In this model, services or products from a formerly excluded industry are added to the offerings, thus leveraging existing key skills and resources. In retail especially, companies can easily provide additional products and offerings that are not linked to the main industry on which they were previously focused. Thus, additional revenue can be generated with relatively few changes to the existing infrastructure and assets, since more potential customer needs are met.
How they do it: Cewe offers all kinds of photo products. These range from photo books and calendars to gifts and phone cases.
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How they do it: In a Starbucks, customers may find a selection of conventional food and beverage options (e.g. coffee, pastries). Starbucks cross-sells a host of other products via its stores: For instance, coffee mugs or other merchandise.
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How they do it: Aldi combines the selling of groceries with weekly changing non-food offers. The attractive non-food offers attract a lot of customers to their store including those who might wouldn’t shop their otherwise.
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How they do it: Flyeralarm starting with flyers, added various other products to its portfolio, all having in common to be able to be individualized with a company’s brand / name.
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How they do it: Royal Dutch Shell gas stations began selling items unrelated to petrol already in the 1930s. For instance, food and beverages, magazines, household goods etc. This leveraged the network of existing infrastructure to cross-sell a wide array of various products to the same customer base.
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Below, the top industries for the pattern "Cross Selling" are displayed, in order to get insights into how this pattern is applied across different industries. We've collected data from 5 firms using this pattern.
Below, the pattern "Cross Selling" is analyzed based on co-occurrence, in order to get insights into how this business model pattern is applied in combination with other patterns within the firms we studied.
