Lightening Listening had grown fast, adding retail customers at a rapid pace. The company$$s

design IP and patented manufacturing process had helped it create Bluetooth audio products

$($mini speakers, headphones, hearing aids, amplifiers, hearing protection, etc..$)$ with amazing

sound quality. However, such rapid growth had not been without challenges. The company$$s

number of products had grown rapidly at the same time that the number of new retail customers

had ballooned.

Bob Lightning, the founder, came into your office to discuss his concern about the situation.

Bob was an engineering genius with an audiophile$$s passion. He started the business eight years

ago when his son suffered hearing damage at a concert.

Bob: $$I got a call yesterday from the head of sales support. They want to add five new

positions and a new expensive CRM software. I am wondering if this added expense

makes sense.

We have grown so fast, I really don$$t know our customers anymore. I want to know

who we are selling to and how they contribute to profit. I have always been told that the

top customers make up the most profit in many businesses.

I am also concerned about our product creep. We have so many models now....does it

all make sense? Which of our products are most profitable? Are there products we should

stop selling?

I asked IT to send you the last three months of sales by customer and model so you

can get me some answers.$$

Questions to answer:

$1.$ What vendors make up the top $80\%$ of profit?

$2.$ How do the remaining vendors contribute to profit?

$3.$ How does each model contribute to profit?

$4.$ What model do our top vendors buy?

$5.$ What models should we consider discontinuing?