> 10,000 employees | 2023-2024
Position: Head of Marketing (Interim Mandate)
Po
A globally renowned company in the industrial sector restructured its business units without adapting its marketing. The result was a massive overload in the marketing department.
Initial situation
The department was struggling with a far too high number of campaign projects that were specified by product management. A significant proportion of projects could not be accepted. The bottleneck was exacerbated dramatically by a very high sickness rate, burnout cases, high staff turnover and unfilled positions.
Measures and results
- Analysis of the structural and process organization in marketing and derivation of organizational changes and measures.
- Stabilization of the team situation through people-oriented leadership with trust, integrity and delegation of authority.
- Elimination of rigid rules and processes and delegation of decision-making powers
- Introduction of product marketing in all business units by establishing globally responsible marketing managers in the individual business units.
- Development of global marketing strategies and tactical marketing plans for the individual business units.
- Introduction of a marketing strategy for global wholesale and digital marketplaces
- Introduction of a sales-oriented field marketing team for a key market region to develop and implement an individual marketing strategy including all sales channels in this region.
Result
- Marketing activities were reduced but focused on the markets and customers of the respective business units, resulting in improved campaigns, KPIs and, in some cases, demonstrable increases in sales.
- The global marketing strategy, embedded in the strategy of the business divisions, allows long-term development of products and positioning for the first time.
- The successful support of wholesalers with their own marketing strategy can be demonstrated by concrete increases in sales for individual partners.
- Increased motivation
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