Introduction
De Jong Verpakking was scaling fast, but their commercial and operational processes were not keeping up. CRM data was unreliable, pricing lived in spreadsheets, and teams operated in silos with no single source of truth.
This case study shows how I transformed their entire flow — from first customer contact to order — into a streamlined, insight-driven operating model.
The Core Problem
During my analysis one pattern was clear:
nothing was consistent, nothing was connected, and everyone worked with a different version of the truth.
- No CRM in place to manage customer, pricing or agreement data
- Customer information spread across Excel files, emails and personal notes
- Inconsistent and undocumented pricing and payment agreements
- No margin visibility or reliable commercial reporting
- Operational silos between Sales, Planning, Production and Logistics
- High dependency on manual corrections and individual knowledge
These problems led to low adoption rates, high abandonment, and limited platform growth.
Discovery & Research
Stakeholder Research
- Interviews with Sales, Finance, Planning, and Logistics
- Findings:
- No CRM → customer data scattered across Excel and inboxes
- Duplicate accounts, inconsistent pricing, missing payment terms
- No visibility on margin, discounts, or complete customer history
Process Mapping
- Mapped the full flow from first customer contact to order
- Identified duplicated data, missing pricing rules, unclear responsibilities, and margin blind spots
Journey Mapping
- Visualized pain points across the lead to order process
- Highlighted redundant steps, manual workarounds, and inconsistent data entry
- Mapped failure points to redesign priority areas
Workshops & Alignment
- Facilitated workshops with Sales, Finance, Planning, Logistics and Simon-Kucher
- Simon-Kucher provided margin-modelling expertise, enabling us to rebuild pricing structures, define new margin rules, and establish consistent commercial logic
- Aligned data ownership, roles, and margin-critical information needs across all teams
User Stories & Requirements
- Defined user stories and acceptance criteria for the new CRM-to-ERP setup
- Translated operational needs into clear functional requirements
What I Delivered
The delivery resulted in clear, high-impact outcomes:
- CRM ↔ ERP API Integration – Full API integration to synchronize customer, pricing, and order data
- New CRM Data Fields – Added margin-critical, pricing, and lifecycle fields based on insights from Simon-Kucher workshops
- ERP Data Cleanup – Removed duplicates and restored data integrity
- Revised Margin Logic – Implemented the newly defined pricing and profitability rules from Simon-Kucher into the CRM and ERP data models
- 8 BPMN Process Models – Covering customer creation (suspect → prospect → customer) and complete order processing
Business Results
The redesign didn’t just solve data issues — it strengthened the entire commercial operation.
- Faster quoting & customer setup thanks to standardized data and automated CRM ↔ ERP sync
- Clear margin visibility through the margin-modelling framework co-developed with Simon-Kucher
- Reduced order errors after ERP data cleanup and aligned workflows
- Higher operational efficiency through unified processes and structured customer creation
De Jong Verpakking gained a cleaner system, faster onboarding, scalable pricing logic, and a commercial flow that finally supported reliable growth.
Outcomes & Impact
Closing Thoughts
The De Jong Verpakking transformation proved that commercial clarity drives commercial growth.
By replacing fragmented data, inconsistent pricing, and manual workarounds with one unified CRM-to-ERP flow, the organisation finally gained the structure and insight needed to scale.
Teams now operate with one version of the truth: margin-driven, data-driven, and ready for the next phase of growth.