Revenue is not contribution. Shared cost is not 'someone else's problem'. The ranking is the decision.
A product mix that looks healthy on revenue often hides a few lines that fund the rest and a long tail that consumes capacity. Allocate the obvious shared costs — support, delivery, working capital — to the ten largest lines. Precision can wait; order cannot. Once you can name which products make money, pruning and packaging become arithmetic instead of politics.
The move that usually makes it worse: Launching another product to 'complete the range' before you know which of the current ones pay.
Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures.
If it is your problem and you want the analysis on your numbers, the live page is https://percision.app/we-do-not-know-which-products-make-money. The engine routes this question to Portfolio Strategy. Metrics that decide it: contribution by line · shared cost allocation.
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No. Rank the top lines with the allocations you can make this week. The decision (keep, reprice, kill) is usually stable long before the costing model is.
Then overhead is the product. The ranking after allocation is the one that should drive mix, not the ranking before it.
Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures.