As companies grow, so do their product and service portfolios. New variants are introduced, customer segments multiply, and product lines expand. But more choice does not necessarily mean more value. Greater breadth and depth can increase revenues and serve diverse customer needs, but they can also create complexity, dilute positioning, increase costs, and lead to cannibalization.
Over two highly interactive days, participants will explore how to make better decisions about product portfolio breadth and depth, product-line extensions, assortment complexity, cannibalization, and the balance between customer choice and profitability.
Using real business cases, discussion, and practical frameworks, Joe Pons will challenge participants to examine questions such as:
- When does adding another product, service, or variant create real value?
- How broad should a company’s portfolio be?
- How can companies identify and manage cannibalization within their own portfolio?
- When should a successful product line be extended—and when should it remain focused?
- How do you decide which products or services to simplify, reposition, or discontinue?
The intensive is designed not simply to introduce concepts, but to help participants develop a sharper managerial lens for making real product and portfolio decisions in their own organizations.
