ACME Ltd., an Italian medium-sized company operating since 1996 in the B2B savory snacks market, is experiencing a critical transition phase characterized by significant commercial opportunities that require structural adjustment of sales activities.
The assessment has revealed a strategic paradox: while the market offers concrete growth opportunities and the company has competitive products and a motivated sales force, systemic organizational criticalities prevent capitalizing on this potential.
The intervention is structured across three time phases:
The success of this transformation requires strong and visible commitment from Management and a disciplined approach to change management. Investment in a CRM system is not merely a technological expense, but the fundamental catalyst to enable new processes and achieve the profitable growth objectives the company has set.
Pro Sales Scan is a comprehensive commercial assessment based on Prometrica's proprietary "Human In The Loop" methodology that enables discovery of hidden inefficiencies and opportunities in sales operations and provides a customized action plan for improving commercial performance.
This model ensures analysis that goes beyond the limitations of individual approaches, providing superior quality results.
The Pro Sales Scan was conducted following a structured three-phase process, ensuring alignment and transparency with ACME S.p.A. management:
The following 22 stakeholders were involved in the assessment:
| Name and Surname | Operational Role | Assessment Role |
|---|---|---|
| Marco Bianchi | Sales Director | Leader |
| Giovanni Ferrari | Sales Manager (North Area) | Participant |
| Francesca Esposito | Sales Manager (South Area) | Participant |
| Paolo Marino | Salesperson (North Area) | Participant |
| Elena Vitale | Salesperson (North Area) | Participant |
| Roberto De Luca | Salesperson (North Area) | Participant |
| Matteo Romano | Salesperson (North Area) | Participant |
| Chiara Lombardi | Salesperson (South Area) | Participant |
| Andrea Moretti | Salesperson (South Area) | Participant |
| Valeria Galli | Salesperson (South Area) | Participant |
| Davide Ferrara | Salesperson (South Area) | Participant |
| Teresa Martini | Sales Back-Office Manager | Participant |
| Sofia Martelli | Promoter (Italy) | Participant |
| Luca Fiorentini | Promoter (Italy) | Participant |
| Isabella Santoro | Promoter (Italy) | Participant |
| Massimo Rinaldi | Promoter (Italy) | Participant |
| Francesca Gigli | Export Manager | Participant |
| Simone Bandini | Export Manager | Participant |
| Luis Molina | Promoter (Export) | Participant |
| Alberto Villen | Promoter (Export) | Participant |
| Mathieu Berard | Promoter (Export) | Participant |
| Vanessa Roland | Promoter (Export) | Participant |
ACME S.p.A is a medium-sized Italian company operating in the B2B savory snacks market since 1996.
The European reference market is experiencing a phase of robust and accelerated growth. The European savory snacks market is worth €43.8 billion (2024) with a projected CAGR of 4.4-5.0% until 2030. Italy, with €1.55 billion (2023), shows particular dynamism with export growth of 44.6% in 2024. Demand is heavily influenced by consumer megatrends that are redefining the expectations of B2B customers:
In this scenario, the "Made in Italy" brand remains a fundamental strategic asset for premium positioning, especially in export markets where Italian savory snacks are recognized for quality and innovation.
The marketed products are: a. ambient (60-65% of the market), b. fresh (20-25%), c. frozen (15-20%).
In the last 3 years, the company has been experiencing a period of great commercial opportunities in the large-scale retail (GDO), HoReCa, and vending channels, and must therefore adapt its operational activities to successfully seize them.
Currently, the Company has difficulties managing sales operations due to limitations related to its structure, processes, and tools.
The Company's objective is to obtain from Pro Sales Scan a clear indication of the priority areas for intervention to improve its sales operations and grow profitably in the coming years.
ACME S.p.A's Sales structure consists of 38 resources, of which 22 participated in the assessment.
The organization is structured according to a traditional hierarchical model, articulated on a geographical basis:
The organizational structure appears consistent with that of Companies operating in the same reference market and similar revenue class.
The current organizational structure does not present distinctions related to the type of customers served.
The following organizational chart visually represents the current structure, reporting lines, and staff distribution.
ACME S.p.A adopts a hybrid Route To Market using both direct and indirect channels.
ACME serves 571 customers of which:
The types of customers served are:
The types of end customers served are:
| Role | No. Customers | Revenue ('000 €) | Average Revenue ('000 €) |
|---|---|---|---|
| Sales Management (1) | 571 | 95,241 | 166 |
| Sales Manager Italy (2) | 520 | 67,621 | 130 |
| Export Manager (2) | 51 | 27,620 | 542 |
| Salesperson Italy (8) | 520 | 67,621 | 130 |
| Promoter (Italy) (4) | 137 | n/a | n/a |
| Promoter (Export) (4) | 23 | n/a | n/a |
A strongly asymmetric revenue distribution is observed with a restricted number of high-revenue customers and a long tail of customers with low revenues, especially in the 'Distributors' and 'Artisans' categories in the Italian market.
The data reveals significant heterogeneity regarding the average number of customers managed by salespeople in the southern area of Italy, with 3 salespeople exceeding 60 managed customers.
The analyzed data does not allow determining Promoter coverage in terms of revenue but only in terms of number of customers covered.
The analyzed data does not allow for more detailed analysis regarding covered territories.
💡 Insight 1:
Currently the organization is structured according to a traditional hierarchical model, articulated on a geographical basis and not based on the type of customers served. Considering the heterogeneity of customers served, it is recommended to evaluate the possibility of modifying the organization by defining profiles specialized in different customer types (e.g., Key Account).
💡 Insight 2:
The strong asymmetry in revenue distribution in the 'Distributors' channel suggests conducting accurate analysis of customer commercial potential (strategic customer segmentation) to focus commercial effort on customers with the greatest potential.
💡 Insight 3:
The high average number of customers managed, in relation to the objectives and operational activities of the Salesperson role, suggests the need for customer portfolio analysis and Route To Market optimization to be implemented through two levers: 1. optimization of territorial sales areas, 2. management through distributors of specific customer segments.
💡 Insight 4:
It is appropriate to analyze Promoter coverage not only in terms of number of customers served but also in terms of revenue covered to verify correct resource allocation and impact on revenue of promoter activities.
Summary of main declared role objectives and level of intra-role consistency1 (scale 1/5 - 5 high consistency):
Sales Director (1) - intra-role consistency (5/5):
Sales Manager Italy (2) - intra-role consistency (4/5):
Export Manager (2) - intra-role consistency (4/5):
Salesperson Italy (8) - intra-role consistency (3/5):
Promoter (8) - intra-role consistency (2/5):
Sales Back-Office Manager (1) - intra-role consistency (5/5):
Low intra-role consistency is observed in objectives declared by Salesperson Italy and Promoter.
Among Salespeople, different visions emerge regarding the balance between new business development and existing portfolio management.
Among Promoters, strong misalignment emerges on the strategic purpose of the role: tactical distributor support or engine for final demand development?
Level of objective consistency between roles2 (scale 1/5 - 5 better): 3
The average level of objective consistency between roles is good.
Ambiguities emerge between objectives and roles of Salesperson Italy and Promoters regarding customer management scope.
Ambiguities emerge between objectives and roles of Sales Manager Italy and Salesperson Italy regarding customer management scope.
Analysis of consistency between objectives and responsibilities by Role (scale 1/5 - 5 high consistency):
| Role | Consistency |
|---|---|
| Sales Director (1) | 4 |
| Sales Manager Italy (2) | 2 |
| Export Manager (2) | 2 |
| Salesperson Italy (8) | 4 |
| Promoter (8) | 4 |
| Sales Back-Office Manager (1) | 2 |
Sales Managers and Export Managers have the objective of developing business in their area of competence but declare having no responsibility in commercial budget management. See also section 6.
💡 Insight 1:
It is appropriate to redefine the objectives of Salesperson Italy and Sales Manager Italy roles and accordingly align: 1. responsibilities, 2. commercial drivers, 3. operational key performance indicators (KPIs) and 4. incentive key performance indicators (KPIs). This must be effectively communicated, implemented and monitored.
💡 Insight 2:
It is appropriate to define the objectives of Promoter Italy and Salesperson Italy roles, distinguish the level and type of customer responsibility. It is recommended to better valorize the Promoter role to pursue two main objectives: 1. maximization of sell-out commercial performance 2. maximization of indirect channel (Distributors) performance.
💡 Insight 3:
Sales Managers and Export Managers are asked to develop business in their reference scope, but are not given any responsibility over commercial budget to pursue this objective. This generates frustration, slows decision-making processes and prevents proactive and responsible territory and customer management. It is one of the main causes of poor commercial responsiveness. It is recommended to define, implement and monitor controlled delegation mechanisms in commercial budget management.
💡 Insight 4:
It is appropriate to rebalance objectives and responsibilities for Back-Office Sales employees with a view to an approach more oriented to Customer Satisfaction in the short, medium and long term. Also compare sections 8.1 and 9 of this document.
ACME S.p.A.'s commercial strategy focuses on business development through premium positioning and a targeted approach to channels with the greatest growth potential. The company intends to focus on high-value-added products with high service content, in line with market trends that reward quality and differentiation.
The strategy is articulated across two main geographical directions:
Despite the clear commercial strategy, the assessment highlighted some heterogeneity in its understanding within the commercial structure.
Analysis of intra-role consistency level in commercial strategy understanding (scale 1/5 - 5 high consistency):
| Role | Consistency |
|---|---|
| Sales Director (1) | 5 |
| Sales Manager Italy (2) | 4 |
| Export Manager (2) | 3 |
| Salesperson Italy (8) | 4 |
| Promoter (8) | 4 |
| Sales Back-Office Manager (1) | 5 |
An inconsistent vision of commercial strategy expressed by Export Managers is observed.
Analysis of consistency level regarding commercial strategy declared by hierarchical manager3 (scale 1/5 - 5 high consistency):
| Role | Consistency |
|---|---|
| Sales Director (1) | 5 |
| Sales Manager Italy (2) | 4 |
| Export Manager (2) | 2 |
| Salesperson Italy (8) | 4 |
| Promoter (8) | 4 |
| Sales Back-Office Manager (1) | 4 |
An inconsistent vision of commercial strategy expressed by Export Managers regarding the strategy declared by the Sales Director is observed.
💡 Insight 1:
The divergence in strategy perception by Export Managers represents significant criticality, considering the strategic role of export channel growth. It is appropriate to clarify and formally communicate the commercial strategy for the export market, with analysis on individual areas of competence, ensuring alignment with company objectives.
Analysis of autonomy level in main commercial levers management (scale 1/5 - 5 complete autonomy):
| Role | Intra-role Consistency | Product | Price | Promotion |
|---|---|---|---|---|
| Sales Director (1) | 5 | 5 | 4 | 4 |
| Sales Manager Italy (2) | 4 | 4 | 2 | 2 |
| Export Manager (2) | 4 | 2 | 4 | 3 |
| Salesperson Italy (8) | 2 | 4 | 3 | 3 |
| Promoter (8) | 3 | 4 | 0 | 0 |
| Sales Back-Office Manager (1) | 4 | 0 | 0 | 0 |
Employees in Sales Manager Italy role declare low autonomy level regarding Price and Promotion levers management.
Employees in Salesperson Italy role declare inconsistent autonomy level regarding promotional lever within their group.
For Sales Manager Italy and Salesperson Italy roles, the autonomy level in Price and Promotion levers management appears anomalous compared to the average of Companies operating in the same sector.
Analysis of alignment level between levers, responsibilities and objectives (scale 1/5 - 5 complete alignment)*
| Role | Alignment |
|---|---|
| Sales Director (1) | 4 |
| Sales Manager Italy (2) | 2 |
| Export Manager (2) | 4 |
| Salesperson Italy (8) | 3 |
| Promoter (8) | 4 |
| Sales Back-Office Manager (1) | 5 |
Sales Manager Italy and Salesperson Italy roles show poor overall alignment between levers, responsibilities and objectives.
💡 Insight 1:
Poor intra-role consistency in declared autonomy level in commercial levers management for employees in Salesperson Italy role suggests implementing a pricing and promotions playbook, regularly updated, and consistently monitoring its use.
💡 Insight 2:
Middle managers (Sales Managers) do not have sufficient autonomy to adapt commercial offering to specific customer or territory needs. This doesn't mean granting unconditional freedom, but defining precise maneuvering scopes (e.g., area promotional budget, discount limits) that allow responsiveness and responsibility, then measuring return on investment (ROI). Current rigidity is a brake on competitiveness. Also compare section 9.
Process summary in terms of: a. intra-role consistency, b. role consistency, c. functional adjacencies4, d. overall effectiveness, e. formalization (scale 1/5 - 5 high consistency/effectiveness):
Sales Director (1)
Sales Manager Italy (2)
Export Manager (2)
Salesperson Italy (8)
The client research and acquisition process is not formalized at any level of the sales structure. This connects to reduced intra-role consistency level and poor overall efficiency.
The process is inadequate for the Salesperson Italy role with significant ambiguities on implementation responsibilities compared to Sales Manager Italy. High risk of effectiveness and efficiency loss in process management is observed.
Poor cross-functional sharing of prospecting activities between different roles is observed.
Process effectiveness appears poor for Export Managers, with significant intra-role differences.
💡 Insight 1:
It is recommended to redefine, implement and monitor a new client research and acquisition process based on basic sales funnel KPIs.
💡 Insight 2:
It is recommended to implement a joint approach to client research and acquisition by Salesperson Italy and their hierarchical managers through periodic area meetings. The objective is to define and implement a market penetration plan with clear division of roles, timing and operational methods.
💡 Insight 3:
It is recommended to provide training to Export Managers with the objective of standardizing client research and acquisition competencies present in the structure and promoting a process model suited to export channel specificities.
💡 Insight 4:
The adoption of a CRM system is suggested to favor more strategic, effective and efficient management of client research and acquisition process.
Process summary in terms of: a. intra-role consistency, b. role consistency, c. functional adjacencies, d. overall effectiveness, e. formalization (scale 1/5 - 5 high consistency/effectiveness):
Sales Director (1)
Sales Manager Italy (2)
Export Manager (2)
Salesperson Italy (8)
Promoter (8)
Sales Back-Office Manager (1)
Activities related to operational client management are overall aligned at intra-role level. Areas of ambiguity for employees in Export Manager role.
Activities related to operational client management are overall consistent and balanced with respect to objectives and responsibilities of different roles.
Low effectiveness is observed regarding operational sub-activities of administrative and customs management in export area and criticality at inter-functional adjacency level with Sales Back-Office Manager function.
Some operational sub-activities, such as logistics non-conformity management and customer administrative management, appear not fully consistent with Salesperson Italy role and show competency ambiguity at functional adjacency level with Sales Back-Office Manager function.
💡 Insight 1:
It is recommended to proceed with definition, implementation and monitoring of structured operational client management process for Export Manager and Sales Back-Office Manager roles to recover effectiveness and efficiency. It is suggested to evaluate the possibility of a Sales Back-Office Manager figure specialized in export activities management.
💡 Insight 2:
It is recommended to proceed with redefinition and formalization of operational client management process for logistics non-conformity management and customer administrative management sub-activities between Salesperson Italy and Sales Back-Office Manager to recover effectiveness and efficiency. The adoption of information tools more suited to managing such activities at inter-functional level is suggested.
Process summary in terms of: a. intra-role consistency, b. role consistency, c. functional adjacencies, d. overall effectiveness, e. formalization (scale 1/5 - 5 high consistency/effectiveness):
Sales Director (1)
Sales Manager Italy (2)
Export Manager (2)
Salesperson Italy (8)
Promoter (8)
Sales Back-Office Manager (1)
The commercial opportunity management process appears poorly structured and formalized in all roles compared to the reference context.
The process shows: a. lack of opportunity qualification criteria, b. limited visibility on opportunity conversion along the sales cycle, c. centralized decision-making process that slows commercial response.
Poor intra-role consistency is observed in Promoters in process management.
Potential inefficiency is observed in functional adjacencies with R&D function regarding new product variant development. R&D function involvement across all commercial roles, combined with partial process formalization, can cause inefficiencies in activity management and related priority definition.
💡 Insight 1:
It is recommended to proceed with definition, implementation and monitoring of structured commercial opportunity management process through CRM solution use involving commercial and R&D functions.
💡 Insight 2:
The Promoter role is most in contact with end customers. It is appropriate to leverage this element by integrating them more into commercial opportunity finding and management process. It is recommended to redefine opportunity management process for Promoter role, defining opportunity handover methods to competent salespeople and implementing specific incentivization.
Process summary in terms of: a. intra-role consistency, b. role consistency, c. functional adjacencies, d. overall effectiveness, e. formalization (scale 1/5 - 5 high consistency/effectiveness):
Sales Director (1)
Sales Manager Italy (2)
Export Manager (2)
The Account Management process is normally applied to customers with high current revenue and with whom an ad-hoc commercial contract has been stipulated.
The account management process is poorly formalized in all involved roles and does not include all its fundamental elements. It includes growth objective negotiation but not a structured commercial plan to pursue them. The process does not include functional adjacency management with Marketing function.
Sales Management exercises supervision/co-management of the process with Sales Managers Italy and Export Managers.
💡 Insight 1:
It is recommended to implement an account management process based on strategic customer portfolio segmentation that analyzes potential and expected collaboration level.
💡 Insight 2:
It is recommended to formalize a complete account management process with all its fundamental elements that integrates Marketing function support.
💡 Insight 3:
It is recommended to define a formal process for defining value propositions for strategic accounts.
Process summary in terms of: a. intra-role consistency, b. role consistency, c. functional adjacencies, d. overall effectiveness, e. formalization (scale 1/5 - 5 high consistency/effectiveness):
Sales Director (1)
Sales Manager Italy (2)
Export Manager (2)
The territory management process appears complete and well-structured in relation to the reference context.
💡 Insight 1:
It is recommended to improve territorial coverage analysis process effectiveness by acquiring structured data on demand structure.
Process summary in terms of: a. intra-role consistency, b. role consistency, c. functional adjacencies, d. overall effectiveness, e. formalization (scale 1/5 - 5 high consistency/effectiveness):
Sales Director (1)
Sales Manager Italy (2)
Export Manager (2)
Salesperson Italy (8)
Promoter (8)
Sales Back-Office Manager (1)
The operational human resources management process appears well-structured in relation to the reference context.
The human resources management process in Promoter role by Salesperson Italy does not appear effective and well-structured. Elements to improve: a. field training, b. objective definition, c. support in weekly work plan definition.
💡 Insight 1:
It is recommended to redefine, implement and monitor human resources management process in Promoter role defining: a. minimum number of field accompaniments by hierarchical manager, b. clear and shared framework on Promoter operational activities, c. targeted incentive plan on Promoter value-added activities.
💡 Insight 2:
It is recommended to provide basic training to Promoters on: a. priority management, b. communication.
Process summary in terms of: a. intra-role consistency, b. role consistency, c. functional adjacencies, d. overall effectiveness, e. formalization (scale 1/5 - 5 high consistency/effectiveness):
Sales Director (1)
Sales Manager Italy (2)
Export Manager (2)
Salesperson Italy (8)
Promoter (8)
Sales Back-Office Manager (1)
The main other operational activities are: a. vacation plans, b. expense reports, c. travel and business trip organization, d. vehicle management.
Inefficiency in travel and business trip management process for Export Managers is observed.
Low efficiency in expense report management process across different roles and critical functional adjacency with Administration department is observed.
💡 Insight 1:
It is recommended to implement a more efficient travel and business trip management process using suitable travel management tools. This will allow efficiency recovery and economic resource savings.
💡 Insight 2:
It is recommended to implement a unified expense report writing method and improve the currently used tool (Excel template) implementing these modifications: a. automatically convert different currencies and b. harmonize different standard expense items.
Summary of sales enablement5 process in terms of: a. intra-role consistency, b. role consistency, c. functional adjacencies, d. overall effectiveness, e. formalization (scale 1/5 - 5 high consistency/effectiveness):
Sales Director (1)
Sales Manager Italy (2)
Export Manager (2)
Salesperson Italy (8)
Promoter (8)
Sales Back-Office Manager (1)
Sufficient sales enablement support is observed for different roles. The approach is consistent but not systematic and lacks formalized methodology.
For Promoter role, a suitable and specific commercial training program is missing. Also compare sections 4.3, 7.6 and 10.
Poor integration between Marketing and Sales functions in sales enablement process management is observed, especially in Salesperson Italy and Promoter roles.
💡 Insight 1:
It is recommended to redefine a structured sales enablement plan for roles of: a. Promoter (basic training), b. Export Manager (prospecting). Compare section 10.
💡 Insight 2:
It is recommended to implement an integrated Marketing/Sales sales enablement process to provide Sales Force with more updated sales arguments and supporting materials. Compare sections 8.2 and 10.
Summary of time distribution by macro-process (% average of total time dedicated):
| Role | Client Research and Acquisition | Operational Client Management | Opportunity Management | Account Management | Territory Management | Operational Human Resources Management | Other Operational Activities |
|---|---|---|---|---|---|---|---|
| Sales Director (1) | 5 | 10 | 10 | 5 | 5 | 55 | 10 |
| Sales Manager Italy (2) | 10 | 35 | 10 | 5 | 5 | 10 | 25 |
| Export Manager (2) | 15 | 35 | 5 | 5 | 5 | 15 | 20 |
| Salesperson Italy (8) | 10 | 40 | 20 | 5 | 25 | ||
| Promoter (8) | 10 | 60 | 20 | ||||
| Sales Back-Office Manager (1) | 70 | 10 | 20 |
Summary of time distribution by macro-process (% average of total time dedicated) - Analysis of consistency levels by Role (scale 1/5 - 5 high consistency):
| Role | Intra-role Consistency |
|---|---|
| Sales Director (1) | 5 |
| Sales Manager Italy (2) | 4 |
| Export Manager (2) | 4 |
| Salesperson Italy (8) | 4 |
| Promoter (8) | 2 |
| Sales Back-Office Manager (1) | 5 |
Time distribution by process and sub-process appears generally in line with the reference context.
Intra-role heterogeneity emerges in Export Manager and Salesperson Italy roles.
Below average time dedicated to client research and acquisition for Sales Manager Italy and Export Manager compared to reference standard.
Below average time dedicated to operational human resources management for Sales Manager Italy and Salesperson Italy compared to reference standard.
Slightly above average compared to reference standard is time dedicated to operational client management activities in all roles.
Slightly above average compared to reference standard is time dedicated to managing other operational activities in all roles.
💡 Insight 1:
It is recommended to perform a refocusing activity on client research and acquisition process, across roles, implementing related metrics and incentivization. Compare sections 9 and 10.
💡 Insight 2:
It is recommended to implement an operational client management activities review process to identify excessively time-consuming critical activities (e.g., payment management) together with involved adjacent functions. Time and resource savings from optimizing such activities should be reinvested in more strategic sales activities (account management, territory management, resource management).
💡 Insight 3:
It is recommended to implement a review process of 'other operational activities' for each role to identify critical activities to optimize.
Adequacy level of standard technological tools by process type in relation to reference context (1/5 - 5 high):
| Role | Client Research and Acquisition | Operational Client Management | Opportunity Management | Account Management | Territory Management | Operational Human Resources Management | Other Operational Activities |
|---|---|---|---|---|---|---|---|
| Sales Director (1) | 2 | 4 | 3 | 3 | 3 | 3 | 3 |
| Sales Manager Italy (2) | 2 | 2 | 1 | 1 | 3 | 2 | 3 |
| Export Manager (2) | 1 | 2 | 1 | 2 | 3 | 2 | 2 |
| Salesperson Italy (8) | 2 | 3 | 2 | 3 | 2 | 3 | |
| Promoter (8) | 2 | 2 | 3 | ||||
| Sales Back-Office Manager (1) | 3 | 1 | 3 |
Level of presence of non-standard technological tools (individual substitutive or integrative tools compared to standard ones) by process type (1/5 - 5 high):
| Role | Client Research and Acquisition | Operational Client Management | Opportunity Management | Account Management | Territory Management | Operational Human Resources Management | Other Operational Activities |
|---|---|---|---|---|---|---|---|
| Sales Director (1) | 1 | 2 | 2 | 2 | 1 | 2 | 1 |
| Sales Manager Italy (2) | 4 | 3 | 3 | 4 | 2 | 3 | 2 |
| Export Manager (2) | 4 | 3 | 4 | 3 | 3 | 2 | 4 |
| Salesperson Italy (8) | 2 | 2 | 3 | 1 | 1 | 2 | 2 |
| Promoter (8) | 3 | 4 | 2 | 2 | 2 | 1 | |
| Sales Back-Office Manager (1) | 3 | 2 | 2 | 1 |
A medium-high deficit is observed regarding standard tools adoption compared to reference context.
A focused deficit is observed in areas of: a. Client Research and Acquisition, b. Opportunity Management and c. Account Management for roles of: a. Sales Manager Italy, b. Export Manager and c. Promoter.
High correlation is observed between deficits identified in standard tools and level of integration with non-standard tools by collaborators.
💡 Insight 1:
A comprehensive review of technical tools at process and company function level is recommended with subsequent prioritization of intervention areas.
💡 Insight 2:
The adoption of a CRM tool involving all Sales, Marketing and R&D functions is recommended to increase process efficiency of: 1. Client Research and Acquisition, 2. Opportunity Management and 3. Account Management. The CRM tool should be designed based on redesigned processes according to section 7 indications.
💡 Insight 3:
The implementation of an Account Management tool (Customer Plan) is recommended to maximize high-potential customer performance. The tool should include the following elements: 1. Results Objectives 2. Assortment and Distribution Plan, 3. Promotional Plan and 4. Innovation Launch Plan.
Analysis of main standard sales tools (1/5 - 5 high):
| Tools | Perceived Availability6 | Perceived Quality7 |
|---|---|---|
| Product Catalog | 5 | 2 |
| Commercial Priorities | 4 | 3 |
| Sales Arguments | 3 | 2 |
| Sales Reporting | 5 | 3 |
| Commercial Plan | 2 | 2 |
| Promotional Plan | 3 | 3 |
| Customer Plan (Account) | 1 | 1 |
| Innovation Launch Plan | 3 | 2 |
Product Catalog inadequacy is observed in terms of updating, readability and availability of updated sales arguments.
Poor updating of Sales Arguments is observed, which are written exclusively by Marketing Function.
Sales Reporting is functional. Perfectible elements on customization level for different roles.
The lack of Customer Plans for high-potential customers makes the Commercial Plan more an analytical review of Commercial Priorities by Channel than a practical tool for effective customer management.
💡 Insight 1:
A periodic review of Product Catalog and Sales Arguments is recommended, to be carried out jointly between Marketing and Sales Functions, following Commercial Priorities definition and before Commercial Plan drafting.
💡 Insight 2:
The adoption of a Customer Plan tool is recommended. Compare section 8.1. The Customer Plan should be used, in a first phase, exclusively on high-potential customers. The tool should be declined in two versions: 1. direct channel customers and 2. indirect channel customers (Distributors).
💡 Insight 3:
It is recommended to redefine Commercial Plan content to make it a more effective management tool in relation to achieving Sales Objectives and related Business Results. The Commercial Plan should include Customer Plans for high-potential customers and residual customer clusters integrating Sales Objectives and expected Business Results.
Adequacy level of main standard KPIs (key performance indicators)8 compared to reference context, role responsibilities and objectives (1/5 - 5 high):
Note:
| Role | Sales Activities | Sales Objectives | Business Results |
|---|---|---|---|
| Sales Director (1) | 3 | 3 | 3 |
| Sales Manager Italy (2) | 1 | 2 | 2 |
| Export Manager (2) | 1 | 2 | 2 |
| Salesperson Italy (8) | 2 | 3 | 3 |
| Promoter (8) | 3 | 1 | 3 |
| Sales Back-Office Manager (1) | 2 | 4 | 1 |
A deficit of KPIs (Key Performance Indicators) related to Sales Activities for Sales Manager Italy and Export Manager roles is observed.
Optimization possibilities for KPIs (Key Performance Indicators) related to Sales Objectives for Sales Manager Italy, Export Manager and Promoter roles are observed.
A deficit of KPIs (Key Performance Indicators) related to Business Results for Sales Back-Office Manager role is observed.
Poor alignment of KPIs (Key Performance Indicators) related to Business Results compared to responsibilities for Sales Manager Italy and Export Manager roles is observed. Specifically, KPIs related to commercial margin are attributed in absence of commercial budget management autonomy observed in section 6.
💡 Insight 1:
It is recommended to implement monitoring of main KPIs (Key Performance Indicators) related to Sales Activities and Sales Objectives for Client Research and Acquisition process through CRM tool mentioned in section 8.
💡 Insight 2:
The opportunity to integrate KPIs (Key Performance Indicators) related to Sales Activities for Human Resources Management process for Sales Manager Italy and Export Manager roles is observed. Also see sections 4.3, 10 and 11.
💡 Insight 3:
The opportunity to integrate KPIs (Key Performance Indicators) related to Sales Objectives for Customer Management process for Sales Manager Italy and Export Manager roles in view of greater responsibility for commercial budget is observed. Also see sections 6 and 7.
💡 Insight 4:
It is recommended to implement ad-hoc KPIs (Key Performance Indicators) related to Sales Objectives for Promoter role. Such indicators will allow adequate measurement of role added value. Also see sections 4 and 7.
💡 Insight 5:
It is recommended to implement KPIs (Key Performance Indicators) related to Customer Satisfaction for employees in Back-Office Sales role to adequately measure Customer Satisfaction level and improve alignment with Role Responsibilities. Also see section 4.3.
Sales Director (1)
| KPIs | Sales Activities | Sales Objectives | Business Results |
|---|---|---|---|
| Current | - revenue - profitability |
||
| Recommended | - weighted penetration index export markets - CRM system implementation |
- revenue - profitability - customer satisfaction (CSI) |
Sales Manager Italy (2)
| KPIs | Sales Activities | Sales Objectives | Business Results |
|---|---|---|---|
| Current | - new customers > 50k t1 - new contracts > 50k t1 |
- revenue | |
| Recommended | - basic Sales Funnel KPIs - # accompaniments with salespeople and promoters |
- new customers > 50k t1 - R.O.I commercial budget - # account plans implemented |
- revenue - profitability |
Export Manager (2)
| KPIs | Sales Activities | Sales Objectives | Business Results |
|---|---|---|---|
| Current | - new customers > 50k t1 - new contracts > 50k t1 |
- revenue | |
| Recommended | - basic Sales Funnel KPIs - # accompaniments with salespeople and promoters |
- new customers > 50k t1 - R.O.I commercial budget - # account plans implemented |
- revenue - profitability |
Salesperson Italy (8)
| KPIs | Sales Activities | Sales Objectives | Business Results |
|---|---|---|---|
| Current | - revenue | ||
| Recommended | - # sales visits - # accompaniments with promoters |
- churn rate | - revenue |
Promoter (8)
| KPIs | Sales Activities | Sales Objectives | Business Results |
|---|---|---|---|
| Current | - # end customer visits | ||
| Recommended | - # end customer visits | - % purchasing customers - % high-potential customers visited - # new prospects |
Sales Back-Office Manager (1)
| KPIs | Sales Activities | Sales Objectives | Business Results |
|---|---|---|---|
| Current | |||
| Recommended | - # non-conformities - average non-conformity management time (days) |
- service rate (CSL) | - customer satisfaction (CSI) |
Performance Indicators (KPIs) for Incentivization and % achievement level:
| Role | Performance Indicators for Incentivization (KPIs) | % achievement level |
|---|---|---|
| Sales Director (1) | - revenue - profitability |
70 |
| Sales Manager Italy (2) | - revenue - new customers |
76 |
| Export Manager (2) | - revenue - new customers |
85 |
| Salesperson Italy (8) | - revenue | 65 |
| Promoter (8) | - sell-out KPIs (visits, activities, etc.) | 55 |
| Sales Back-Office Manager (1) | - ad hoc projects | 80 |
Alignment level of Incentivization Performance Indicators (KPIs) compared to role objectives and responsibilities and operational Performance Indicators (KPIs):
| Role | Alignment Level |
|---|---|
| Sales Director (1) | 4 |
| Sales Manager Italy (2) | 2 |
| Export Manager (2) | 2 |
| Salesperson Italy (8) | 3 |
| Promoter (8) | 2 |
| Sales Back-Office Manager (1) | 3 |
An incentive plan poorly aligned with role objectives and responsibilities is observed for Sales Manager Italy, Export Manager and Promoter figures.
💡 Insight 1:
It is recommended to progressively attribute profitability objectives to Sales Manager Italy and Export Manager figures, and operate an overall rebalancing of current incentive scheme. Also compare sections 4.3 and 6.
💡 Insight 2:
It is recommended to redefine incentive KPIs for Promoter role based on quantitative analysis of implemented activities' added value. Also compare section 4.3.
Motivation level by role (1/5 - 5 high):
| Role | Motivation Level |
|---|---|
| Sales Director (1) | 3 |
| Sales Manager Italy (2) | 3 |
| Export Manager (2) | 2 |
| Salesperson Italy (8) | 3 |
| Promoter (8) | 2 |
| Sales Back-Office Manager (1) | 3 |
Below-average motivation level is observed for Export Manager and Promoter roles.
Employees in Export Manager role complain about poor Company sensitivity regarding export channel needs and specificities (strategy, products and tools). Also compare sections 5, 6 and 8.1.
Employees in Promoter role complain about poor clarity of Promoter role in company strategic context and consequent dissatisfaction regarding objectives, training and sales tools. Also compare sections 4.3, 7.3, 7.8 and 8.1.
💡 Insight 1:
It is recommended to operate a comprehensive formal review of role objectives and responsibilities based on company commercial strategy, with particular focus on employees in Export Manager and Promoter roles.
💡 Insight 2:
It is subsequently recommended to provide specific export training for all functions involved in export operations of the structure to promote greater awareness of operational activities in this channel.
💡 Insight 3:
It is subsequently recommended to redefine Promoter role and responsibilities by better valorizing proximity to end customer in commercial perspective. It is recommended to create a standard playbook for Promoters and link specific training to be executed individually and in field accompaniment with Salespeople Italy.
Average time elapsed since last training activity:
| Role | ≥6 months | ≥12 months | ≥24 months |
|---|---|---|---|
| Sales Director (1) | 0% | 0% | 100% |
| Sales Manager Italy (2) | 0% | 80% | 20% |
| Export Manager (2) | 25% | 25% | 50% |
| Salesperson Italy (8) | 0% | 50% | 50% |
| Promoter (8) | 50% | 50% | 0% |
| Sales Back-Office Manager (1) | 0% | 100% | 0% |
Adequacy level of Development and Training Activities by role in relation to reference context (1/5 - 5 high):
| Role | Soft Skills | Hard Skills |
|---|---|---|
| Sales Director (1) | 2 | 2 |
| Sales Manager Italy (2) | 4 | 4 |
| Export Manager (2) | 4 | 2 |
| Salesperson Italy (8) | 3 | 3 |
| Promoter (8) | 2 | 2 |
| Sales Back-Office Manager (1) | 4 | 4 |
Development and Training Activities frequency is average compared to reference context with below-average frequency level.
Absence of training for Sales Director role in last 3 years is observed.
A gap in technical training for Export Manager and Sales Manager Italy roles is observed.
Poor training quality for Promoter role and poor alignment with role and responsibilities is observed. Also see section 4.3.
💡 Insight 1:
It is recommended to implement managerial training for Sales Director role to effectively develop and implement commercial process revision identified in section 7 and guide implementation of solid CRM model. Also see sections 8 and 9.
💡 Insight 2:
The opportunity to provide specific technical training for Export Manager and Sales Manager Italy roles regarding commercial budget management is also observed. Also see sections 4, 6 and 9.
💡 Insight 3:
The opportunity to provide specific technical training for Export Manager role in two areas is also observed: 1. administrative and customs, 2. internationalization strategies to maximize operational activities efficiency and pursue balanced strategic development.
💡 Insight 4:
It is recommended to provide operational training on role, objectives and levers for Promoters following recommended actions in sections 4 and 7.
Alignment level between Activities, Objectives and Results by role (1/5 - 5 high):
| Role | Alignment Level |
|---|---|
| Sales Director (1) | 4 |
| Sales Manager Italy (2) | 3 |
| Export Manager (2) | 3 |
| Salesperson Italy (8) | 2 |
| Promoter (8) | 2 |
| Sales Back-Office Manager (1) | 3 |
Low average alignment level between Activities, Objectives and Results is observed for Salesperson Italy and Promoter roles and optimization margins for Sales Manager Italy and Export Manager roles.
For Export Manager role, misalignment is more marked between Activities and Sales Objectives. This is explained by problems observed in sections 5 and 9.
For Promoter role, more marked misalignment is observed between Sales Objectives and Results. This is explained by problems observed in sections 5 and 9.
💡 Insight 1:
It is recommended to improve sales activities alignment with objectives for all roles through implementation of basic CRM system and incentive KPIs revision. Also see sections 7, 8 and 10.
💡 Insight 2:
It is recommended to improve customer plan tool to promote greater alignment between sales objectives and business results. Also see section 8.
A widespread and cross-functional need for improvement of basic software tools and specific technical tools for individual functions is observed.
A perceived relationship between company growth opportunities and inadequacy of current sales tools and processes to manage this same growth effectively and efficiently is observed.
Poor Marketing sensitivity compared to particularly dynamic market context and poor flexibility and autonomy in commercial lever management in Sales Manager Italy and Export Manager roles is observed.
Promoter role potential is observed that currently finds no response in terms of role objective clarity and related responsibilities.
A widespread need for greater Training and Development investments is observed, especially for Export Manager, Salesperson Italy and Promoter roles.
The SWOT analysis performed shows high positive correlation level with what emerged in assessment process. Adherence level testifies good cross-functional self-awareness level compared to analyzed roles.
💡 Insight 1:
It is recommended to implement with maximum priority a technical assessment of basic software tools to measure their performance and reliability and define appropriate corrective actions.
💡 Insight 2:
It is recommended to implement comprehensive sales process revision according to indications in sections 4 and 7 of this document involving all roles involved at Sales level and with adjacent functions.
💡 Insight 3:
It is recommended to review responsibilities and KPIs for Sales Manager Italy and Export Manager roles to provide greater controlled delegation on commercial pricing and promotional levers according to indications in sections 4, 7, 9 and 12.
💡 Insight 4:
It is recommended to review Promoter strategic role objectives and related activities according to indications in sections 4, 7, 8, 9 and 12. The revision should be formalized and communicated with ad-hoc event.
💡 Insight 5:
It is recommended to share outcomes of activities referred to in insights 1 and 2 and provide specific subsequent training to corrective activities applied to sales processes and tools to be performed on Sales roles and adjacent Functions.
💡 Insight 6:
It is recommended to perform periodic alignment (quarterly) between Marketing and Sales Functions extended to Sales Director, Sales Manager Italy and Export Manager roles to improve commercial tools and promote their continuous adaptation to market conditions. This moment will be functional to Sales Objectives definition and Sales Activities functional to their achievement. Also see indications in sections 7 and 9.
To translate emerged criticalities into concrete action plan, the critical success factors (CSF) have been mapped in an Impact-Urgency matrix. This tool allows identifying absolute priorities on which to focus efforts in coming months.
Critical Success Factors (CSF) Legend
MAXIMUM PRIORITY (CRITICAL)
CSF 1 - Commercial Tools Digitalization and Integration: Current tools deficit (CRM, reporting) is the main cause of inefficiency and limits performance visibility. CRM adoption is no longer postponable action to unlock effectiveness of all commercial processes.
HIGH PRIORITY
CSF 2 - Organizational Clarity and Management Autonomy: Role ambiguity (Export Manager, Promoter) and lack of decision-making autonomy on budgets slow market responsiveness and demotivate resources. Formally redefining roles and delegating is essential for growth.
CSF 3 - High-Potential Channels Strategic Development: The company has identified high potential in indirect channel (Italy) and export, which are not fully exploited. Strategic and operational focus is needed to capitalize these revenue opportunities.
MEDIUM PRIORITY
CSF 4 - Commercial Processes Formalization and Optimization: Lack of structured processes for client research and opportunity management makes performance dependent on individual initiative and not scalable. Formalization is key step to make growth sustainable.
CSF 5 - Competency Development and Targeted Training: Specific training gaps exist that limit key role effectiveness. Targeted training plan is necessary to elevate performance and support introduction of new processes and tools.
The following matrix relates the problems/opportunities identified (PO1-PO10) to the sections of the analysis carried out and their relevance to each section.
| Report Sections | PO1 | PO2 | PO3 | PO4 | PO5 | PO6 | PO7 | PO8 | PO9 | PO10 |
|---|---|---|---|---|---|---|---|---|---|---|
| 4.1 Current Organization | - | - | - | - | - | - | - | - | - | - |
| 4.2 Sizing and Coverage | - | - | - | - | ● | - | - | - | - | ○ |
| 4.3 Roles and Responsibilities | - | ● | - | ● | - | ○ | - | - | - | - |
| 5. Commercial Strategy | - | ● | - | - | - | - | - | - | - | - |
| 6. Commercial Levers | - | ● | - | ● | - | - | - | - | - | - |
| 7.1 Client Research and Acquisition | ○ | ○ | ● | - | ○ | + | ○ | - | - | ○ |
| 7.2 Operational Client Management | ○ | ○ | ○ | - | - | - | - | - | ○ | - |
| 7.3 Opportunity Management | ○ | ● | ● | - | - | - | - | - | - | - |
| 7.4 Account Management | - | - | ● | - | ○ | - | - | ○ | - | ● |
| 7.5 Territory Management | - | - | + | - | + | - | - | - | - | ○ |
| 7.6 Operational HR Management | - | ● | ○ | - | - | - | ● | - | - | - |
| 7.7 Other Operational Activities | - | - | ○ | - | - | - | - | - | ● | - |
| 7.8 Sales Enablement | - | ● | ○ | - | - | - | ● | ● | - | - |
| 7.9 Time Distribution | - | ○ | - | - | - | - | - | - | ○ | ○ |
| 8.1 Tools by Process | ● | - | - | - | - | - | - | - | - | ○ |
| 8.2 Sales Tools | ● | - | - | - | - | - | - | ● | - | ● |
| 9. Performance and Metrics | ○ | ● | - | ● | - | ● | - | - | - | - |
| 10. Development and Training | - | ● | - | ○ | - | - | ● | - | - | - |
| 11. SWOT Analysis and Needs | ● | ● | ○ | ● | ○ | + | ● | ● | ○ | ○ |
| 12.1 Incentivization | - | ● | - | ● | - | ● | - | - | - | - |
| 12.2 Motivation | - | ● | - | ○ | - | - | ○ | - | - | - |
| 13. Activities-Objectives Alignment | - | ● | - | - | - | ● | - | - | - | ○ |
Relevance Level Legend
To address emerged criticalities and unlock growth potential, a strategic roadmap articulated in three sequential phases is proposed. This approach ensures building necessary foundations before implementing more complex changes.
Objective: Stabilize operations and create clarity.
| Priority Action | Description and Purpose |
|---|---|
| IT Technical Assessment | Urgent audit of basic software tools (ERP, spreadsheets, etc.) to resolve reliability and performance problems that frustrate team and cause daily inefficiencies. |
| Roles and KPIs Redefinition | Workshop to formalize mission, responsibilities and KPIs (performance indicators) of Export Manager and Promoter. Role clarity is prerequisite for effectiveness. This must be officially communicated to entire team. |
| Basic KPI Implementation | Definition and monitoring of first operational sales funnel KPIs (e.g. no. new qualified contacts/month) to start creating data-based culture, even using simple tools while waiting for CRM. |
Objective: Build processes and competencies for scalability.
| Priority Action | Description and Purpose |
|---|---|
| CRM Selection and Implementation | Introduce CRM system not as simple database, but as central platform to standardize sales processes, share information between Sales, Marketing and R&D, and obtain complete visibility on sales pipeline. |
| Commercial Process Formalization | Design and formalize key processes (Prospecting, Opportunity Management) within new CRM. Create simple operational "playbooks" to guide sales force. |
| Targeted Training Plan | Launch training program based on emerged gaps: a) Export Manager: international sales techniques and partner management; b) Promoter: sell-out techniques and opportunity reporting; c) Sales Managers: management by objectives and coaching. |
Objective: Delegate, incentivize and seize growth opportunities.
| Priority Action | Description and Purpose |
|---|---|
| New Budget Management Model | Implement commercial budget management system by area/channel, delegating to Sales Managers and Export Managers autonomy to manage discounts and promotional activities within defined limits, measuring ROI of each initiative. |
| Incentive System Revision | Redesign incentive system aligning it to new KPIs. |
| Account Management Tools Development | Create and implement standard "Customer Plan" for strategic customers (top 20%). This tool will guide planning of objectives, assortment, promotions and innovation in partnership perspective. |
The Pro Sales Scan assessment reveals that ACME S.p.A. possesses fundamental assets for success: a high-quality product portfolio and ambitious sales force. However, operational infrastructure – understood as set of processes, tools and role clarity – is no longer adequate to sustain growth ambitions.
Continuing to operate with current setup means exposing the company to concrete risk of inefficient growth: revenue increase accompanied by explosion of operational costs, profitability decline and team frustration.
The proposed roadmap is not a simple list of suggestions, but a structured transformation path. CRM implementation, process formalization and role redefinition are interdependent and non-optional steps. They require investment and strong commitment from Management, not only to approve the plan, but to actively guide cultural change.
Addressing these systemic criticalities today will allow ACME S.p.A. to build scalable, efficient commercial organization ready to conquer significant opportunities the market offers.
Intra-role consistency: Degree of homogeneity in responses provided by people in same role. ↩
Objective consistency between roles: Degree of objective alignment between roles that interact with each other (e.g. manager and direct report). ↩
Consistency with hierarchical manager: Degree of alignment of collaborator's strategy perception compared to that declared by superior. ↩
Functional adjacencies: Company functions with which a role interacts to complete a specific process. ↩
Sales Enablement: Strategic process that provides sales force with necessary resources, tools and information to sell more effectively. ↩
Perceived Availability: Degree to which a sales tool is considered available and accessible by staff. ↩
Perceived Quality: Degree to which a sales tool is considered useful, updated and high quality. ↩
Standard KPIs (key performance indicators): Standard metrics used to measure operational and business performance. ↩