{"id":121655,"date":"2026-08-11T11:15:05","date_gmt":"2026-08-11T09:15:05","guid":{"rendered":"https:\/\/www.fup-ag.com\/?post_type=case-study&p=121655"},"modified":"2026-08-11T11:18:01","modified_gmt":"2026-08-11T09:18:01","slug":"sales-optimization-and-clarity-in-the-sales-process-of-an-it-sme","status":"publish","type":"case-study","link":"https:\/\/www.fup-ag.com\/en\/case-studies\/sales-optimization-and-clarity-in-the-sales-process-of-an-it-sme\/","title":{"rendered":"Transformation and Digitalization of Marketing at a Consumer Goods Company"},"content":{"rendered":"
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Transformation and Digitalization of Marketing at a Consumer Goods Company<\/span><\/h1>

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In what context did the marketing transformation take place?<\/span><\/h2>

The case study describes the realignment and digital transformation of marketing at a consumer goods company<\/strong>. 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.<\/p>

A particular focus was placed on improving the go-to-market<\/strong> strategy for products<\/strong>. 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.<\/p>

The transformation project was supported by Harold J. Rubrech, a partner at F&P<\/strong>, through consulting and interim management services<\/strong>. The project approach combined strategic consulting, organizational realignment, process optimization, and the operational implementation of digital marketing structures.<\/p>

The focus was on both collaboration within the marketing department and the interfaces with purchasing and sales.<\/p> <\/div>\n <\/div>\n <\/div>\n <\/div>\n\n\n\n\n

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What challenges existed in the original marketing organization?<\/span><\/h2>

The initial situation was characterized by a fragmented marketing organization with several structural and operational problems.<\/p>

Marketing was divided among three separate teams<\/strong>. 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.<\/p>

Other challenges were:<\/p>