Bonfiglioli Engineering

Bonfiglioli Engineering

    Thanks to a new CRM system and a significant employee training program, we have been able to foster the company’s digital transformation, providing it with innovative technological tools and contributing to the development of a digital-oriented company culture.

    The challenge

    When we first came to Bonfiglioli Engineering, the company was preparing to face a crucial step in its growth: it was engaged in an important digital transformation phase, and was looking for a partner that could accompany it during this delicate transition.

    Partly because of its strong international vocation, one of the company’s needs was to align its operations with those of its foreign offices, abandoning the use of outdated software and implementing a new CRM system that would make it possible to automate certain fundamental processes. The company’s customer service activities – which are particularly complex, as it operates worldwide, 24/7 – had to be completely rethought so as to be more efficient and sustainable. Moreover, the way the sales force operated had to be changed to be more structured and rational. The third team that would be significantly impacted by the company’s digital evolution was the Marketing department, as the new CRM system would implement marketing automation processes aimed at improving customer retention and monitoring customer satisfaction. 

    We immediately realized that such a significant transformation could only be effective if, in addition to implementing the new CRM system, we started developing a digital-oriented corporate culture, enabling every department to benefit as much as possible from the technological solutions made available to them. For this reason, our project focused as much on technical aspects as on training and supporting staff.

    Our project

    Our collaboration with Bonfiglioli Engineering started out with an analysis of the company’s organization, so as to understand its operational processes and identify strengths and weaknesses. Firstly, we interviewed Senior Management and members of the Customer Service, Sales and Marketing departments, analyzing together the software and tools generally used and any room for improvement.

    Once the operational processes had been defined and the customer's specific needs assessed we implemented the new Zoho CRM platform configuring the software and databases based on the needs highlighted during the analysis phase. The decision to use this tool was agreed with the customer, who wished to adopt this specific platform also with a view to standardizing its internal processes, since the CRM system was already successfully in use in some of the group's foreign offices

    Once the CRM system had been set up, we collected, standardized and imported a significant amount of data, from a variety of sources into the database, performing the necessary tests and integrating the new tool with the ERP system in use at that time.

    We also launched a training program for those who would be using the new CRM system on a daily basis, so as to increase staff awareness and engagement and facilitate the process of digital transformation. However, our staff support did not stop at an initial period of training: we soon planned a series of two-monthly audits, enabling us to check up on users’ actual use of the new digital, answer their questions, and gather feedback for improvement.. This has enabled us to make the CRM system more efficient, but has also been a fundamental means of developing a culture of continuous commercial improvement within the company.

    The CRM system was subsequently optimized from the point of view of customer service, in particular optimizing remote service operations, the supply of spare parts and after-sales management.

    The Marketing department was also involved in the digitalization process. With them, we developed a targeted inbound marketing strategy and implemented a number of marketing automation processes, using HubSpot methodologies and software integrated with Zoho CRM.. The purpose of these actions was to reawaken and retain the existing user database. At the same time, we launched an advertising campaign, which is essential for promoting content, engaging new users and generating profiled leads.


    As expected, our project significantly optimized the company’s internal processes. By implementing the new CRM software, we helped to bring the Marketing, Sales and Customer Service departments into alignment, providing Bonfiglioli Engineering with a tool that would facilitate integration with its foreign offices. This helped to radically transform the company's operating methods, increasing employee awareness and boosting its digital culture.

    “Cloudnova did not merely provide us with a new CRM system, but worked together with our employees to optimize our processes and enable us to operate more efficiently and effectively.”

    Bonfiglioli Engineering
    Atam Moondra, Marketing Manager
    Bonfiglioli Engineering
    About Bonfiglioli Engineering

    Bonfiglioli Engineering - a part of the international TASI group - is a company specialized in the design, construction, installation, maintenance and revamping of leak testing machinery for food and pharmaceutical packaging. The company’s headquarters are in Ferrara, but its customers are spread around the globe and operate in a number of high-tech industries.

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