Noah Wickham

And it was, yeah, it's the largest SKU count I've ever dealt with.

And like they did, you know, they sold like parts for like Marines parts and like power motor sports parts.

And like a large part of that is like, yeah, realistically, probably 80% of their entire income is only coming from like 200 products.

But their entire thing was, well, we have the product, so might as well list it, right?

How do you actually choose what to optimize?

How do you choose?

know what to put your time and effort towards and there's kind of two realms of thought of like you can either put time and effort into just consistently scaling that you know 20 products that is doing really really well or you can say okay they're already doing really really well let's try and focus on this other 80 and try and move the needle up more with those right and

I think that's always a hard area to come to.

I mean, earlier today was just talking with another brand, right?

And they have over 2000 different SKUs in their catalog.

And when we actually started digging into it, their top seller that does 80% of all their revenue has 45 different variations.

Well, of those 45 variations, they've only actually sold eight of them in the last 30 days.

And so it's like,

Yeah, you can have a ton of color variations.

You can have a ton of variations of one product, and that's great, but it comes down to is that worth the effort?

Is it worth stocking that?

Is it worth to actually put the time and effort into have that when realistically customers are going to gravitate towards the same four to five different variations nine times that time?

Sure, you might not get that 10th sale, but

The uplift and the upkeep there is probably not worth it.

I feel like a lot of times.