Category Architecture & Portfolio Growth
Re-Architecting a Door Hardware Category to Eliminate Cannibalisation and Restore Growth
Led a full category restructure to address margin erosion, internal cannibalisation, and poor range clarity caused by price pressure and builder-led procurement.
Delivered a disciplined Good / Better / Best category architecture aligned to retail, trade, and builder channels, supported by market research, consumer and trade interviews, focus groups, in-store mystery shopping, and channel collaboration.
Improved packaging, clearer in-store communication, and defined range roles restored category balance, strengthened premium positioning, captured an underdeveloped mid-market segment, and improved consumer confidence and satisfaction.
Cannibalisation Eliminated
Strategic tiered offering (Good, Better, Best) across trade and retail segments
Mid-Market Share Gained
Captured an underdeveloped segment while protecting premium margins
Improved In-Store Conversion
Clearer packaging and communication improved purchase confidence
Re-Architecting a Door Hardware Category to Eliminate Cannibalisation and Restore Growth
Category Growth • Portfolio & Range Strategy
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Context
A door hardware category was under pressure from aggressive price competition and builder-led procurement, resulting in margin erosion and internal cannibalisation. Premium ranges were being diluted by lower-margin offerings, while mid-market opportunities were poorly defined. Consumers also struggled to navigate the range due to unclear positioning and inconsistent in-store communication.
Research & Insight
Comprehensive category analysis was undertaken across product ranges, channels, pricing tiers, and customer segments. This included consumer and trade interviews, focus groups, in-store mystery shopping, and direct engagement with channel partners to understand purchase behaviour, decision friction, and competitive leakage.
Strategy
A disciplined Good / Better / Best category architecture was introduced, clearly separating retail, trade, and builder propositions. Each tier was assigned a defined role, price point, and value proposition to protect premium margins, reduce cannibalisation, and capture an underdeveloped mid-market segment.
Technology & Development Process
Agile and Stage-Gate methodologies were applied to test range structures, pricing thresholds, packaging concepts, and in-store communication prior to full rollout. Iterative testing ensured clarity, simplicity, and channel alignment.
Commercialisation & Go-to-Market
Improved packaging design and clearer in-store communication enabled consumers to select the right product with confidence. Channel partners were engaged early through collaborative planning and structured presentations to support adoption.
Outcome
The re-architected category reduced margin erosion, strengthened premium positioning, unlocked new market share in the mid-tier segment, and improved consumer satisfaction through clearer choice architecture.