Overview
Developed a digital growth strategy for a Nordic hospitality and retail group, addressing the challenge of driving consistent digital commercial performance across a multi-brand portfolio. Covered group-level digital investment prioritisation, shared content operations design, direct channel development, and a cross-brand customer data strategy.
Who This Is For
Nordic or European hospitality groups, retail chains, or consumer brand portfolios with 500-5,000 employees managing multiple brands, locations, or concepts under a single group structure. Seeking a coherent digital growth strategy connecting content, e-commerce, loyalty, and marketing operations across a complex multi-brand portfolio.
The Challenge
The hospitality or retail group operates multiple brands or locations that each manage their own digital presence independently with different platforms, different content approaches, and different levels of digital maturity. Group-level digital investment is difficult to leverage across the portfolio. Customer data does not flow between brands. Loyalty and repeat purchase are managed locally rather than systematically.
What We Propose
Portfolio Digital Audit - Assessment of digital capability, performance, and maturity across all brands and locations identifying shared opportunities and brand-specific gaps. Group Digital Strategy - Strategic framework defining where group-level investment creates most value across shared platforms, data infrastructure, and content operations. Multi-Brand Content Operations - Content operating model enabling shared infrastructure with brand-level editorial voice and autonomy maintained. E-Commerce & Direct Channel Development - Strategy for growing direct-to-consumer digital channels across the portfolio. Customer Data Architecture - Data strategy connecting customer behaviour across brands enabling group-level loyalty, personalisation, and marketing attribution.
Why It Matters
Portfolio leverage - Group investment that creates commercial value across brands not duplicated effort at brand level. Direct channel growth - E-commerce and direct booking capability that reduces dependence on third-party platforms. Brand distinctiveness - Shared infrastructure that enables efficiency without collapsing brand identity. Customer intelligence - Cross-brand data that drives loyalty, personalisation, and marketing effectiveness at group level.
Over several years, delivered repeated cycles of content strategy, content production and content localisation in up to 20 European and Asian languages for a global industry association serving the seafood sector. Covered web content across three CMS platforms simultaneously, localisation of reports, infographics, video and complex presentations, and multilingual SEO for organic discovery across priority export markets.
Developed a data operations strategy for a professional association to improve member and non-member insights and enable more effective marketing investment decisions. Designed a secure, privacy-compliant data architecture connecting CRM, web analytics and event systems, and implemented data governance processes aligned to GDPR obligations.
Developed a CRM activation strategy and workflow redesign for the advertising sales team of a Nordic digital marketplace, covering both B2B advertiser and B2C platform relationships. Redesigned sales workflows, integrated content and pitch assets into CRM stages, and implemented a pipeline governance model to improve revenue forecasting and sales team adoption.