CHALLENGE

A leading multinational beauty company, with aggressive recent growth in Brazil due to the launch of new brands and acquisitions, sought help in organizing the marketing & trade marketing processes for one of its recent acquisitions. The main challenge was related to the lack of coordination between the innovation time-to-market and the trade marketing execution in points of sale, generating a downside impact in Sell Out of ~30% of net revenue.

APPROACH

The project re-designed the entire cycle, from ideation to product launch and placement at the point of sale, which included:

• Re-defining details of all the processes involved
• Clarifying roles and responsibilities of each area
• Defining KPIs
• Designing a governance model

Integration also supported the implementation of the entire new model with pilots per process and meetings with customers and distributors whilst involving the entire group in decision making.

RESULT

The project delivered customer-centric and integrated Marketing & Trade Marketing processes with:

• A coordinated platform between all areas
• Innovation launch packs now delivered on time in full
• Successful marketing campaigns with integration not only inside the acquired company but also between itself and the group
• Sales recovery with 20% YoY growth in year 2
• Increased target SLA to be able to answer 95% of distributor requests in 24h.

CHALLENGE

A leading global ingredients solutions company was having difficulty in developing a marketing area capable of providing both short term commercial support and long-term product innovation, without impacting the day to day business.

In addition to this, the area had poor connections with the regional and global organizations, was not leveraging R&D and did not have clear priorities for projects and trade marketing initiatives. Information management, marketing routine efficiency and interactions with the commercial area were pain points that generated a weak pipeline and lack of clarity in roles. This all culminated in an operational marketing organizational structure.

APPROACH

Integration supported with the design of a new Marketing Cycle considering all deliverables, routines and interfaces and providing clarity on local and regional roles, separating the interactions and guaranteeing the team’s focus. Together with the client we developed a prioritization scorecard and connected all R&D routines with each business area, whilst streamlining product innovation. In addition, we clarified all roles and responsibilities creating a matrix and tools that helped tracking and supporting the day to day.

RESULT

The Marketing area gained more relevance inside the company, maturing from an operational sales arm into a strategic partner capable of managing client segments and long-term trends across the region through a close interface with a cutting edge R&D team.