Client Project · Strategy + Execution
Three Years of Data → a Growth Plan They Actually Ran
For Dr. Hotellato Zrt., a Hungarian hotel-supply distributor: turned three years of transaction-level ERP data into a margin, cross-sell and churn diagnostic — then built the top recommendations straight into the CRM as live sales automation, so the plan ran instead of gathering dust in a deck.
~30×
Cross-sell gap: full-catalog vs single-category clients
~27K
ERP line items analyzed (3 years)
7 moves
Prioritized revenue-recovery plays
Plan → live
Top plays built into the CRM as active rules
What this means for you
Most consulting ends as a slide deck. This ended as automation inside the CRM — the plan executes itself while the team sells. If you're sitting on years of data with no time to mine it, this is what it can become.
The Problem
Dr. Hotellato Zrt., a Hungarian hotel-supply distributor, was growing, but its margin was quietly compressing year over year and leadership couldn't see exactly where the money — or the opportunity — actually sat. Three years of every sale the company had ever made were in the ERP, but nobody had time to mine tens of thousands of line items across hundreds of products and clients.
So the important questions went unanswered. Which clients are we leaving money on the table with? What's really driving churn? Where is the next year of growth hiding? The data held the answers; the business just couldn't reach them.
The Solution
A full strategic diagnostic run directly on the raw ERP export — margin, cross-sell, churn, client concentration and regulatory exposure — turned into a plain-language plan leadership could act on. Then the part most consultants skip: the top recommendations were built into the CRM as live sales automation, so the plan started working the week it was delivered instead of sitting in a slide deck.
3-Year ERP Export
Margin & Cross-Sell
Churn & Pareto
Tiered Coverage Plan
7 Prioritized Moves
Built Into the CRM
What It Found
A roughly 30× cross-sell gap hiding in plain sight
Clients who bought across the full catalog were worth on the order of 30× more than single-category buyers. That single number reframed the growth strategy: the biggest lever wasn't chasing new logos, it was widening the accounts already on the books.
Margin analysis — done right the second time
The first margin cut compared products against brands — an apples-to-oranges error that would have pointed the business at the wrong products. Catching and correcting it before it reached leadership is exactly the QA discipline that separates a trustworthy analysis from a confident-but-wrong one.
Revenue concentration, and who really drives it
A small share of clients drove roughly half the revenue — a classic concentration risk that tells you exactly where to spend the personal, high-touch attention and where to let automation carry the load. Churn was analyzed too, with a caught caveat: non-hotel entities in the data were skewing the raw churn number, so the real figure was lower than it first looked.
A regulatory shift turned into a product opportunity
Upcoming EU packaging rules are pushing the whole category toward refillable hardware dispensers. Rather than treat that as a threat, the plan framed it as a reason to get in front of every account early — a service-led transition the distributor could lead instead of react to.
The Plan — and Proof It Ran
The recommendation was a tiered coverage model: top accounts get personal attention, the middle tier gets systematic CRM-driven outreach, and the long tail is served by automation — matched to seven prioritized revenue-recovery moves (cross-sell, churn win-back, the margin correction, the regulatory product transition, and a "sell the service, not just the product" reframe).
Then it was built. The coverage-tier logic now lives inside the CRM as live automation rules — frequency-based reorder reminders that fire as real sales tasks — so the mid-tier outreach happens on its own. The executive P&L diagnostic dashboard shipped after three revision cycles with leadership. This is the part that matters to a buyer: the analysis didn't end as a document, it ended as a system that keeps working.
The Result
- ✓ Three years of raw ERP data turned into a clear, prioritized growth plan leadership could act on
- ✓ The largest lever — cross-sell into existing accounts — quantified and put first
- ✓ A coverage-tier strategy running live inside the CRM as automated sales tasks
- ✓ An executive dashboard leadership uses to watch margin and cost drivers directly
How It Was Built
| Layer | Approach |
|---|---|
| Analysis Engine | Python (pandas) over three years of transaction-level ERP data |
| Diagnostics | Category margin, cross-sell concentration, churn, Pareto, regulatory exposure |
| Deliverables | Interactive HTML dashboard, executive briefing, call scripts, slide deck |
| Execution | Coverage-tier logic written into the CRM as live, frequency-based sales automation |
Let's Talk
I take on 3 new clients per month.
The businesses that move first win. Let's find where you're leaving 20+ hours a week on the table.
Book Your Free Audit● Capped at 3 new clients per month — the audit call is how you claim a slot