When growth slows, the problem often hides in the middle of the P&L not in marketing or operations, but in the offer itself.
Over time, category shifts, price pressure, and menu creep create a mismatch between what customers value and what the business delivers. Leaders feel it as margin drag and inconsistent traffic, but the root is structural: too many SKUs doing too little work.
The fix isn’t more innovation; it’s realignment. Clarify the role of each offer in the portfolio, rebuild around demand drivers, and price to the job it performs.
These articles show how to engineer your offer portfolio for relevance and growth—connecting product design, pricing, and positioning to market share gains.
