THE
PRACTICE
THE PRACTICE
THE PRACTICE
WORK
WORK
Media Growth Architecture
In-Housing Design & Audit
Agency Transition and
Operational Excellence
Executive Marketing Counsel
Marketing
Leadership Acceleration
/ WORK
Media
Growth Architecture
Global F&B brand, MENA region
THE SITUATION
A market-leading food brand was operating under sustained commercial pressure in the MENA. Share erosion driven by category saturation, increased competitive set, and a consumer base shifting its spending patterns. The client had increased media investment, improved measurement infrastructure, and refreshed creative, yet commercial performance continued to disappoint against global benchmarks. The was reporting activity but was not reporting growth.
THE INTERVENTION
Restructured the commercial team architecture by introducing commerce-driven talent at the decisionmaking layer. Redirected investment from media amplification toward marketing science and modelling services. Designed and implemented a marketing mix modelling capability that enabled bottom-up, evidencebased decisions on the marketing and product calendar, by seasonality, by consumer demand signal, by channel ROI. Shifted the operating culture from precedent-based planning to data-first decision-making.
THE OUTCOME
Sales pacing recovered across the planning cycle. Brand sentiment stabilised. Marketing mix modelling was adopted as the operating standard for investment decisions. Internal marketing capability was upskilled to own and sustain the data infrastructure. The moved from reporting media outputs to reporting commercial outcomes.
/ WORK
Media
Growth Architecture
Global F&B brand, MENA region
THE SITUATION
A market-leading food brand was operating under sustained commercial pressure in the MENA. Share erosion driven by category saturation, increased competitive set, and a consumer base shifting its spending patterns. The client had increased media investment, improved measurement infrastructure, and refreshed creative, yet commercial performance continued to disappoint against global benchmarks. The was reporting activity but was not reporting growth.
THE INTERVENTION
Restructured the commercial team architecture by introducing commerce-driven talent at the decisionmaking layer. Redirected investment from media amplification toward marketing science and modelling services. Designed and implemented a marketing mix modelling capability that enabled bottom-up, evidencebased decisions on the marketing and product calendar, by seasonality, by consumer demand signal, by channel ROI. Shifted the operating culture from precedent-based planning to data-first decision-making.
THE OUTCOME
Sales pacing recovered across the planning cycle. Brand sentiment stabilised. Marketing mix modelling was adopted as the operating standard for investment decisions. Internal marketing capability was upskilled to own and sustain the data infrastructure. The moved from reporting media outputs to reporting commercial outcomes.
/ WORK
Media
Growth Architecture
Global F&B brand, MENA region
THE SITUATION
A market-leading food brand was operating under sustained commercial pressure in the MENA. Share erosion driven by category saturation, increased competitive set, and a consumer base shifting its spending patterns. The client had increased media investment, improved measurement infrastructure, and refreshed creative, yet commercial performance continued to disappoint against global benchmarks. The was reporting activity but was not reporting growth.
THE INTERVENTION
Restructured the commercial team architecture by introducing commerce-driven talent at the decisionmaking layer. Redirected investment from media amplification toward marketing science and modelling services. Designed and implemented a marketing mix modelling capability that enabled bottom-up, evidencebased decisions on the marketing and product calendar, by seasonality, by consumer demand signal, by channel ROI. Shifted the operating culture from precedent-based planning to data-first decision-making.
THE OUTCOME
Sales pacing recovered across the planning cycle. Brand sentiment stabilised. Marketing mix modelling was adopted as the operating standard for investment decisions. Internal marketing capability was upskilled to own and sustain the data infrastructure. The moved from reporting media outputs to reporting commercial outcomes.
/ WORK
Media
Growth Architecture
Global F&B brand, MENA region
THE SITUATION
A market-leading food brand was operating under sustained commercial pressure in the MENA. Share erosion driven by category saturation, increased competitive set, and a consumer base shifting its spending patterns. The client had increased media investment, improved measurement infrastructure, and refreshed creative, yet commercial performance continued to disappoint against global benchmarks. The was reporting activity but was not reporting growth.
THE INTERVENTION
Restructured the commercial team architecture by introducing commerce-driven talent at the decisionmaking layer. Redirected investment from media amplification toward marketing science and modelling services. Designed and implemented a marketing mix modelling capability that enabled bottom-up, evidencebased decisions on the marketing and product calendar, by seasonality, by consumer demand signal, by channel ROI. Shifted the operating culture from precedent-based planning to data-first decision-making.
THE OUTCOME
Sales pacing recovered across the planning cycle. Brand sentiment stabilised. Marketing mix modelling was adopted as the operating standard for investment decisions. Internal marketing capability was upskilled to own and sustain the data infrastructure. The moved from reporting media outputs to reporting commercial outcomes.
/ WORK
Media
Growth Architecture
Global F&B brand, MENA region
THE SITUATION
A market-leading food brand was operating under sustained commercial pressure in the MENA. Share erosion driven by category saturation, increased competitive set, and a consumer base shifting its spending patterns. The client had increased media investment, improved measurement infrastructure, and refreshed creative, yet commercial performance continued to disappoint against global benchmarks. The was reporting activity but was not reporting growth.
THE INTERVENTION
Restructured the commercial team architecture by introducing commerce-driven talent at the decisionmaking layer. Redirected investment from media amplification toward marketing science and modelling services. Designed and implemented a marketing mix modelling capability that enabled bottom-up, evidencebased decisions on the marketing and product calendar, by seasonality, by consumer demand signal, by channel ROI. Shifted the operating culture from precedent-based planning to data-first decision-making.
THE OUTCOME
Sales pacing recovered across the planning cycle. Brand sentiment stabilised. Marketing mix modelling was adopted as the operating standard for investment decisions. Internal marketing capability was upskilled to own and sustain the data infrastructure. The moved from reporting media outputs to reporting commercial outcomes.
/ WORK
Media
Growth Architecture
Global F&B brand, MENA region
THE SITUATION
A market-leading food brand was operating under sustained commercial pressure in the MENA. Share erosion driven by category saturation, increased competitive set, and a consumer base shifting its spending patterns. The client had increased media investment, improved measurement infrastructure, and refreshed creative, yet commercial performance continued to disappoint against global benchmarks. The was reporting activity but was not reporting growth.
THE INTERVENTION
Restructured the commercial team architecture by introducing commerce-driven talent at the decisionmaking layer. Redirected investment from media amplification toward marketing science and modelling services. Designed and implemented a marketing mix modelling capability that enabled bottom-up, evidencebased decisions on the marketing and product calendar, by seasonality, by consumer demand signal, by channel ROI. Shifted the operating culture from precedent-based planning to data-first decision-making.
THE OUTCOME
Sales pacing recovered across the planning cycle. Brand sentiment stabilised. Marketing mix modelling was adopted as the operating standard for investment decisions. Internal marketing capability was upskilled to own and sustain the data infrastructure. The moved from reporting media outputs to reporting commercial outcomes.
Begin a Conversation
Most engagements begin with a short, unstructured conversation.The purpose is to determine whether the situation matches the practice, and whether this is the right counsel for it.
Write:
rasha@rasharteil.com
Connect:
linkedin.com/in/rasharteil
Begin a Conversation
Begin a Conversation
Most engagements begin with a short, unstructured conversation.
The purpose is to determine whether the situation matches the practice, and whether this is the right counsel for it.
Connect:
Connect: