Why productising your consulting services could be brilliant… or a big mistake

Over the last few years, I’ve spoken with hundreds of consultancy leaders and a recurring theme keeps emerging: “We’re exploring productisation.”

It’s a tempting proposition. Create something repeatable. Shorten the sales cycle. Generate recurring revenue.

Done well, productisation can open doors, build trust faster and diversify your income. But it’s not without risk. And it’s rarely as straightforward as it first seems.

Understand the difference first

Before you go too far down the path, it’s worth taking a step back to understand what productisation really means in a consulting context: why it works, when it doesn’t and how to approach it in a way that complements rather than competes with your existing business model.

There are two common paths I see consultancies exploring – both valuable, but very different.

Products for prospects

It’s essentially a small, fixed-price offer that helps people say yes to working with you. Think a two-week diagnostic. A strategy sprint. A leadership workshop. Something that’s easy to buy, delivers value fast and allows you to land and expand.

Productisation

True productisation means building something you can sell at scale. You’re moving away from bespoke consulting into something more standardised. Maybe it’s software. Maybe it’s a diagnostic tool. Maybe it’s a content subscription or access to a team via retainer.

It sounds great, and it can be. But here’s the warning: It’s not just a product. It’s a new business.

Different sales model. Different marketing approach. Different delivery process.

And if no one in your team has done it before, it’s a steep learning curve. I’ve seen firms get it right. I’ve also seen them lose a year chasing something that never really lands.

And perhaps more dangerously, I’ve seen productisation cannibalise core revenue.
You don’t want your £200-a-month product replacing your £20,000-a-month consulting offer.

So if you’re going down this road, make sure it strengthens your proposition – not competes with it.

The big mistake: confusing one for the other

One of the most common things I see is consultancies putting loads of energy into a “product” that’s actually just a pre-scoped service – then wondering why it doesn’t scale.

Or launching a productised offer that feels miles away from what they’re known for – and then struggling to sell it.
Be clear on what you’re trying to achieve:

• Do you want to open more doors and win more consulting work? That’s a product for prospects.
• Do you want to build something scalable that lives alongside your consultancy? That’s true productisation.

Different tools for different jobs.

Why choose products for prospects

There are some good reasons this approach is gaining traction.

• More accessible offerings – Not every client is ready to commit to a large transformation programme. Products for prospects can offer a lower barrier to entry
• Stronger sales and marketing – Tangible, well-defined products are often easier to market and easier to buy

How to productise your consultancy offer

If your goal is to scale your business in a completely different way – and you’ve got the capacity to build, market and sell something productised – then by all means explore that route. But do it with your eyes wide open.

Here are three key principles I’ve observed in consultancies that have successfully productised.

1. Build from what already works. Look at what you’ve done repeatedly. Where have clients asked for similar deliverables or outcomes? That’s your raw material.
2. Package clearly. Every product should answer three questions instantly: What’s the problem? What’s the outcome? What’s the price?
3. Pilot before you scale. Test your offer in a low-risk setting. Gather feedback. Refine. Only then should you consider a broader rollout.

Common risks and mistakes to avoid

• Cannibalisation. If your product competes directly with your higher-value services, you may end up shrinking revenue rather than growing it.
• Strategic drift. Avoid launching products that stray too far from your core proposition. It dilutes your focus and confuses your audience.
• Underestimating the shift. Selling products is a different game. Different marketing. Different sales approach. Different delivery model.
• False quick fix. Some firms turn to productisation in reaction to lost clients or revenue dips. But without a strong foundation, even the best product will struggle to land.

Is productisation the right move for your firm?

It could be.

But it’s a strategic decision, not a side project. If you’re considering it, be clear about:

• what you want productisation to achieve
• how it aligns with your consulting proposition
• who will lead it and how it will be executed
• whether you have the capability to market, sell and deliver it.

In many cases, the best place to start is with a product for prospects. A clear, low-risk offer that builds trust and leads naturally to bigger engagements.

Final thoughts

Productisation can support growth when it is strategically sound and tightly aligned to your core value.

But it’s not just about packaging your IP. It’s about understanding your clients’ pain points, creating something they can easily buy and making sure it either leads them back to your premium offer or is a source of long-term recurring revenue.

If you’re considering productisation, start small, test it with a product for prospects first. Stay focused. And most importantly, make sure it complements rather than compromises your business.

Want to explore further?

We ran a workshop on ‘The power of productisation’ which TCGN members can watch on the Growth Hub.

If you’re not a member and would like to chat to us about how we can help you grow your consultancy, book a call below: