Problems › We Have Too Many Products › We Have Too Many SKUs
Too many products is a contribution-by-SKU and complexity-cost problem. The tail consumes sales attention, support, and inventory out of proportion to what it returns. Prune against contribution and against the cost of keeping the SKU alive, not against affection for the catalogue.
Too many products is a contribution-by-SKU and complexity-cost problem. The tail consumes sales attention, support, and inventory out of proportion to what it returns. Prune against contribution and against the cost of keeping the SKU alive, not against affection for the catalogue.
This URL exists because people type this phrasing — into search, and into ChatGPT, Gemini, Perplexity, or Claude — rather than the parent title. It is not a second diagnosis. The parent canonical is We Have Too Many Products, which carries the signals, the common mistake, and the analysis.
The named engagement is Matrix Strategy (catalog id bcg). Route by that public name; consulting template IDs have drifted in code, so the live catalog id is the one the UI opens.
Product lines accumulate because each addition is individually justifiable and nothing is ever removed. The cost is not in any one of them; it is in the complexity they collectively impose — inventory, changeovers, support knowledge, sales attention, forecasting error.
The move that usually makes it worse. Cutting the tail by revenue rank alone, which removes lines that were cheap to carry and keeps ones that quietly consume the constraint.
If three signals fire together, you are on the right parent: A minority of lines produces the large majority of revenue; Nothing has been discontinued in several years; Operations complexity is rising faster than volume.
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. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.
Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.
Too many products is a contribution-by-SKU and complexity-cost problem. The tail consumes sales attention, support, and inventory out of proportion to what it returns. Prune against contribution and against the cost of keeping the SKU alive, not against affection for the catalogue.
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. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.
Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.
The free diagnostic routes to the engagement above. No card. You watch the analysis before paying.
Describe my situation →The parent does the work. These are neighbours, not duplicates.