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Leveraging product mix to
boost sales
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CASE STUDY
Customers were willing to spend
more when given a better selection of high quality goods, but management
had to change its perspective first
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A company increased revenue per customer by
replacing most of an under-performing product line with a better
assortment of new products. The initiative focused on improving quality,
expanding selection, and increasing margins. Customers responded by
purchasing fewer low-end items and more mid-level and luxury goods. This
discussion reviews the actions taken and tracks both short term and long
term results based on detailed data collected over three years. The
ultimate key to success was management's ability to adopt a customer's
perspective and realize the company could do more.
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Background
A service company generated an additional
twenty percent of its revenue selling products sourced from third-party
manufacturers. Product sales were more profitable than labor-intensive
services, but management devoted little attention to this secondary
business. Subsequently, customers were indifferent toward the product
line and usually limited purchases to low-price goods—even while paying
extra for premium services.
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During a four-month period ("baseline") product
revenue per customer fell by 25%. Although part of the drop was due to
seasonality, the product line was under-performing compared to the
company’s services business. Many of the products were economically
priced and provided acceptable quality but were otherwise unexceptional.
In addition, the line received little marketing or promotional support.
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Product Strategy
Management decided to reevaluate its product
line strategy and make significant changes. The revised plan focused on
offering higher quality merchandise over a wider range of prices. The
intent was to improve customer satisfaction by providing good value at
every price point from inexpensive entry-level products to esteemed
luxury goods. A portfolio planning methodology identified opportunities
to extend the product line, and a rigorous evaluation process ensured
all products would meet the new quality requirements. Only one-quarter
of the existing product line measured up; the remainder was
discontinued.
The company also increased its marketing
efforts and improved the level of integration with its services
business. Opportunities were identified to drive complementary demand by
promoting and cross-selling the entire portfolio of products and
services.
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Revenue through Year 2
Sales rebounded quickly as a result of the
increased attention. Point of purchase displays, marketing collateral,
demonstrations, and promotions helped spur demand. Over the following
months the company depleted inventory of discontinued stock and
introduced several new products. Product line breadth doubled and later
almost tripled.
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Insight
Buying patterns began to shift as
better options were added to the lineup. Customers were willing
to spend more when presented with a better assortment of high quality
goods. The improved quality, selection, and marketing materials gave
customers more confidence in finding the right product at the right
price. In addition, extending the line to higher price points increased
the perceived value of mid-level merchandise.
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Margin Improvement
The company also initiated a program to improve
margins. An analysis of sales during the baseline period revealed that
margins were below average for five of the ten best selling products
(including the top two).
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Several actions were taken to address the
situation:
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Reviewed economic order quantities to optimize supplier
discounts
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Negotiated better pricing with key suppliers
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Evaluated alternative suppliers
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Increased the price of select products where cost
reductions were not possible
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Discontinued low margin products and identified viable
substitutes
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As a result of the initiative average
margin for the product line went up by approximately two percent
of sales. Of the five top-ten products with below-average
margins during the baseline period, three maintained brisk sales
with margins above or near the new average. The other two items
from the baseline top-ten were moved to niche roles until
on-hand inventory was consumed.
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Target Margin Model
Management was satisfied with the margin improvements among top
selling products. However, wide variability still existed across
the rest of the product line. In addition, concerns were raised
that sales of luxury goods might be constrained if prices were
too high. |
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During Year 2 the strategy was refined by
developing a target margin model that related selling price to cost of
goods sold. The model incorporated the following guidelines:
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mainstream products should have the highest margin
percentage
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low-price, entry-level products could forgo some margin
for the sake of market penetration, but should still make
strong contributions overall
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low-volume luxury products should be priced more
aggressively to entice customers to move upmarket
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In Year 3 the product line generally
aligned with the target model. Average margin was lower than
Year 2 but still better than the baseline period. More notably,
revenue per customer and average-price-per-unit-sold continued
to go up.
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Insight
Margin became a consideration for how
products would be positioned within the line. Value-based prices
were set in accordance with product
features and quality, and then cost targets were
established to generate
the desired margins. New products would not be added if cost,
price, and margin were not aligned. When suppliers
implemented cost increases, existing
products were repositioned to higher price points (if quality
and features supported it), or the products were
discontinued, or management accepted lower margins until viable
substitutes were identified.
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Implications
This case reveals insights into practical matters of product
line management, and underlying factors related to
management's perspective and values. |
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Product Management
Make money on the best selling
products.
High volume products have the largest impact on a company's
overall performance, and, therefore, deserve special attention.
Often there is a tendancy to be satisfied with large revenues,
but it is imperative to manage high volume products with
discipline.
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Product features should be clearly defined to provide a
compelling value proposition that meets customer
expectations within an established cost target. Managers
must assess the tradeoff between product benefits and cost
to determine an optimal balance among customer,
competitive, and financial requirements. This becomes
increasingly important at lower price points.
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Improving quality and product performance often leads to
greater customer satisfaction, higher revenue, and fewer
returns. In some cases, though, performance (feature)
compromises are
acceptable when customers place greater emphasis on other
factors such as speed-to-market, availability, or price, for
example.
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Discounts and incentives should be applied to core
products strategically to ensure the incremental increase in
sales generates even bigger advantages through economies of scale or
market penetration. If the products would otherwise sell
anyway, discounts just sacrifice margin for volume.
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Expenditures should be managed closely to hit the required cost
targets. Identify unnecessary labor, materials,
discretionary spending, infrastructure, and administrative
activities. Look for
opportunities to consolidate suppliers.
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Maintaining an inventory of high
volume products might be appropriate when there is high
certainty of selling the stock and competitive position is
improved through increased availability and/or lower cost.
In general, raw material inventory with short production
lead time is preferred over finished goods. Care should be
taken to moderate the risk of building inventory to
forecasted demand especially with respect to new product
introductions and economic down-turns.
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Create a product lineup that fulfills different roles.
The product line was segmented based on user applications, and
price points were established within each segment. Individual
products fulfilled one of four general roles depending on price
and/or sales volume:
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Core—the few best-selling products measured by revenue
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Entry—lowest priced products, often with a limited set
of features
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Prestige—high quality, feature-rich products typically
at the highest price points; sometimes referred to as halo
products
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Niche—moderate to low volume products that satisfy a
variety of needs; typically most of the product line
consists of niche products
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The product introduction strategy and
marketing mix might vary for each role and in each segment. As
discussed above, high volume core products should receive more
attention. Entry level products should also be managed closely
to prevent feature-creep and margin erosion. Low volume niche
and prestige products allow more flexibility with respect to
pricing and promotions, but care should be taken to limit the
level of resources committed to support these products
(personnel, equipment, inventory, product revisions, et cetera).
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Management Perception
Beyond margin analysis and the technical
aspects of product line management, the ultimate key to success
was management's ability to adopt a customer's perspective and
realize the company could do more. The initial
perception was that product quality, pricing, and value were
good; the low sales figures could be explained by seasonality
and high price-sensitivity among customers—i.e. external factors
that the company could not control. However, an alternative
interpretation suggested that selection was poor, many products
were of moderate quality, and marketing collateral and
communications were insufficient.
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Initial Perspective |
Alternative View |
Behavior |
Customers mostly purchase inexpensive products |
Customers mostly purchase inexpensive products |
Cause |
Low level of interest |
Low level of understanding |
Motivation |
Minimize spending |
Minimize risk |
Company Priority |
Cost |
Quality and Communication |
Product Line |
Narrow |
Wide |
Introductions |
More low-end products |
Fill a broad range |
Revenue Lever |
Volume |
Average price per unit sold |
Selling Point |
Low price |
Quality and value |
Marketing |
Price list, discounts |
Data sheets, samples, cross-selling, promotions, events,
information sessions, industry awards |
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Management
originally mis-characterized customers' motivations. The
preference for inexpensive products had been attributed to lack
of interest in the product line; management thought customers
were focused on the main service and wanted to minimize cost
when purchasing the accompanying products. Therefore, the
initial plan was to add more low-end items and focus on cost
reduction to improve margins. In addition, marketing
communications were cut back and the sales team tried to push
customers to purchase additional volume.
An alternative interpretation agreed that customers were focused
on the company's main services, but attributed their preference
for inexpensive products to a lack of knowledge and confidence.
From this perspective customers were buying small quantities of
low-price products as a risk reduction strategy to minimize the
impact of making a poor choice. A largely untapped potential
existed to generate the same level of excitement and passion
that surrounded the company's services business. In response,
the team worked to improve product quality and marketing
communications. Several high-end and niche products were added
while the low-end was culled to a few high-value selections.
Sales representatives leveraged the broad selection to find a
better fit for each customer's needs. Marketing programs
supported the effort with better product information, samples,
access to product knowledge experts, and promoting all the
external recognition the new products received.
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The product line came to represent the
company's values. Once management internalized its rationale for
the decrease in revenue, it adopted a philosophy of, "We can do
better." Discontinued products were replaced with higher quality
alternatives that offered better value. A structured,
multi-stage product introduction process filtered through
thousands of potential new products to identify the ones that
represented excellent value at every price. The organization
could stand behind its renewed product line with confidence
knowing it truly complemented the services business and provided
customers with better experiences.
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