I think there's a couple days. I mean, I think the fundamental discipline and I see really good brands do this well and its portfolio strategy, you know, it z defining every year within this portfolio I have. And for many brands, it could be thousands of products. Not every product can be a hero, right? You have your heroes, and you got your sort of These are the These are the big bets. And they may be the ones, um, that are are really in growth categories. All right, so these air in high growth categories, there's not a lot of private label competition. We're gonna go. We're going to double down on these things. These air growth track, right? And then you have your maintenance and these are the ones where you know. All right, we got to do some some things here. We gotta like, maybe tweak the price pack equation, the price value and those you know what kind of growth you're getting out of that. And then you have part of your portfolio, which is perhaps, Hey, we're not We're not gonna We're gonna defund these. Maybe we're gonna do a cleanup where we were going to cut our portfolio down because it's maybe it's not. It's interfering with the customer experience. They're not really understanding what we're doing. And so what I find is like some of the more successful brands take that, take that view every year, and they get really good alignment across the organization in terms of what those bets are
Thanks,
George
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