Strategic Project - Post Merger & Acquisition Business Simplification
Coty Inc. a French-American multinational beauty company. With its subsidiaries, it develops, manufactures, markets, and distributes fragrances, cosmetics, skin care, nail care, and both professional and retail hair care products.
Coty acquired P&G’s Fragrance, Color Cosmetics and Hair Color Business (“P&G Beauty Brands”) for $12.5bln, creating one of the world’s largest beauty companies, with pro forma combined annual revenues of more than $9 billion based, strengthening Coty’s leadership position in the global beauty industry. Following the transaction with P&G Beauty Brands, Coty is expected to become the global leader in fragrances with market leading positions in color cosmetics and hair coloring & styling.
Coty’s acquisition of the P&G Salon Professional, Retail Hair Color, Cosmetics and Fine Fragrance business which covered over 43 brands, required a highly skilled, experienced and “heavy weight” supply chain leader to lead the global customer service and master data complexity.
Due to Kaleidoscope’s success with the M&A program, Coty extended Kaleidoscope’s engagement to lead the Integration phase to Simplify and Standardize – One Order, One Shipment, One Billing – for all the Business Divisions, Business Units across the Coty/ex-P&G businesses,
Kaleidoscope also successfully led this transformation.
THE KALEIDOSCOPE APPROACH
Together with the business drove Customer Service Optimization strategy using Artificial intelligence, with Professional as lead division
Kaleidoscope supported the business to tackle issues with the greatest impact on customer experience and identify the low hanging – higher impact, lower effort, less invasive opportunities to transform the Professional brands for optimal customer engagement
Reduce mundane CS tasks using chatbot automation technologies, and freeing customer facing employees to handle higher order work
Commenced prediction on which accounts and contacts are most likely to influence and buy, allowing sales teams to focus on right opportunities
Personalization – presenting relevant promotions to customers based on their individual needs rather than the needs of the business, driving higher conversation rates and better customer satisfaction.
These initiatives delivered within 9 months:
– 2.7 Increase of NPS, from Passive to Promoters; 6% reduction of Churn
– 15% increase in online basket size; 30% reduction in Query resolution time
– 50% reduction of Query & Correction labor time
Delivered Alignment of Payment Terms and Logistics Terms
Consolidation and optimization of core OTC processes at country x division level, leveraging best practices from both SAP systems and considering performance improvement opportunities.