yo wrote:Going OT on the patents and sku count.... depends on if they are counting utility or design patents in that number, but with such a number of acquired brands, and a few with long histories, it seems about right... one of the things about legacy acquired brands are the long product tails. I was always arguing to cut in my last role, but there was always a sales guy who that sku represented x amount of revenue to and who had trouble switching them to the new stuff. In the end we succeeded in cutting the skew count a bit, but not as much as I'd have like to. I always dreamed of having a meeting like that chapter in Walter Isaacson's book on Steve jobs where he comes into the room, draws a two by two, and reduced the sky count from over a hundred to 4.... OT mode off

patents are all brands - utility and design. Not sure what the split is
oh yeah! I saw the same resistance from established sales teams. It was difficult to gain alignment on individual vs. company goals at first.
We did a whole SKU rationalization exercise and discovered that some brands really needed some cuts - others: not as much as we thought.
In some cases we needed a clear definition of one brand vs. another.
We still have a ways to go, but I'm very proud of the progress made in 2 years.
The design work for
rbt was a particular highlight.
Thanks for the comments!
jg