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An FMCG brand (food & beverage)FMCG

Bring assortment and media budget back to one demand judgment

Online, offline, and content platforms pulled assortment and budget in different directions. Demand sensing and scenario workshops restored an explainable decision rhythm.

Challenge

Scattered demand signals, slow decisions

Sales, inventory, content engagement, and channel feedback lived in separate systems. Category and marketing lacked a shared fact base for what to push or cut; budget moves lagged channel shifts.

Approach

Demand sensing + decision workshops + light productization

Unify critical demand signals

Pilot one category and region; align sales, inventory, and limited external signals into a weekly-readable demand view.

Decision workshops

Bind assortment and media budget into one agenda; leave with an actionable push/cut list and owners.

Light productization

Engineer the pilot view into a reusable internal panel or workflow — not a one-off report.

Outcome

Explainable assortment and budget cadence

  • Category and marketing share one demand view and decision minutes for the pilot region.
  • Weekly push/cut recommendations have clear inputs, outputs, and owners.
  • A method template that can extend to other categories without a black-box model lock-in.

Capabilities

AI consultingData scienceMarketing decision support

Book Discovery

Share industry and goals — we arrange a reference conversation against similar cases.

Client names are anonymized (e.g. “a national retail group”). Representative cases from company materials are client-authorized and desensitized. We do not invent Fortune 500 logos or unauthorized ROI percentages; outcomes are qualitative results and deliverable forms you can discuss in Discovery.