Products and
Services Map

PLANNING & ORGANIZATION TOOLS

A structured inventory of what you sell, who buys it,
and how it reaches them.

Where This Tool Helps

Most leaders can list their products quickly. Fewer can tell you which ones actually drive revenue versus which ones persist out of habit, obligation, or optimism. A product inventory that does not include margins, strategic importance, or target clients is just a catalog - useful for a website, not for decision-making.

The second gap is distribution. The way a product reaches the client shapes its economics entirely. A bespoke service delivered 1:1 has a natural ceiling. A productized offering sold 1:many scales differently but demands different infrastructure. Most businesses operate with a mix and have never mapped which model applies to which offering - so pricing, capacity, and growth conversations happen without a shared picture.

This tool builds both views in sequence: what you sell, then how it gets to buyers. Completing the inventory first gives you the raw material. The distribution map forces you to see the structural constraints each product operates under.

How to Use This Worksheet

  1. Start with your current reality, not your aspirations. List the products and services you are actually selling today. Future offerings can go on a separate pass later - mixing them in obscures what is generating revenue now.
  2. Be specific with target clients. "Everyone" is not a target client. Name the buyer profile: mid-market HR directors, Series B founders, individual contributors in tech. The more specific, the more useful the pricing and distribution analysis becomes.
  3. Revenue tier is directional, not exact. You do not need precise numbers. Flag each offering as high, medium, or low relative to your other products. The pattern that emerges - where your revenue concentrates versus where your time goes - is the point.
  4. Complete the product inventory before the distribution page. The distribution models only make sense when you can see your full portfolio. Trying to classify distribution without a complete inventory leads to abstract thinking.
  5. Select one distribution model per product. Most offerings fit one primary model. If a product genuinely spans two, note the secondary model in the margin - but pick the dominant one.
1

Product & Services Inventory

Product / Service
Target Client
Revenue:
High
Mid
Low
Product / Service
Target Client
Revenue:
High
Mid
Low
Product / Service
Target Client
Revenue:
High
Mid
Low
Product / Service
Target Client
Revenue:
High
Mid
Low
Product / Service
Target Client
Revenue:
High
Mid
Low
Product / Service
Target Client
Revenue:
High
Mid
Low
Product / Service
Target Client
Revenue:
High
Mid
Low
Product / Service
Target Client
Revenue:
High
Mid
Low
Product / Service
Target Client
Revenue:
High
Mid
Low
Brief description of your product or service portfolio:
What core problem does your portfolio solve for clients?
2

Distribution Models

For each product listed on the previous page, identify which distribution model applies. Write the product name on one of the lines below its primary model.

Bespoke
1 : 1

One custom product or service per client. Fully tailored to the individual engagement.

High-touch, premium pricing, limited by capacity, deep client relationships

Productized
1 : Many

One standardized offering delivered to multiple clients. Same core product, consistent experience.

Scalable, moderate pricing, process-driven, broader reach

Portfolio
Many : Many

Multiple products serving multiple client segments. Diversified revenue across offerings and buyers.

Complex operations, varied pricing, cross-sell opportunities, requires clear segmentation

Where does your revenue concentrate? Which model dominates?
Where does your time concentrate? Is it the same model?
3

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