Harvest Strategy

Updated on March 20, 2024
Article byKhalid Ahmed
Edited byKhalid Ahmed
Reviewed byDheeraj Vaidya, CFA, FRM

What Is Harvest Strategy?

A harvest strategy is a business approach to extract maximum profit from a product shortly before discontinuing it. This strategic maneuver optimizes short-term gains, eliminates resource-draining elements, and generates cash flow to support new ventures.

Harvest strategy

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Typically employed when a product reaches its market saturation point, the harvest strategy seeks to maximize profits while minimizing risk and maintaining customer satisfaction, facilitating a seamless transition. This strategy is commonly applied to products, businesses, or assets nearing the end of their life cycle and profitability.

Key Takeaways

  • The harvest strategy aims to optimize product revenue, eliminate unnecessary elements, and generate funds for new ventures prior to product discontinuation or closure.
  • Harvest strategies include passive, active, partial, delayed, selective, liquidation, divestment, gradual, mergers, and employee share ownership schemes.
  • Companies employ the harvest strategy in market saturation, loss-making, obsolescence, new product launches, resource constraints, cash flow enhancement, shareholder concerns, exit strategies, market transitions, and risk reduction.
  • The primary goal of the harvest strategy is to maximize profits before a product’s phase-out.

Harvest Strategy Explained

The harvest strategy is an approach to maximize profits from a product by reducing its expenditures. It finds its origins in the Growth-Share Matrix, introduced by the Boston Consulting Group. Initially designed to bolster shareholder value and confidence within a company, the strategy has evolved to encompass broader applications. Its implementation involves several key steps.

Companies begin by assessing the life cycle of a product pinpointing those nearing the end of their cycle. After identifying a suitable candidate, an in-depth analysis is conducted to evaluate the feasibility of implementing the harvest strategy. This entails calculating research, development, operations, and marketing expenses.

The objective is to extract the remaining value from the product, which entails determining the extent of resource and funding reductions required. Freed resources and investments are then redirected toward newer, more promising products. Customers are informed about these new offerings through strategic marketing initiatives. The harvest strategy is particularly valuable for short-term profit maximization, discontinuing unprofitable or saturated products, attracting new customer segments, and leveraging an existing customer base to introduce new products.

By reassigning resources and intensifying marketing efforts for fresh products, the strategy aids in maintaining competitiveness and interest while averting customer dissatisfaction. Shareholders also stand to benefit from enhanced share value and short-term profitability associated with the product. In essence, a harvest strategy serves as a tactical means to optimize profitability from an aging product while propelling the company forward with innovative offerings.

The harvest strategy has important effects. It can lead to downsides like losing market share, reduced innovation, and impacting employee morale. While it may sometimes boost short-term cash flow and investor confidence, it can also be an exit from a market or product. This helps companies focus on better opportunities and cut spending on weaker products. Yet, it may also cause decreased customer satisfaction and complaints, affecting the financial world. Investors use it for short-term cash, but shareholders might see it as a sign of uncertain long-term growth, innovation, and competitiveness, affecting profits.

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Companies have several motives for employing a harvest strategy, outlined below:

  • Saturated Product Market: When the market for a company’s flagship product reaches its saturation point or nears its end.
  • Loss-Making Product: If the company is incurring losses in maintaining a particular product.
  • Outdated Product: When a product loses its competitiveness due to becoming outdated.
  • New Product Launch: Companies may use the strategy to introduce an improved product within the same line.
  • Resource Allocation: Shifting resources from an older product to support a new one requires more investment.
  • New Market Troubles: If the company faces financial difficulties in a new market venture.
  • Cash Flow Generation: The strategy may be adopted to enhance cash flow.
  • Shareholders’ Confidence: Boosting shareholders’ confidence and share value by addressing concerns over declining sales or profits from an outdated product.
  • Exit Strategy: Facilitating an exit from an unprofitable brand, business, or market.
  • Market/Product Transition: Enabling a smooth transition from an existing product or market to a new one.
  • Risk Reduction: Mitigating risks associated with demand decline or uncertain matured product markets.


Harvest strategies are categorized based on a company’s market and objectives. They include the following types:

  • Passive Harvest: In this approach, a business or product can naturally decline over time. Investment is reduced, ensuring sustained profitability.
  • Active Harvest: This involves actively reducing marketing efforts and resources for a targeted product or business. It facilitates quicker reallocation of funds to newer opportunities.
  • Partial Harvest: Resources are primarily redirected to a new opportunity or product, with a partial amount retained for the existing product. This maximizes short-term profits while planning for future growth.
  • Delayed Harvest: Resources and funds remain invested in a product or business beyond saturation. This can be due to obligations, commitments, or transitioning to a new product.
  • Selective Harvest: A specific product variant is discontinued while others are retained, streamlining resources to meet customer demands effectively.
  • Liquidation Harvest: This involves ending a product or business entirely and liquidating associated assets, leading to an exit from the market.
  • Divestment: A product line, business unit, or division is sold to focus on core operations and recover investments.
  • Gradual Harvest Strategy: Profit maximization is pursued while gradually reducing resources, marketing costs, and funds.
  • Mergers: Firms merge with another entity to enhance synergies and overall profitability.
  • ESOPs (Employee Share Ownership Scheme): Employees are encouraged to buy shares, eventually transitioning the company into employee ownership.


Let us use some real and fictional examples to understand the topic.

Example #1

An illuminating case of a harvest strategy unfolds in Microsoft’s handling of its Windows XP operating system. Having basked in years of market dominance and success, Microsoft gradually discontinued support and updates for Windows XP. This deliberate maneuver prompted users to seamlessly transition to more contemporary versions, notably Windows 7 and 8.

This calculated shift allowed Microsoft to judiciously channel its resources towards cutting-edge operating systems, all while reaping revenue from these eagerly sought upgrades. In this deft application of a harvest strategy, Microsoft adeptly balanced legacy considerations with strategic innovation, yielding both sustainable growth and customer satisfaction.

Example #2

Imagine a tech company named InnovateTech made a smartwatch called “EcoWear” that lots of people like. Because many people love their smartwatch, InnovateTech makes a smart decision.

They decide to slow down on telling everyone about the EcoWear watch and spending money on making it even better. Instead, they want to make more money from the smartwatches they’ve already sold.

This helps them make a bunch of money right now, which they can use to work on making super cool new things like “FutureGadgets.” So, even though they’re not focusing as much on the EcoWear watch, they’re using its success to make new stuff.

Advantages And Disadvantages

It has certain pros and cons associated with itself, as discussed in the below table:

Maximizes profits before phasing outClosing a business or reducing resources can harm brand reputation if not executed strategically
Mitigates potential future losses for saturated productsDownsizing may lead to extensive employee layoffs
Enables easy redirection of resources to profitable venturesEmployees may view it as cost-cutting at their expense
Focuses firms on core expertise and business areasCompetitors may seize opportunities for market advancement and decrease a company’s market share
Enhances resource allocation for innovative opportunitiesCustomers may express dissatisfaction with declining product quality
Maximizes short-term profits for matured productsInnovation and long-term competitiveness may suffer
Increases cash flow as investment decreasesCompetitors could erode the company’s profits and market position over time
Boosts shareholder profits and confidenceA focus on short-term gains could compromise future competitiveness and adaptability

Frequently Asked Questions (FAQs)

1. What are the factors to consider when choosing a harvest strategy?

When deciding to employ a harvest strategy, it is essential to consider a range of crucial factors carefully. These include assessing the current position of the product within its life cycle – whether it is in a stage of maturation or decline. Furthermore, understanding the level of competition the product faces within the market landscape is paramount. The financial resources available to the company must also be evaluated, as they play a pivotal role in the successful execution of the chosen strategy.

2. What are the challenges of a harvest strategy?

The implementation of a harvest strategy comes with its own set of challenges and potential hurdles. One significant challenge involves the inherent risk that the product might lose its relevance or diminish in value before the company can fully reap its intended benefits. Additionally, rival businesses’ adoption of similar harvesting strategies could potentially lead to increased competition.

3. Can a harvest strategy be reversed?

It is important to note that a harvest strategy is not necessarily a permanent course of action. In response to shifts in market conditions, businesses have the flexibility to reverse this strategy. In such instances, a company might choose to reinvest in the product, aiming to revitalize its growth trajectory and regain a competitive edge – particularly if heightened demand or intensified competition emerges.

This article has been a guide to what is Harvest Strategy. Here, we explain its examples, types, reasons, advantages and disadvantages. You may also find some useful articles here –

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