Consumer Packaged Goods (CPG)
Reclaim market share, modernize the digital customer experience, lay the foundation for D2C sales, and build a scalable marketing engine across six distinct consumer brands.
Our client — a large US-based manufacturer with a portfolio of B2B and B2C brands — was grappling with internal friction, shifting market dynamics, and a fractured digital presence. Each brand operated with its own goals, challenges, and level of maturity, from legacy lines losing ground to competitors to under-the-radar brands struggling for awareness. Compliance hurdles limited their e-commerce potential, and conflicting priorities across departments slowed progress. With SKU sprawl, outdated sites, and disconnected strategies, the organization lacked the alignment and infrastructure needed to compete effectively or grow.
Frequent swings in raw material prices made cost control difficult and increased margin pressure.
Strict material safety and regulatory compliance limited marketing and e-commerce capabilities.
Each brand served different customers — from industrial clients to big-box buyers to weekend DIYers. Their one-size-fits-all marketing approach wasn't working.
Flagship brands had lost share to European competitors during COVID-era supply chain disruptions.
The organization wanted to focus on future technologies and sustainability, but the core business needed immediate help.
Disparate websites, tool stacks, and disconnected internal processes prevented scale and undermined digital effectiveness.
With six brands, competing priorities, and layers of complexity, jumping straight into execution wasn't an option. Even with existing research on hand, we knew surface-level insights wouldn't cut it.
That is why we implemented Atlas™ — our strategic discovery framework designed to bring clarity to complex business initiatives. Atlas provided us the foundation we needed to make informed decisions, move with purpose, and build a plan that worked across the entire portfolio.
We conducted stakeholder interviews across brand, marketing, IT, and executive teams, led collaborative goal-setting and positioning workshops tailored to each brand, and developed a shared view of success and rebalanced focus between innovation and core brand needs.
We audited all brand websites, product catalogs, media performance, and analytics frameworks, mapped the full customer journey across both B2B and B2C segments, and identified SKU bloat and messaging disconnects impacting performance.
We built a clear prioritization matrix to align internal teams and focus investments. We began the process of replatforming all six brand websites with a modern, UX-forward approach, then launched performance media, influencer campaigns, and B2B lead-gen programs, and introduced executive reporting and dashboarding to track media, sales, and operational impact.
The outcomes of this work reached deep into the organization — creating alignment, eliminating roadblocks, and enabling smarter, faster decision-making across the board.
By uniting marketing, IT, and leadership through collaborative workshops and stakeholder interviews, we dismantled silos, fostering a cohesive environment that streamlined priorities and reduced internal friction.
Rebalancing the focus between innovation initiatives and core brand needs allowed teams to concentrate on strategies that directly drive growth, eliminating peripheral distractions.
Establishing a unified definition of success empowered teams to make informed decisions swiftly, reducing ambiguity and enhancing responsiveness in a fast-paced market.
A robust discovery process can accelerate alignment across business units, marketing, and product.
Marketing transformation isn't just about messaging and media — it's about building infrastructure, visibility, and momentum.
With Atlas, our client gained not just short-term results but a sustainable model for digital maturity and long-term growth.