Celte

CRM Adoption, Marketing-Sales Integration and Account Management

Starting point

Celte distributes electronic components. Sales reps had always worked independently, and the company was looking for a structured way to evolve its selling approach, including leveraging digital tools. The CRM had been a topic repeatedly deferred — not out of laziness, but scepticism: an investment many companies make and that often ends up switched off.

How do you introduce a CRM in a company where sales reps have always done things their own way, without it becoming a cost burden or an imposition?

What we did together

We started with the processes, not the tool. Once clear pipelines and shared journey stages were defined, we adopted Monday CRM and integrated it — via Zapier — with buying intent tools such as Albacross. We built both operational and management dashboards. Bryan's lead generation framework made it possible to handle warm, hot, and highly engaged contacts with clear next steps for the sales team. For complex accounts (for example, groups such as Leonardo), a genuine account management culture emerged: subsidiaries, group companies, and internal relationships were mapped as ecosystems, not as individual names.

Frameworks, managed services and training involved

What changed

Marketing and sales began working from the same CRM — updated and shared. Opportunities no longer fall through the cracks between one stage and the next. Customer segments that could no longer be served profitably by the sales team were identified and are now managed through targeted automations. It became clear who the strategic accounts are and how to allocate the team's time more effectively.

Voices from the client

What makes this case interesting

Celte is a good example of what we mean when we say that a CRM is not the software, but the discipline with which you manage relationships. The difference was made by embedding the CRM within a logic of prioritisation and resource allocation — rather than leaving it as an isolated tool.