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: Although IKEA’s core offering is cheaply priced furniture its physical stores offer a lot of other products related to home and living. In addition, IKEA stores usually have both a restaurant as well as a supermarket with Northern European products.
Learn more about IKEA →
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.
Learn more about Shell →
How they do it: Cewe offers all kinds of photo products. These range from photo books and calendars to gifts and phone cases.
Learn more about CEWE Color →
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.
Learn more about Flyeralarm →
How they do it: American Airlines core revenue comes from selling plane tickets but it uses cross-selling tactics to increase their revenue per seat. Examples for these are e.g. in-flight shopping, offer of ancilliary travel service such as rental cars or hotels.
Learn more about American Airlines →
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.
