Diversification should solve a defined portfolio problem. Adding more healthcare products may broaden a list without improving its relevance. Start by identifying the concentration you want to review: one customer channel, one category or a small number of presentations.
Map the current portfolio
Group existing lines by the categories that matter to your business. Use real internal information where available and state when data are incomplete. Avoid treating catalogue entry counts as sales, demand or risk measurements.
Describe the gap
Write one sentence explaining why a new presentation is being considered. It might relate to a documented buyer request or an identified category gap. “It makes the catalogue larger” is not enough to establish commercial fit.
Screen additions individually
- Does the exact presentation relate to a documented requirement?
- Are the product and pack identifiable?
- Can your team obtain the information needed for destination review?
- Which operational and commercial assumptions remain unconfirmed?
Keep a separate reason for each shortlisted addition. Shared ingredients or category names do not make products interchangeable, and different pack artwork does not automatically create a new portfolio position.
Expand in reviewable steps
Use the Dr. ICO catalogue to build a small set of candidates. Confirm information for that set before expanding the enquiry further. A staged approach makes it easier to understand which unanswered questions could alter the decision.
Record the proposed addition, its purpose and the conditions for proceeding. Reassess when buyer evidence or product information changes. Diversification is then a documented portfolio choice rather than an unsupported expectation that more products will automatically improve results.
