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[EN draft] Celte

CRM Adoption, Marketing-Sales Integration and Account Management

Quick highlights

  • From a habit of 'putting off the CRM' to a system used every day by both marketing and sales.
  • Buying intent signals integrated into the process, not as a separate dashboard.

Starting point

Celte distributes electronic components. Their sales reps had always worked independently, and the company was looking for a structured way to evolve its sales approach while leveraging digital tools. CRM had been a recurring topic, shelved out of scepticism rather than laziness — an investment many companies make that often ends up gathering dust.

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

What we did together

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

Frameworks, managed services and training involved

Frameworks
  • CRM Integration & Adoption
  • Sales & Marketing Alignment
  • Buyer Persona & Buyer Journey Alignment
  • Outbound Consapevole
Managed services
  • CRM, Marketing Automation & Lifecycle
  • Outbound & Business Development Enablement

What changed

Marketing and sales began working on the same CRM — kept up to date and shared across teams. Opportunities no longer slip through the cracks between one stage and the next. Customer segments that were no longer profitable for the sales team to manage directly have been identified and are now handled through targeted automations. It has become clear who the strategic accounts are and how to better allocate the team's time.

Voices from the client

I kept putting off adopting a CRM — I always thought it was a waste of time and money. With clear guidance, the whole process turned out to be truly painless.
Luca CarraroGeneral Manager, Celte S.p.A.

What makes this case interesting

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

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