Challenges and Goals for Digital Transformation
Fantini Rubinetti customers were always highly energetic and demanding, but the pandemic and the increasing trend of Amazonizing the customer experience have intensified this scenario. As a result, contractors, architects, and private clients now expect intricate delivery proposals in a shorter time frame.
Reducing this turnaround time was only feasible through leveraging data. However, maintaining a comprehensive list of contacts and prospects across numerous Excel files and other unsynchronized databases, or relying on switchboard operators to gather initial sales leads via phone, was not a viable option.
To address these challenges, Fantini Rubinetti opted to utilize HubSpot Marketing, HubSpot Sales, and HubSpot Service as their tools of choice. They set a deadline of four months and initiated a collaboration with DMA, HubSpot's Platinum partner agency.
Standardization and Digitalization of the Sales Process
Fantini Rubinetti had a clear vision for initiating the sales aspect of the project. They tasked DMA with analyzing and mapping all current company processes, representing them on a diagramming and flowcharting platform. The goal was to replicate these processes within the HubSpot CRM to save time through automation and reduce errors.
After examining the existing processes, the Piedmontese company identified specific areas with the highest number of redundancies or inefficiencies. To ensure a successful familiarization process, Fantini appointed key project personnel responsible for overseeing tool usage and reporting any corrective interventions required by DMA.
Working within a tight schedule to meet the four-month deadline, the team heavily relied on HubSpot's business automation engine. They conducted numerous onboarding meetings with staff to facilitate familiarity with the tool and the underlying processes.
After optimizing the sales processes and reaching a certain point, Fantini Rubinetti recognized the need to integrate customer data from their ERP Microsoft Dynamics NAV instances into HubSpot. The goal was to enrich contacts with information such as commercial conditions, revenues, price lists, and more. DMA accomplished this using ERP Bridge, a proprietary software facilitating the synchronization of customer data between HubSpot and all on-premises applications.
Enhanced Customer Service Through ERP Integration Data
Today, owing to the implementation and standardization of a robust process, customers are required to open a ticket to the after-sales department if the defective product is under warranty. The service center then scrutinizes the collected information to confirm the actual existence of the defect. If a structured intervention is deemed necessary, a task is opened for the CAT, who is responsible for compiling a detailed report with case history, item code, quantity, intervention time, and travel time for costing.
In the case where the ticket corresponds to a simple request for a spare part, the process involves only customer service. They dispatch the spare part along with an email to the customer containing a tracking code.
In parallel with these activities, collaboration with management has led to the definition of Key Performance Indicators (KPIs) for After Sales processes. Custom objects containing parameters such as Collection, Family, and other product categories were introduced to conduct detailed analyses on aggregated data.
The positive response to this additional implementation prompted the transition to the HubSpot Sales Enterprise module. This allows for the automatic management of ownership for a contact, company, or deal based on the assigned country. The entire organizational structure is replicated hierarchically on the CRM, configuring teams and permission sets.
Measuring the Profitability of Marketing Efforts, Including Exhibitions
Fantini Rubinetti faced a genuine concern: finding a way to measure the profitability of its digital marketing efforts. Consequently, they sought assistance from DMA to kickstart the marketing aspect of the project. This involved integrating HubSpot with the company website, fantini.it, through HubSpot forms and implementing the cross-functional tool of HubSpot Score. This tool assigns a numerical value or score to a lead based on its engagement level with communications, company initiatives, e-commerce sign-ups, or alignment with the ideal customer profile (Buyer Persona).
This initiative enabled the historic manufacturer to commence sending personalized communications to clusters of contacts, enhancing contextual relevance and interest. This activity significantly increased the email open rate compared to the Mailup figure, which averaged 30%. In recent months, using HubSpot and this new data, the open rate has risen to 46%.
Another noteworthy project within this endeavor was the digitalization of the 5-star hotel Casa Fantini, an accommodation facility owned by Fantini Rubinetti. This facility is available to agents looking to provide the unforgettable experience of the Fantini world to architects, influential designers, or particularly promising prospects.
To digitize Casa Fantini and measure the profitability of visits in terms of actual faucets sold, the company replicated a real booking system. This system records all visits in the CRM as tickets, thereby digitizing opportunities that previously existed only in agents' Excel files. Additionally, Fantini Rubinetti empowered area managers to approve or disapprove a prospect's visit based on the won rate and potential annual contract value. A simple dashboard allows them to track how many visits actually converted into orders.
During the company's presence at the annual Salone del Mobile in Milan, Fantini Rubinetti entrusted DMA with all activities related to the event. This included promotional email invitations, registering all visitors in the CRM through a convenient iPad-fillable form, and transforming traditional business cards into QR codes. When framed, these codes allowed the prospect to easily save the contact information of the Fantini representative on their cell phone.
Marketing activities continued throughout the year with the implementation of an email nurturing flow linked to registration on the reserved area of www.fantini.it. This provided users with premium resources such as wish lists, 3D/CAD models, and more.
Starting with the analysis of contacts registered through the form, Fantini Faucets obtained illustrated data about the geographical origin of the contacts, their role, and whether they had an existing project for which they might need Fantini Faucets.
Today, by intersecting information such as deal status and the event generating the contact, it is possible to calculate the long-term ROI of the trade show investment.
Conclusions
Fantini Rubinetti has successfully digitized both marketing and sales, as well as after-sales, thanks to a collaborative working method and a structured onboarding process, ensuring a 93% adoption level of digital tools.
Currently, all processes are fully digitized and benefit from virtuous standardization, enabling operators to apply them with increased efficiency. All business areas have gradually reaped the rewards, starting with sales, which generated over 1,000 deals during this two-year span.
The marketing department, equipped with robust processes and the ability to assess the profitability of its initiatives, has become more tangible and supportive of sales, managing a total of 30,000 contacts created between 2021-2023. Out of these contacts, 4,000 tickets were opened and handled, many of which became sources of profit for the company, such as out-of-warranty interventions or Casa Fantini visits. These were precisely managed through ticketing logic and thus fall within this figure.
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