A pharmaceutical group can only manage well when its figures tell one coherent story. We often notice this in our processes. There was also no shortage of data at this international player here: sales reporting existed in every entity. What was missing was a clear overview at group level. The numbers were there, but the insight remained fragmentary. Comparing, adjusting and looking ahead was therefore anything but obvious.
Fragmented data, fragmented insight
The starting point was recognizable. Multiple subsidiaries, each with a own ERP system and local reporting practices . Key terms such as Gross Sales, Net Sales, Gross Profit and Contribution Margin appeared everywhere, but rarely with the same meaning. Definitions differed, discounts were interpreted differently and currency conversions were done locally or manually.
The result was obvious. At group level, people stuck with Net Sales. The underlying commercial dynamics remained largely out of view . Where do discounts arise? How do price mechanisms evolve? Which entities effectively create value? The reports mainly reflected what had already happened, but offered little guidance for strategic decisions.
The central question quickly became clear: how do we create one consistent and reliable sales reality across all entities?
One language, one platform, one truth
Our approach did not start with technology, but with content. Together with the team we first brought the financial definitions and reporting rules clearly mapped out . What exactly do we mean by Gross Sales? How do we determine Contribution Margin? When and how do we register discounts? By making those choices explicit, one shared financial language emerged within the group.
Only then did the technological translation follow. All sales data was centralized in a Microsoft data platform. Currency conversions, consolidation rules and controls have been structurally built in. Thus one was born scalable and future-oriented foundation that grows with the organization. Reporting was standardized, but remained flexible enough to keep local differences visible. No extra layer of reporting, but one solid foundation on which you can rely .
From reporting to a strategic steering instrument
This meant a clear turnaround for management. For the first time, there was full insight into Gross Sales and discount structures per entity, not just a summarized net picture. Differences between countries and business units became transparent and open to discussion. Commercial decisions could finally be made based on consistent facts.
The role for finance also changed fundamentally. Reporting became faster , more consistent and less dependent on manual interventions. Finance evolved from rapporteur to full-fledged business partner. The figures not only supported accountability, but formed an active starting point for decisions regarding pricing, commercial strategy and further growth.
This is how reporting became what it should be again: not an end point, but a starting point for better choices and more control over group performance.
Also ready to use finance really strategically?
Finsiders guides organizations in financial transformation, from structure and data to insights that provide direction. We are happy to think along with you.
