Slice the Recurring Revenue Intelligence model along the product axis and every product, down to its sub-components, delivery platform and content type, carries its own revenue, usage, cost and ROI. Which products are earning their keep stops being a debate.
We enable product architecture and taxonomy as the product foundation for decision-making by the CPO and the product organisation:
Bundle ARR is split to components on a consistent, IFRS 15-aligned basis, so each part has real economics: revenue, cost, margin, ROI.
Heavy use earns the renewal; unused breadth is down-sell exposure to repair before the customer discovers it at renewal.
Co-used components argue for the bundle; components that never get opened argue for a cheaper tier and a stronger attach motion, decided with data rather than instinct.
A product is not one line in a price book. The product perspective decomposes every offering into a hierarchy of measurable parts, then attaches the full measure set to each level.
Product › sub-components › delivery platform › content type. A "premium intelligence" package resolves to specific datasets, report series, delivery channels and formats, each individually addressable.
Interest (engagement before purchase), sales, ARR and revenue, usage after purchase, cost to serve and ROI, plus active customers per product, price upgrade / downgrade and licence-upsell movements, cross-sell ARR, and CSAT / NPS per product. The full arc from attention to margin, at every level of the hierarchy.
Because product cells share customer and journey keys with every other measure, "usage of product X" is immediately "usage of product X, by cohort, at renewal" with no re-derivation.
A bundle booked as one line blends the economics of its components: usage and revenue can never be joined, and every repackaging cycle rewrites history. The model allocates bundle revenue to components consistently, aligned with the IFRS 15 treatment of performance obligations, so the bundle becomes a packaging decision rather than a reporting problem.
Each component carries its own revenue, cost, usage and ROI, so you can see which components actually earn the renewal and which are dead weight.
New packages are constructed from observed co-purchase and co-usage within cohorts, with eligible accounts counted across the base, rather than from portfolio intuition.
Because every change is evaluated at component level, a bundle swap decomposes into its real movements (expansion, cross-sell, down-sell) and GRR / NRR stay honest through repackaging.
A discovery session assesses how far your product hierarchy and usage data can already support the product cut.