SR
ENExample situation: Discontinue a Revenue-Generating Product
Take a product that sells well, yet there is a reason to discontinue it.
Question
“One of our products generates 18% of revenue, but requires significant support and our development team believes it is slowing down more important products. Should we discontinue it?”
What to question
Does the 18% of revenue come from customers who would leave if the product were discontinued, or would they stay for other products? How much support capacity would actually be freed up for higher-priority products? Is there a way to reduce support without discontinuing it entirely?
How the depth changes
Focused → broader → deepest
Four perspectives quickly separate the headline number from the real economics: the product's true contribution after support, infrastructure, and…
Five additional perspectives challenge the assumption that revenue equals importance, model a downside where discontinuing it damages a customer…
Six further perspectives stress-test the capital freed up by redeploying the team, the negotiating and communication plan for a phased sunset versus…
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