This young Swiss brand sells its products in Switzerland and Europe mainly via its e-commerce site. While it designs and creates products in Switzerland, it delegates marketing, production and logistics to partners in Switzerland, France and Italy. Its vision is to build a company with global performance. One of the dimensions of which - both human and economic - is intelligent working.

Like many growing companies, internal and external processes are struggling to keep pace. The technological infrastructure is fragmented, relying on a myriad of heterogeneous tools. Sales is done on one online platform, accounting uses a separate software package, marketing another for campaigns and newsletters a fourth.

This fragmentation extends to collaboration with the ecosystem of external partners essential to the smooth running of the business. Inventory management, logistics and manufacturing are handled by service providers operating on their own systems.

• Hidden costs: While seemingly functional, this organization generates costly friction - both human and economic - at all levels.
• Errors and omissions: decentralized information is the main source of errors. An uncommunicated stock update, a duplicate order, a forgotten design change - these are just a few of the small errors that accumulate to create confusion, delays and, ultimately, extra costs.
• Delays and inefficiency: Manual coordination is time-consuming and inefficient. Time spent exchanging e-mails to obtain the status of an order, chasing up a service provider for a delay, or searching for the right version of a document is time that cannot be devoted to creation, sales or customer satisfaction.
• Increased workload: Managing these inefficiencies generates a mental overload for the small team, who must constantly juggle different tools and worry about the reliability of information. This cognitive load translates into lower productivity, fatigue and frustration.
• Lack of visibility: There is no single source of truth. There is no real-time overview of projects, inventory and the production chain, making decision-making difficult and reactive rather than proactive.

That's why our customer chose Monday to manage its operations.

Implementing Monday has enabled us to move from reactive to proactive management. By centralizing data, the team gains total, real-time visibility across the entire value chain. This single source of truth eliminates information silos, reduces the time spent trying to find out where things stand, and enables more informed decisions to be made more quickly. From strategic directions and product roadmaps to inventory, marketing content, customer CRM and day-to-day tasks, it's all in Monday.

We're on virtual autopilot when it comes to day-to-day operations. It's incredible how much Monday has streamlined business at every level. All information, from strategy to minutiae, wherever it comes from, in one place.

All processes are highly automated, freeing up considerable time. For example, replenishment orders are generated according to stock status, or alerts are issued when certain elements occur, such as an order that has been on hold for too long, a customer request that has not been processed, and so on.