Action1, a remote monitoring and management platform, recorded 275% growth in six-figure annual recurring revenue deals during the first half of 2026, according to Morningstar. The company did not expand its sales team in proportion to revenue. Instead, it changed how it packaged features — moving from single-product sales to modular bundles that existing customers could stack as their IT environments grew.

The mechanism was SKU expansion within the same customer account. Action1 broke its platform into separately priced modules: endpoint management, patch automation, vulnerability scanning, and compliance reporting. A customer who began with basic endpoint monitoring at $18,000 ARR could add patch automation for another $22,000, then compliance for $15,000, crossing the six-figure threshold without renegotiating the original contract. Each module solved a discrete problem the IT team already faced, so the upsell happened through usage, not a separate sales cycle.

This worked because the pricing aligned with how enterprise IT budgets are allocated. Security, infrastructure, and compliance often sit in different cost centers. By isolating each function into its own SKU, Action1 let buyers route each purchase to the department that owned the problem. The IT director who approved the first module did not need CFO sign-off to add the second. The cumulative spend grew past six figures through a series of five-figure decisions, each below the threshold that triggers procurement review.

A physical-product brand can run the same play by structuring the catalog so customers can expand within an existing relationship. Start with a core SKU at a price point the buyer can approve without escalation — typically under the department's discretionary limit. Then design complementary products that solve adjacent problems for the same user and price each one just below the approval threshold. The customer who orders 500 units of a branded tote at $4,200 can add 300 units of matching pouches at $3,800 and 200 notebooks at $2,900 without routing any single order through procurement. Total spend: $10,900. Total purchase orders: three, all under $5,000.

The product line must be modular but compatible. If the first order is a drinkware set for employee gifting, the add-ons are coasters, carry cases, and cleaning kits — items the same internal buyer needs once the drinkware is in use. Price each SKU so the sum of three to five orders exceeds the enterprise threshold, but no single line item does. This keeps the relationship inside the original buyer's authority and removes the delay of a second approval cycle. The margin comes from cumulative volume, not from raising unit price.

The catalog architecture matters as much as the pricing. Group products by use case, not by type. A "new hire kit" becomes the anchor SKU. The follow-on items — desk accessories, apparel, tech organizers — are presented as extensions of the same program, not separate categories. The buyer perceives each addition as optimizing an existing initiative, not launching a new one. The internal narrative is continuity, which is easier to approve than novelty.