Case Study

Berlucchi - Case Study

Sales Performance Management: Berlucchi SpA

The Client

Guido Berlucchi & C. S.p.A., Borgonato (Brescia), is the parent of the Berlucchi group which was founded in 1955 by Guido Berlucchi, Franco Ziliani and Giorgio Lanciani.

Berlucchi is Italy's leading producer of classic method spumante, with an annual output in excess of 5,000,000 bottles. The company's vineyards extend over about 630 hectares in Franciacorta, with a further 100 in Trentino and 150 in Oltrepò Pavese, and its three wineries are located at Borgonato (Brescia), Lavis (Trento) and Casteggio (Pavia).

The group also includes: Antica Fratta S.p.A., founded in 1979 at Monticelli Brusati (Brescia) with an annual production of 350,000 bottles from 9 hectares of vines, and Caccia al Piano 1868 S.p.A., founded in 2003 at Castagneto Carducci (Livorno) with an output of 100,000 bottles from about 18 hectares of vines.

The Requirement

Faced with growing competition, strong expansion in global markets, saturation at home and ever more demanding consumer behavior, management at Berlucchi identified a series of priorities intended to sustain effectively the company's growth strategy:

  • optimisation of commercial strategy via the diversification of sales channels, with a special focus on the Chain Retailing Channel which has expanded rapidly in recent years;

  • definition of a sales planning model to help optimize commercial performance and monitor the results achieved:

  • definition of a model for sales force incentives and credit management;

  • management and usability, considering the various user profiles, of key information that is both necessary and sufficient for planning and analytical purposes at all levels.


These considerations gave rise to a need for models and technological tools capable of managing the business process as a whole: analysis of the results obtained and related variances, as well as management of and support for the sales force using dynamic tools accessible remotely.

Clearly, all this had to be an integral part of the company's management information systems, without imposing restrictions at an operational level.