> Anyway, reducing product combinations is very common in the hospitality industry. A menu that is too bloated leads to customers being overwhelmed. I've stoppe

> Anyway, reducing product combinations is very common in the hospitality industry. A menu that is too bloated leads to customers being overwhelmed. I've stopped browsing my steam games list because I bought a few bundles a long time ago and now it's unmanageable... How selection affects sales is a point that shouldn’t be addressed by lean though. It might be that coffee has the paradox of choice, but IMO this is pretty unlikely (as there are standard drinks with the option to customise), but regardless, my broader point is that lean shouldn’t be defining the products you are selling - you should start with what customers want and work back from there. I’m in the U.K. but hot drink customisation is certainly a consumer trend, for instance Cafe Nero’s new slogan is “Your Drink, Your Way”. Taking a manufacturing perspective the less choice you offer consumers the cheaper production would be, so the same logic could be used to argue the customer offer down to a single drink. This is why lean tells us absolutely nothing about what the customer offer should be.