It’s no secret in the consumer goods space that acquisitions are a viable and often profitable strategy for growth. These strategic building blocks have brought together some of the most iconic brands and formed industry powerhouses.
But the realities of bringing two distinct organizations together also means bringing together unique systems and data configurations that can stall any immediate gains anticipated as a result of the acquisition.
Nowhere is this more true or potentially more costly than in the area of trade promotion, where it’s likely that the individual organizations already have made significant investments — and very little visibility into data insight or return. This obstacle often paralyzes merging organizations as they wait to bring together complex systems such as ERPs and TPMs.
These foundational order and trade management systems will be critical to operations as the organizations turn from two into one, but their functionality is not imperative for gaining valuable insight into both organizations’ trade investment health and, thereby, into brand or product sustainability. Accomplishing this in a timely manner requires approaching the challenge not as a systems issue, but as a data issue.