Ottawa, ON K1Y 1L5, CA

Case Study:

Yellow

Here we are going to explain the success story of a local merchandising company that successfully implemented Digital Transformation. We helped the business to grow 400% after 16 months of continuous transformation processes. Due to the privacy agreements, we call the company, “Yellow”.

Where did it all begin?

The first step of every Digital Transformation(DT) project is the situation discovery. What is the current state of the company, what are the processes, what is the current state of the related industry, what are the current gaps, and what are the resources. Regarding “Yellow”, it was a 20-year-old family merchandising company specialized in the food and cosmetics industry.

Where did it all begin?

The first step of every Digital Transformation(DT) project is the situation discovery.

What is the current state of the company, what are the processes, what is the current state of the related industry, what are the current gaps, and what are the resources. Regarding “Yellow”, it was a 20-year-old family merchandising company specialized in the food and cosmetics industry. It included 3 siblings and 2 employees handling the whole business from negotiating with foreign partners, importing, accounting, sales, marketing, and distribution. During our in-depth analysis, we discovered that the industry is growing really fast and the competitors are using novel Digital Marketing methods for promoting their products rather than the traditional marketing processes such as billboard ads. Moreover, they had a huge problem with their distribution channels because they out-sourced this important part of their business and their partnership was not well balanced. Their payments were delayed by months and this led them to avoid working on new products. With these two important points in mind, Marketgram started transforming “Yellow”.

It included 3 siblings and 2 employees handling the whole business from negotiating with foreign partners, importing, accounting, sales, marketing, and distribution. During our in-depth analysis, we discovered that the industry is growing really fast and the competitors are using novel Digital Marketing methods for promoting their products rather than the traditional marketing processes such as billboard ads. Moreover, they had a huge problem with their distribution channels because they out-sourced this important part of their business and their partnership was not well balanced. Their payments were delayed by months and this led them to avoid working on new products. With these two important points in mind, Marketgram started transforming “Yellow”.

How did it happen?

First, we started setting up the Digital Marketing department. This department was mainly responsible for increasing brand awareness, and digital market analysis for new product demand discovery. After 6 months of operations, “Yellow”’s Instagram account was recognized as one of the most successful FMCG media accounts among competitors.

How did it happen?

First, we started setting up the Digital Marketing department. This department was mainly responsible for increasing brand awareness, and digital market analysis for new product demand discovery.

After 6 months of operations, “Yellow”’s Instagram account was recognized as one of the most successful FMCG media accounts among competitors. They could successfully execute two influencer marketing campaigns to increase brand awareness among audiences in the region. After 12 months of operations, new demands were discovered in the market with targeted campaigns and new products were imported to the country.To resolve the distribution problem, we set up a direct sales and distribution department inside the company. With the latest inventory and distribution software solutions, they could track their stocks and significantly increase their payments. They could also sign contracts with the big chain stores in the country for direct presence in the stores.

They could successfully execute two influencer marketing campaigns to increase brand awareness among audiences in the region. After 12 months of operations, new demands were discovered in the market with targeted campaigns and new products were imported to the country.To resolve the distribution problem, we set up a direct sales and distribution department inside the company. With the latest inventory and distribution software solutions, they could track their stocks and significantly increase their payments. They could also sign contracts with the big chain stores in the country for direct presence in the stores.

What happened after the transformation?
Digital Transformation is an ongoing process. Once you decided to adopt, you have to keep updating your company. Based on the latest research from Harvard Business Review, Digital Transformation is more likely to be a managerial domain that technology adaption.

This is why we started by coaching the founders and managers to teach them the mindset of Digital existence. Moreover, we were responsible for training new employees. For the last 6 months, we operated as mentors to track their operations and keep them on track.

This is why we started by coaching the founders and managers to teach them the mindset of Digital existence.

Moreover, we were responsible for training new employees. For the last 6 months, we operated as mentors to track their operations and keep them on track. During this time, Yellow was expanding and added 15 new employees. We taught them the new ways of project management like Agile and improve their organizational culture to transform an old strict grouchy man to a young active, young, and energetic adult.

During this time, Yellow was expanding and added 15 new employees. We taught them the new ways of project management like Agile and improve their organizational culture to transform an old strict grouchy man to a young active, young, and energetic adult.

What is the current state?

As of today, “Yellow” expanded its products from 3 to 12, and a 400% increase in sales.

If you ask us what was the secret sauce for Yellow, we say, a bright-minded management board who were willing to go under a painful transformation was the secret sauce of the “Yellow” project.