eliminate low-performing products: Continuously review your product portfolio 5. Implement portfolio management tools: Use technology-driven portfolio management tools to monitor and track product performance. 6. Regularly seek customer feedback: Actively engage with your customers through surveys

With time, a portfolio becomes very heterogeneous due to new and legacy products & services. Furthermore, portfolio elements are often not actively managed according to traditional criteria like revenue growth or profitability. Partially it leads to more complexity for the sake of doing the right things within a holistic company construct. One approach is to identify common criteria to evaluate elements of the portfolio based on the objectives. The objectives can touch different fields within the organization, combining multiple dimensions like sales, strategic portfolio fit, operations and people. A definition of criteria within these fields, enables an objectivized evaluation of products and services.

The first thing to do is determine the role each product is going to play in your portfolio, whether it's a sales generator, a profit generator, an image builder, a complementary product (with extra margin) or a share protecting SKU, where the main purpose is to keep your competitors behind. With these criteria in mind, you need to balance the whole mix of products with the main goal you have for the overall strategy, i.e: Growth, EBIT, Market Share

Typically, companies keep launching new products in an eager innovation agenda, making it hard for retailers, consumers and shoppers to keep pace. Several times, you need to review if the role of your incumbent portfolio is suited with your strategy and determine if innovation has taken a real position in the product mix. Sometimes, new products canibalize previous ones, so you need to adjust and delist all those

portfolio review can be compared with managing a football team. In both cases there are two levels of considerations, a strategic and a tactical one. Within strategic considerations teams usually plan in a time horizon of more than one season. Their horizon goes beyond surviving or winning a few games in a current season but shaping the right team to achieve the best results with existing resources and strengths. Some team managers focus on defensive strategies, others on offensive. Having long-term goals for the next 5 or even 10 years is highly recommended, but winning singular games is also about tactics. Thus, each game needs best possible decisions regarding the line-up. Thus, within reviews you should consider your time horizon.