Mobile Couponing
An American consumer packaged goods company asked MSA for a solution to enhance coupon redemption among consumers.
Direct Marketing for the Performing Arts
A Grammy-winning chorus and period instrument orchestra asked MSA to completely manage an analytics-driven subscription acquisition Direct Marketing program for them.
Post Buy
Thirty years ago, one family of cable networks came to MSA with a problem. There was significant potential within cable television advertising, but first there was a need to create trust in the product for advertisers and agencies. Being a leader in advertising data analysis, MSA stepped up to the challenge. And still does today.
Market & Consumer Insights
A mid-tier confectionary company wanted to increase its share of shelf in convenience stores but struggled with resistance from retailers on displacing leading manufacturers’ defined must-stock but slower turning items.
Trade Program Management
A major beverage manufacturer was managing its retail trade program via spreadsheets. Sales reps were enrolling retailers with paper contracts, which were often difficult to read, lost or misplaced.
Sales Execution
A major convenience store distributor was deploying sales reps (DSR) based on analytics in static Excel reports that did not provide timely data.
Data Warehousing
Fortune 500 company had eight disparate data streams, which required significant manual intervention to align and analyze for monitoring and measuring business performance. Process was inefficient, time consuming and costly.
Transplant Management System
In the world of organ transplants, having the right information at hand can literally mean the difference between life and death. The ability to integrate data generated from disparate sources, augment it with transplant observations and view it as a whole is key.
Gabriel
Cable television was experiencing a huge growth in viewership and increased potential for advertising revenue. However, existing systems weren’t keeping up: They didn’t support the business models, didn’t track contractual guarantees, and did not maximize the use of inventory. MSA’s Gabriel changed that.
