Hard to tell without more specifics. I've only kept business that was marginally profitable if it was high volume and bought me lower COGs with other more profitable segments of the business (halo effect)

There's a lot to unpack here and obviously more than one answer. I'll give one example, I took over a business that had income-generating assets (B2B ) and services supporting those assets which also generated revenue (B2C). What we quickly realized was that the services side was not only losing money but these were better performed by others in the industry. So we outsourced the services side and gave up that revenue. We also significantly reduced costs because using third party providers were less expensive than having those resource in-house. We then changed the direction of the organization to be B2B sales focused versus trying to do all things. We started to turn a profit but it was painful. Our focus was on cash generation and annual recurring revenue growth - for us those were the key indicators of success. Find out what your company does best, project your growth and cash flow, see what your industry does...and use all of that to help inform your decision. Good luck