Consumer Goods companies are often multi-dimensional matrix organizations, with complex hierarchies. The business is organized based on product categories as well as geographical business units.
Financial marketing resources are usually planned and allocated based on products as well as geographies, which usually makes it quite difficult to trace marketing spend and report on what money was spent where, and for which purpose.
Designing and building a marketing information hierarchy
Replacing spreadsheets with a more sophisticated Operating System for the marketing department, is the basic step to handle the increasingly demanding marketing planning and reporting requirements.
Typically, a very large number of different spreadsheet formats, designed and used in an array of local variations, are converted to one common information structure in Musqot Marketing Planner.
Enabling performance insights with reporting and dashboards
Consumer Goods companies are among the most report intensive enterprises, with highly sophisticated demands for accurate documentation of planned, approved and spent amounts, as well as outcome in terms of sales, market share, target deviations etc. Salesforce powers the Report- and Dashboard engine of Musqot Marketing Planner. Custom templates are built for each customer in order to meet their every requirement for deep-dive reporting as well as high-level dashboards. The scope covers precisely all information handled in the system, sliced and diced as desired by each stakeholder in the organization.
Implementing operational marketing workflows
After all marketing information is migrated to Musqot Marketing Planner, and a data hierarchy is built to handle the financial, strategic and tactical requirements, automated workflows are configured in order to support the operational collaboration within the marketing department. Usually these workflows cover a much wider scope than what is handled by the company’s full-time marketers. On average there are at least as many other active users, that organizationally belong to Finance or Sales for example. Sometimes the number of secondary marketing stakeholders, who are instrumental to marketing planning and approval processes even though they do not work in the actual marketing department, outweigh the marketers many times over.
Significantly better marketing plan overview, across all involved organizational functions.
Highly improved financial control, in all steps from initial budgeting through approval steps and follow up.
Incredible time saving in reporting processes, and substantial gains in report quality and accuracy.
Massive gains in the marketing organization’s operational resource efficiency.
Concrete insights about WHERE and HOW marketing performance can be improved.
Increased internal understanding for the marketing function.
Higher recognition and mandate for the marketing department.
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