Customer Stories. Partners For Life.

Customer Stories

Whether building a plan to transform, or implementing a technology, the work we do is strategic and practical. We assist clients over the course of many years and initiatives, and are proud to have clients for life.

Click the challenges below to view the customer story.

Challenge—Enable ready access to millions of digital assets at leading CPG company

VIEW STORY

A leading CPG company was wasting $3.1 million annually on:

  • Inefficient searches for digital assets needed for marketing; packaging; online publishing
  • Effort spent recreating assets that couldn’t be found
  • Brand damage from using improper assets, i.e. wrong size, resolution
  • Risk incurred when outdated, expired assets were used
One Lost Digital Asset

What We Did

Coffee + Dunn marketing capabilities experts developed a plan to centralize digital asset management at a Fortune 500 food and beverage company. The marketing operations consulting firm undertook that task to:

  • Replace 13 internal and externally controlled systems with a single solution encompassing all disciplines and 18 brands, and involving 16 creative agencies and 5,000 users
  • Take a people-first approach to process and technology to reduce pain points organization-wide
  • Create an operating model with opportunities for both immediate and long-term benefit

How We Did It

C+D worked collaboratively with the $20 billion company on an actionable approach to:

  • Remove time and effort across the organization in locating and re-using available assets
  • Automate workflows and APIs to minimize manual work and free up resources
  • Associate usage rights, restrictions and other support information with each asset
  • Return control of assets to the marketing organization rather than multiple, external partners

Project Outcomes

At the end of just three months, a comprehensive, well engineered plan was in place to:

  • Meet the organization’s digital asset management needs based on in-depth understanding of unique asset lifecycles in an exceptionally complex environment
  • Deliver projected savings of 28,000 hours a year, monetized at $2.2 million to $4 million annually

 

Current State

The company’s digital asset management environment was inefficient, ineffective and costly.

 

Challenge – MarketingPilot implementation for mid-size institution

VIEW STORY

Student union’s in-house agency serves multiple internal customers with underdeveloped process structure, limited financial and project management visibility, and no ability to prioritize work to help internal customers meet revenue goals. In-house agency found to have gaps in key roles; resource levels inconsistent with forecasted volume; work requests insufficiently briefed upon initiation; and limited planning and collaboration across departments.

Buyer: In-house agency

CS-MRM

What We Did

In preparation for MarketingPilot deployment, C+D Change Management and Implementation consultants designed standard operating processes, prioritization criteria and responsibilities for union’s in-house agency. Activities include:

  • Leadership coaching for top-down support
  • Defined comprehensive communication plan to position implementation within greater marketing vision, and overcome user barriers to change
  • Invoked agile methodology for rapid design and user feedback

 

 

 

How We Did It

Turnkey implementation and change management approach leverages suite of off-the-shelf tools and resources. Activities include:

  • Identified highest impact project types for agile development
  • Facilitated process workshops with key stakeholders
  • Interview internal customers to identify potential roadblocks to change
  • Combination of on-site and off-site presence for efficient team engagement
  • Training program design with focused on-site desk side coaching and self-service job aids
  • 4-week duration

 

Project Outcomes

MRM solution deployed to all in-house agency and work requestors across internal customer groups. Specific outcomes and sample material include:

  • Defined work request submission criteria
  • Automated prioritization reporting
  • 25% reduction in non-aligned work within 3 months
  • 11% increase in creative development capacity

 

Training material:

CS Training Materials Compiled

Prioritized action plan:

CS2 Action Plan 3

Challenge – Aprimo implementation for large, complex retailer

VIEW STORY

North American retailer deployed leading MRM solution and DAM integration to 850 users across 5 brands, 4 creative agencies and shared services. Solution replaced multiple systems, required key integrations and customizations.  Pressure from CMO and senior leadership to lower marketing operating costs while extending digital capabilities.

Buyer: Centralized Marketing Operations

CS-MRM

What We Did

C+D team members responsible for full program management, business analysis roles, change management roles, DAM requirements and design. Activities include:

  • Managed full lifecycle (Scope > Requirements > Design > Config > Deploy/Train)
  • Sunset legacy creative review system
  • Design external MRM-DAM Integration
  • Full program management
  • Comprehensive change management and communication
  • Specify and manage customizations
  • Configure, train, test

How We Did It

Rigorous program management with 1500+ line project plan, track lead reporting structure, and formal deliverable acceptance. Activities include:

  • Dedicated PMO structure (1.5 FTEs)
  • Managed 20+ consultant, vendor, and client team members
  • Embedded change management personnel with business analysis activities
  • Held weekly/monthly communication to all impact users and leadership
  • Performed interviews, workshops, and document review to gather requirements
  • In parallel, specified and planned for Phase 2 ERP and P2P integrations
  • 6 month duration

Project Outcomes

MRM solution deployed to all targeted users within planned phase duration. Specific outcomes and sample material includes:

  • Seamless user experience across MRM and DAM solutions
  • 20% decrease in creative review cycle times
  • 10FTE reduction in traffic function

 

Subsequent financial planning and management phase “shovel ready”:

 

CS1 data flow

Challenge – Organizational design for complex global firm

VIEW STORY

Highly respected, multi-business global financial service firm challenged by complex organizational design and changes in business model with critical need to build global scale and responsiveness.

Buyer: VP Marketing Shared Services

case-study-organizational

What We Did

  • Reorganized marketing shared services, impacting 400 associates
  • Identified marketing technology gaps and developed roadmap to address
  • Duration:  2 months

 

 

 

How We Did It

Advisory consultants worked with the client to formalize a path (and specific actions) to achieve their desired future state. Deliverables:

  • Current state analysis
  • “Quick hit” improvement recommendations
  • Marketing operating model for LOB and shared service marketing organizations
  • End-to-end marketing process definition
  • Marketing technology roadmap
  • Stakeholder/Executive communication plan

 

 

Project Outcomes

  • Common End-to-End process for Marketing
  • Removed process ambiguity via shared services and LOB alignment on planning and execution,
  • Ability to respond to changes in volume; scale up and down
  • Marketing technology plan that enables optimum operating model, and overcomes silos
  • Division of labor between Sales and Marketing

CS 4 Org Design4

  • Protocol for Region vs. HQ responsibilities and decision-making authority

Challenge – SAS (AssetLink) implementation for domestic grocer

VIEW STORY

Domestic grocery chain coped with limited visibility into marketing development pipeline and spend, born out of unintegrated banner acquisitions.

Buyer: CMO

case-study-limited

What We Did

  • Assess current state planning process across finance shared services and marketing execution channels
  • Decompose annual media and business planning processes to identify intersections
  • Facilitate senior manager works sessions to reengineer tactical planning processes
  • Identify planning dimensions as basis for financial and project management information designs

How We Did It

Advisory consultants worked with client and technology vendors to design marketing system of record, process requirements and reporting requirements. Deliverables:

  • Current state diagnosis of Marketing Operations
  • Fit/gap assessment, with transformation roadmap to address key gaps
  • Improvement recommendations & action plan (people, process, technology)
  • Executive summary and stakeholder debrief
  • Communication plan to build support, 300 associates impacted
  • Duration:  4 weeks

Project Outcomes

  • Marketing operations priorities for multi-year planning horizon
  • Organizational context for internal and external interactions
  • Understanding of highest-order operational barriers
  • Definition of business drivers for marketing and implications
  • Improvement responsibilities for direct reports
  • Implementation of Marketing Resource Management solution

 

 

Phase Roll Out Plan:

CS3 Fin Plan