Capgemini Helps Conair Meet Global Data Synchronization Requirements

| Caso de éxito

Working with Capgemini, Conair became GDS compliant and began to develop a culture that recognized the value of process, data and system commonality

“With an international marketplace and a diversified product portfolio, Conair recognized that item synchronization provides an opportunity to streamline its business processes and gain bottom-line benefits. Capgemini helped us realize and close gaps hindering item synchronization.”

Scott Brown, Director

James Sajkowsky, Corporate Director of MIS,

Conair Corporation

The Situation

U.S.-based Conair Corporation is a worldwide producer of trend-making products in personal care, fitness, cooking, communications and oral care. The company manufactures and markets personal care appliances, under the Conair and Pollenex brands, and small upscale kitchen appliances, under the Cuisinart and Waring brands.

Conair’s multi-brand organization was managed as independent businesses with limited process, data or systems integration. Product data, required by retail customers for purchasing, merchandising and inventory management, was loosely controlled by a central organization with limited organizational influence. As a result, the product data was of low quality and accuracy. Data sampling suggested that master data errors existed on 99% of all products. Conair’s largest and most valuable customers (national retailers) initiated Global Data Synchronization (GDS) programs requiring the company to become GDS compliant.

The Solution

Conair engaged Capgemini to support their effort to become GDS compliant. Conair and Capgemini developed a GDS compliance strategy and project approach for Conair. The project was completed by a joint Capgemini and Conair team consisting of supply chain, SAP, master data and business stakeholders.

The Result

Conair became GDS compliant and published product data to the UCCnet for several retail customers. In addition, a rollout strategy for additional customers was put in place. Most importantly, Conair began to develop a culture that recognized the value of process, data and system commonality.