{"id":27769,"date":"2022-07-28T12:38:49","date_gmt":"2022-07-28T12:38:49","guid":{"rendered":"https:\/\/prophet.com\/?post_type=case-studies&p=27769"},"modified":"2022-07-28T12:38:50","modified_gmt":"2022-07-28T12:38:50","slug":"ulta-beauty","status":"publish","type":"case-studies","link":"https:\/\/prophet.com\/case-studies\/ulta-beauty\/","title":{"rendered":"Ulta Beauty"},"content":{"rendered":"\n
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CASE STUDY<\/strong><\/h2>\n\n\n\n

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Ulta Beauty<\/h1>\n\n\n\n

Transforming a leading beauty retailer\u2019s marketing department <\/p>\n<\/div>\n<\/div>\n\n\n\n

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Challenge<\/strong><\/h2>\n<\/div>\n\n\n\n
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National beauty retailer Ulta sought to recalibrate its marketing model to shift from product and category-focused operations to a more integrated approach, keeping customers at the center. The organization needed to balance master brand-building marketing with efforts to generate demand for the brands it sells. The evolving market and consumer dynamics create nuanced pressure to quickly adapt to meet customer wants and needs.<\/p>\n\n\n\n

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Solutions<\/strong><\/h2>\n<\/div>\n\n\n\n
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Prophet designed a marketing operating model focused on supporting agility and efficiency. This approach also allowed the brand to prioritize improved communications and increased collaboration.  <\/p>\n\n\n\n

First, our teams worked with Ulta to define a future-state vision across the organization, inspiring teams, providing clarity and ensuring active ownership. We then designed integrated, streamlined processes for market planning, prioritization and briefing to support the model we had created. Lastly, we implemented a new operations function to support a centralized view of the market. This helped drive the new planning and prioritization process, reducing the burden on Ulta\u2019s functional teams. <\/p>\n<\/div>\n<\/div>\n\n\n <\/article>\n<\/section>\n\n\n\n

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Results<\/strong><\/h2>\n<\/div>\n\n\n\n
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The new marketing operating model enabled Ulta to become an integrated, customer-centric marketing organization. The new system has led to improved communications, increased collaboration and boosted productivity across the organization.<\/p>\n<\/div>\n<\/div>\n\n\n\n

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Impact<\/strong><\/h2>\n<\/div>\n\n\n\n
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14<\/p>\n\n\n\n

processes documented<\/p>\n<\/div>\n\n\n\n

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144<\/p>\n\n\n\n

key employee pain points addressed<\/p>\n<\/div>\n<\/div>\n\n\n\n

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\u201cProphet pushed us to think differently about our organizational structure and what would serve us best, both for the short and long-term. Today, we have greater synergy and efficiency across our growing marketing organization which benefits our teams, brand partners and ultimately our guests.\u201d<\/p>\n\n\n\n

Karla Davis<\/strong>
Vice President of Marketing<\/p>\n\n\n\n

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