What does a grant-ready MarTech project look like?

The short answer

A grant-ready marketing technology project names the business problem, says how the project will fix it, lists dated milestones and states outcomes you can measure. One Singapore grant's past official templates asked for these. Ready does not mean approved.

Last reviewed: 12 October 2026. Sources: Enterprise Singapore and the Business Grants Portal 2.0 FAQ (official).

What "grant-ready" means on this page

"Grant-ready" is our shorthand, not an official status. On this page it means a project described the way one grant's past official templates asked: the problem, the scope, dated milestones and outcomes. It never means that a grant would approve the project.

The projects here are marketing technology (MarTech) projects. By MarTech we mean the software a company uses to find, win and keep customers, such as its website, its email tool and its customer relationship management (CRM) system.

The templates in the short answer are the Enterprise Development Grant (EDG) templates for capability projects and for productivity projects. The EDG template for market access projects used an expansion plan in place of the project section. Only the capability template had a separate outcomes section.

The key facts:

1. EDG, the Market Readiness Assistance (MRA) grant and the Productivity Solutions Grant (PSG) closed on 29 September 2026 (as of October 2026), and Enterprise Singapore's EDGE Grant page said that from 30 September, companies should "apply for business grant support under the EDGE Grant".
2. As of 12 October 2026, we found no EDGE proposal template on Enterprise Singapore's pages. Enterprise Singapore's EDGE FAQ says, "Other requirements may apply, depending on the supportable activity."
3. The only official project proposal templates we found were for the EDG: Core Capabilities (PDF) and Innovation and Productivity (PDF), both "Version: October 2018", and Market Access (PDF), "Version: December 2020". Each belongs to a scheme that has since closed. The rest of this page uses them for structure only.

This page does not say which grant supports marketing work. For the current grant and its rules, read Enterprise Singapore's EDGE Grant page.

For how the portal works, read our pillar guide. For every section the templates asked for, read what goes into a grant project proposal.

The rest of this page shows three worked examples, then takes the three parts one at a time: scope, milestones and outcomes.

Three fictional worked examples

Example A: Kestrelmoor Cover, a digital insurance broker

Kestrelmoor Cover is invented for this page. Every number in it is illustrative.

• The company: a Singapore broker that sells travel and home cover online.
• Why now: the company missed its sales target last year and cannot tell which channels bring customers who buy.
• The problem, with figures: enquiries arrive through website forms, a chat tool and two email tools (illustrative). Staff re-type leads into the CRM system by hand, about 8 hours a week (illustrative). About 1 in 3 leads has a recorded source (illustrative).
• In scope: connect the website forms and the chat tool to the CRM system; record the source of every lead; move all customer email into one of the email tools and retire the other; build a monthly channel report; train the marketing team to run it.
• Out of scope: a new website, paid advertising and the quoting system itself.
• Choice of vendor: an unnamed integration vendor with no link to the company, chosen for its experience with the company's CRM system and for an itemised quotation.

Milestones

1. Phase 1. Requirements gathering and a lead-source audit. Month 1 to Month 1 (illustrative).
2. Phase 2. Connect the forms and the chat tool to the CRM system, and set up source tracking. Month 2 to Month 3 (illustrative).
3. Phase 3. Move the email lists into one tool and retire the other. Month 3 to Month 4 (illustrative).
4. Phase 4. Build the monthly report, train the team and hand over. Month 5 to Month 5 (illustrative).

• Outcomes you can count, before and after: re-typing time goes from about 8 hours a week to none (illustrative). Leads with a recorded source go from about 1 in 3 to every lead (illustrative). Email tools go from 2 to 1 (illustrative).
• Outcomes you cannot count: one record for each enquiry, and a marketing team that runs the channel report itself.
• The watch-out (scope, PSG): consolidation can slide into an upgrade. PSG, which has since closed, did not support "an existing solution/a higher tier of the solution which they are already using" (PSG FAQ). If a project mainly extends a tool you already use, check the current grant's own rule.

The EDG templates asked for each phase's start and end in the form "Start (mm/yyyy)" and "End (mm/yyyy)".

Example B: Tallowvale, a recipe and meal-planning app

Tallowvale is invented for this page. Every number in it is illustrative.

• The company: a Singapore app with a free tier and a paid tier.
• Why now: new investor funding, and a plan to grow paid members.
• The problem, with figures: the blog, the help centre and the recipe pages sit in 3 separate tools (illustrative). A new page takes about 5 working days to publish (illustrative). New trial users get no welcome message.
• In scope: move the blog and the help centre into the content system that holds the recipe pages, so all content sits in one system; connect app sign-ups to the email tool; set up a welcome series for trial users; train the content team.
• Out of scope: new app features, paid advertising and new recipes.
• Choice of vendor: an unnamed content and email vendor with no link to the company, chosen for its experience moving content between systems and for an itemised quotation.

Milestones

1. Phase 1. Content audit and requirements. Month 1 to Month 1 (illustrative).
2. Phase 2. Move the blog and the help centre into one system. Month 2 to Month 3 (illustrative).
3. Phase 3. Set up the welcome series. Month 3 to Month 4 (illustrative).
4. Phase 4. Train the content team and hand over. Month 4 to Month 4 (illustrative).

• Outcomes you can count, before and after: content tools go from 3 to 1 (illustrative). Time to publish a page goes from about 5 working days to 1 (illustrative). Trial users who get a welcome message within 1 day (illustrative) go from none to all.
• Outcomes you cannot count: one place to publish, and a content team that publishes without waiting on developers.
• The watch-out (outcomes, EDG): Tallowvale leaves growth in paid members out of its outcomes. Many things besides this project move that number, so nobody could show at the end that the project delivered it. Under EDG, the project report at claim time was to "demonstrate how the outcomes or deliverables have been met" (EDG claims submission checklist, PDF). List what you can show.

Example C: Wrenstead, warehouse software entering Malaysia

Wrenstead is invented for this page. Every number in it is illustrative.

• The company: a Singapore company that sells warehouse software to other businesses. It has a regional team and no staff in Malaysia yet.
• Why now: a fixed Malaysia launch date, agreed with a local sales partner.
• The problem, with figures: all enquiries go into one CRM pipeline with no market field. The Singapore team answers Malaysian enquiries when someone notices, in about 3 to 5 working days (illustrative). The website has no Malaysia section.
• In scope: a Malaysia section of the website in English and Malay; a Malaysia pipeline in the CRM system the company already runs; routing of Malaysian enquiries to the partner's sales team; a weekly pipeline report by market; training for the regional team.
• Out of scope: hiring in Malaysia, paid advertising and changes to the software product.
• Choice of vendor: an unnamed web and CRM vendor with no link to the company, chosen for its Malay-language writers and for an itemised quotation.

Milestones

1. Phase 1. Market requirements and interviews with existing customers. Month 1 to Month 1 (illustrative).
2. Phase 2. Build the Malaysia website section in English and Malay. Month 2 to Month 3 (illustrative).
3. Phase 3. Set up the Malaysia pipeline and enquiry routing. Month 3 to Month 3 (illustrative).
4. Phase 4. Train the regional team, test the routing and hand over. Month 4 to Month 4 (illustrative).

The launch date falls after the last milestone, in Month 5 (illustrative).

• Outcomes you can count, before and after: time to first reply on Malaysian enquiries goes from about 3 to 5 working days to 1 (illustrative). Malaysian enquiries with a recorded market and source go from none to every one (illustrative).
• Outcomes you cannot count: one pipeline view by market, and a regional team that runs the routing itself.
• The watch-out (milestones, EDG): a fixed launch date tempts a team to start early. Under EDG, "Applicant started work", "Applicant made payment to third-party, who is part of the application" and "Applicant signed contractual agreement with a third party, who is part of the application" each counted as a project that had commenced (EDG page). The safe plan dates the first milestone after submission.

The EDG market access template asked, "What is the target country and/ or market segment and reason(s)?", and Wrenstead's answer would be Malaysia and warehouse operators, because several of its existing customers already run sites there.

Our reading of the EDG templates is that they had no costs section. Under EDG, the portal form had its own step to "Provide Details of Costs", and quotations listed hardware and software costs "by number of units and unit cost" (EDG page). None of these examples shows a cost.

Want this for your own project? The Grant Project Planner turns a few short answers into a draft project brief in about three minutes. It is free, with no documents or login.

Scope: the problem, the fix and what stays out

Our definition: a scope says what the project changes, what it delivers and what it leaves out.

The EDG capability and productivity templates asked four questions about the project:

• "Describe the current state of your business operations or processes."
• "Describe challenges or opportunities. Use figures where possible."
• "How will the project address the above challenges/ opportunities?"
• "Describe the reasons for your choice of consultant and/ or solution provider (if applicable)."

Scope was one of the three things EDG said it assessed. The EDG page said: "Applications will be assessed by EnterpriseSG based on project scope, project outcomes and competency of the service provider." It added: "Where applicable, EnterpriseSG may seek clarifications on the choice of vendor and/or alternative quotation source."

The official pages also set rules on the vendor:

• A vendor at arm's length (EDG): suppliers were to have no "relationship, connection, association or dealings with the Applicant" (EDG FAQ).
• No conflict of interest (MRA): MRA said an application would be rejected if a conflict of interest was detected between the applicant and its third-party consultant or vendor (MRA FAQ).
• An itemised quotation (MRA): MRA said, "The quotation should provide an itemised cost breakdown." (MRA quick tips, PDF). For the rest of what went into the vendor's quotation, read what goes into a grant project proposal.

One more rule matters when a project changes tools you already have. PSG, which has since closed, did not support an existing solution or a higher tier of one already in use. If a project mainly extends a tool you already use, check the current grant's own rule. Example A carries this watch-out.

Our own test comes before all of these. Would you still do this project if no grant existed? If the answer is no, the project is not ready.

Milestones: phases with a start and an end

The EDG templates asked for a milestone list with four fields, in this order:

1. "Phase"
2. "Key Activity", with the example "Eg. Business requirements gathering"
3. "Start (mm/yyyy)"
4. "End (mm/yyyy)"

Under EDG, the guide to the portal form (PDF) also asked: "Please indicate Project Title, Start Date, End Date and Project Description". For how the portal works as a whole, read our pillar guide.

Our suggestion: give each phase one output that someone can see, such as a working connection, a published page or a trained team.

EDG also gave advice on timing: "You are advised to keep the project timeline to a reasonable duration, to ensure the outcomes remain relevant in a rapidly changing economic environment." (EDG FAQ).

Start after you submit

Each of the three closed schemes had a rule against starting early:

1. EDG: projects "must be new, have not commenced" at the point of application (EDG page).
2. MRA: "Retrospective applications (i.e., project has started, payment has been made, or a contract has been signed with the consultant/vendor prior to application submission) are not permitted." (MRA page).
3. PSG: no payment or deposit could be made before submission (PSG page). PSG allowed a start after submission, but "you will not be able to claim subsequently if the application is unsuccessful" (PSG FAQ).

As of 12 October 2026, the EDGE activity pages we read list this condition: "Not have started work or made any payment or deposit to a supplier, vendor, or third party prior to application submission". Not every activity page sets the same rule, so read the page for the activity you plan. Our safe rule: start nothing, pay nothing and sign nothing before you submit. Example C shows why a fixed launch date makes this hard.

Outcomes: before and after, and provable at the end

The EDG core capabilities template said: "List the quantitative outcomes and qualitative outcomes." The productivity template asked for "before and after productivity indicators" inside its project section. The productivity and market access templates had no separate outcomes section.

Outcomes became the test at the end

• EDG: the deliverables sat in the Letter of Offer, the offer document for an approved project: "Please refer to Annex 2 in the Letter of Offer for the stipulated deliverables you need to achieve by the end of the project" (EDG claims submission checklist, PDF).
• EDG: "Claims can be submitted when all project deliverables have been achieved." (EDG page).
• EDG: "The report should demonstrate how the outcomes or deliverables have been met." (EDG claims submission checklist).
• MRA: proof of completion covered the key performance indicators (KPIs) stated in the business proposal or quotation. MRA listed "Proof of completion, including KPIs stated in business proposal or quotation" (MRA activities list, PDF).

EDG also asked about people. The EDG page asked for "Impact on workers (Singaporean or PR) benefitting from project in the form of increased wages, job creation, job-redesign or training" (PR means permanent resident). This was an EDG question, and we do not treat it as a rule for any other scheme.

Our view: write only outcomes you can prove when the project ends. Example B shows the difference. Its outcomes count tools, days and welcome messages, not paid members.

Before you spend, shape the project

If you run the company and sign for it, you may be weighing two objections. It sounds too expensive, and why not hire in-house instead?

Too expensive? It is a fair worry. Our view: a project stays affordable when its scope says what is in and what is out. Every example above has an out-of-scope line for that reason. The Grant Project Planner turns a few short answers into a draft project brief on screen, with no documents or login.

Why not hire in-house? Our view: in every example above, the company's own staff run the system at the end, so the skill stays in the company after the vendor leaves. Under EDG and MRA, third-party companies could not apply for or manage the grant for you. Under PSG, vendors could not apply for you.

A good project stands on its own. A grant does not decide whether the project is worth doing.

Plan it free first. Our Grant Project Planner asks a few short questions about your business and the bottleneck you want to fix, then gives you a draft project brief on screen in about three minutes. No documents, no login.

Want us alongside you? If the project spans several systems or vendors, or you would rather not run the project alone, tell us about it and check if we're a fit. We look up your company before we reply, and we reply within one working day, Singapore time. If you know something is wrong, but not yet what to fix, a Blueprint is a paid diagnosis that ends with a costed plan.

Admiral Systems is not associated with any Singapore government agency. This page reflects our understanding of official Enterprise Singapore and Business Grants Portal guidance as of 12 October 2026 and is not professional, legal or financial advice. Grant outcomes are decided solely by the agency that runs each grant. For the official answers, see the Business Grants Portal 2.0 FAQ.