Transformation and Digitalization of Marketing at a Consumer Goods Company
In what context did the marketing transformation take place?
The case study describes the realignment and digital transformation of marketing at a consumer goods company. The goal was to transform a marketing organization that was structurally fragmented and characterized by complex processes into an integrated, digitized, and consistently market-oriented unit.
A particular focus was placed on improving the go-to-market strategy for products. New products and portfolio initiatives were to be brought to market more quickly, in a more coordinated manner, and in a way that better targeted specific audiences.
The transformation project was supported by Harold J. Rubrech, a partner at F&P, through consulting and interim management services. The project approach combined strategic consulting, organizational realignment, process optimization, and the operational implementation of digital marketing structures.
The focus was on both collaboration within the marketing department and the interfaces with purchasing and sales.
What challenges existed in the original marketing organization?
The initial situation was characterized by a fragmented marketing organization with several structural and operational problems.
Marketing was divided among three separate teams. This led to silos, differing work styles, and time-consuming coordination processes. At the same time, roles and responsibilities were not clearly defined. As a result, decisions could not always be made efficiently, and tasks could not be clearly assigned.
Other challenges were:
- unclear roles and responsibilities,
- high cost structures,
- complex organizational and technical interfaces,
- insufficient cooperation with the purchasing and sales departments,
- A lack of consistent processes within the marketing department.
The decentralized organizational structure also made it difficult to maintain a consistent focus on the market and target audiences. At the same time, outdated IT infrastructure and insufficiently integrated systems prevented efficient, data-driven marketing management.
What were the goals of the marketing realignment?
The primary objective was to restructure the marketing organization from a strategic, organizational, and technological perspective.
To this end, the three existing marketing teams were to be consolidated into a single marketing division. At the same time, clear roles, structures, and responsibilities had to be established so that tasks could be clearly assigned and decisions made more quickly.
The key project objectives included:
- the realignment of the marketing strategy,
- the merger of the three marketing teams,
- the definition of clear roles and responsibilities,
- the simplification and automation of marketing processes,
- improving collaboration with Purchasing and Sales,
- a consistent focus on the market and target audiences.
Product-related marketing initiatives should be coordinated with the purchasing and sales departments at an early stage. The goal was an integrated go-to-market process that combines product planning, target audience engagement, brand communication, point-of-sale marketing, media planning, and sales.
Furthermore, the digitization of marketing should not be limited to individual applications. The goal was to create a holistic solution that integrates marketing planning, analytics, budget management, media management, and performance marketing.
How was the marketing transformation implemented?
The implementation combined organizational integration, process optimization, and digital transformation.
The three marketing teams were merged, silos were broken down, and roles, responsibilities, and decision-making processes were redefined.
A key focus was on the digitization and automation of planning, analytics, and budget management. At the same time, key areas such as brand management, point-of-sale (POS) marketing, advertising budget management, media planning, and performance marketing were further developed.
With the integration of PIM and MAM systems, as well as other partner and booking systems, the technical infrastructure was also modernized.
At the same time, collaboration with the purchasing and sales departments was strengthened in order to align marketing initiatives more closely with market, product, and sales objectives.
What measurable results did the transformation achieve?
The realignment led to significant improvements in the organization, digitization, and operational performance of the marketing department.
Process efficiency was increased by more than 60 percent. Thanks to clearer lines of responsibility, streamlined workflows, and greater automation, coordination efforts and process times were significantly reduced.
The level of digitization rose to over 50 percent. This was driven in particular by integrated planning, digital analysis and budgeting processes, and the integration of PIM, MAM, partners, and booking systems.
Other findings included:
- Increase in product sales by more than 30 percent,
- partial transformation of the WKZ processes into a profit center,
- faster and more coordinated go-to-market processes,
- Establishing a marketing department without organizational silos,
- Replacement of legacy IT systems,
- a stronger focus on the market and target audiences,
- Improved collaboration with Purchasing and Sales.
As a result, the organization evolved from separate teams and complex structures into an integrated, digitized, and market-oriented marketing department.
FAQFrequently Asked Questions
Which processes are particularly well-suited for digitization in marketing?
Marketing planning, budget management, analytics, media planning, performance marketing, and the management of advertising subsidies are particularly relevant. The integration of PIM, MAM, and booking systems also creates a shared database and reduces manual tasks.
How can you improve sales in a small business?
The most effective measures are:
- Clear Definition of Roles and Responsibilities
- Analysis of Individual Sales Competencies
- Use of Structured Tools for Performance Evaluation
- A combination of strategic and personal development
Especially in the SME sector, this holistic approach quickly leads to measurable improvements.
What does “go-to-market” mean in consumer goods marketing?
“Go-to-Market” refers to the structured process used to successfully launch new or existing products into the market. This includes, among other things, defining the target audience, positioning, product information, pricing and distribution channels, point-of-sale (POS) activities, media planning, and coordination between marketing, purchasing, and sales.
How can collaboration between marketing, purchasing, and sales be improved?
Better collaboration is achieved through joint planning processes, clearly defined points of contact, and aligned goals. Relevant data should be centrally available, and responsibilities must be clearly defined across departmental boundaries. This allows marketing initiatives to be more closely aligned with customer needs, product strategies, and sales goals.
