Digital Product Passport 2026: Turning QR Scans into Revenue

The Digital Product Passport (DPP) is often seen as a compliance exercise. In reality, it opens up new opportunities to reduce costs and generate additional revenue directly at the product touchpoint. The key lies in how the DPP is designed and used.

1. The Digital Product Passport: More than a regulatory obligation

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With the Ecodesign for Sustainable Products Regulation (ESPR) taking effect, the Digital Product Passport will become mandatory step by step starting in 2026.

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For many manufacturers, it first appears as another cost factor because labels, software, data collection, and maintenance all require investment.

However, the actual costs per product are relatively low, typically within a few cents. Including all expenses, the total cost per item averages around €0.40. The real opportunity lies not in cost control but in how intelligently the DPP can be leveraged to create value.

The QR or NFC code on the product already fulfills three core prerequisites for effective customer activation:

1. Audience: The product user.
2. Location: Directly on the product.
3. Timing: At the exact moment of use, maintenance, or issue.

What is often missing is relevant content. Once the DPP includes valuable information beyond mandatory data, such as troubleshooting guides, spare part orders, or booking options, it becomes a measurable business asset.

2. Three revenue levers in the scan moment

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Every scan can create measurable value. Three approaches have proven particularly effective.

a) Fix – Enable customers to solve issues on their own

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When users can access self-help content or how-to videos through the DPP, support tickets and hotline calls decrease.

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Metrics such as Ticket Deflection Rate, First Time Fix Rate (FTF) and Mean Time to Resolve (MTTR) reflect the direct impact.

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Even a 15 percent deflection rate can lead to significant cost savings.

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b) Buy – Sell spare and accessory parts directly

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Through the DPP, customers can purchase compatible parts immediately. This reduces incorrect orders and returns while increasing Scan to Cart revenue.

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For long-lasting products, this also enables recurring revenue streams.

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c) Book – Offer service booking on demand

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Maintenance, installation, or upgrades can be scheduled directly from the DPP scan. This increases planning accuracy and service utilization.

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Key metrics include Scan to Book Rate, No Show Rate, and Average Order Value (AOV) for services.

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Across all three models, the key indicator is Value per Scan, the economic value generated per user interaction.

Formula:
(Revenue from parts + Service revenue + Saved support costs) ÷ Number of scans

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3. Measuring success: The key KPIs

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Companies that use the DPP proactively should manage it as a digital performance channel.
Meaningful KPIs include:

• Value per Scan – average financial contribution per scan
• Repeat Scan Rate – measures content relevance and retention
• Scan to Conversion Rate – share of scans leading to an action
• Deflection Rate – share of support requests solved without tickets
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These indicators make DPP initiatives measurable and comparable with traditional digital touchpoints.

4. Best practices for implementation

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1. Separate compliance and commercial content:
Regulatory data, such as materials, origin, or environmental impact, should be clearly separated both technically and editorially from value-adding content like service information or spare parts.

2. Keep content dynamic:
Regular updates increase repeat scans and average engagement time.

3. Start small and learn fast:
A pilot with ten SKUs, one playbook such as Buy, two QR touchpoints, and a 30-day test window provides valuable insights.

4. Build cross-functional ownership:
A functioning DPP is not an IT project. It is part of the customer experience.
Sales, service, product management, and sustainability teams must work together closely.

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5. Common pitfalls to avoid

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• Starting too broad: Trying to digitize too many product lines at once slows progress.
• Lack of measurement: Without clear KPIs, the business case remains invisible.
• Unclear responsibilities: Missing governance structures lead to duplicated data paths.
• Poor QR implementation: Codes that are hard to find or scan drastically reduce engagement.
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6. From obligation to opportunity

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Implemented correctly, the Digital Product Passport becomes a platform for ongoing customer engagement.
It combines regulatory transparency with commercial impact.

• Lower support costs
• Additional service and spare part revenue
• Stronger customer relationships through direct product access

Companies that act early and strategically will turn regulatory requirements into long term competitive advantages.

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