How KVP partnered with a BSE-listed Indian market leader in road construction equipment to re-engineer customer management, sharpen market intelligence and forecasting, and embed a cloud CRM that the business actually adopted.
Market position retained
Functions integrated end-to-end
User adoption across roles
Sponsored, corporate-led initiative
A BSE-listed Indian manufacturer and the country's market leader in road construction equipment, with global sales operations and a centralised production facility. With India's renewed thrust on infrastructure, the customer needed to capitalise on a fast-growing market while defending leadership against aggressive new entrants.
Aggressive new entrants with attractive customer-acquisition strategies pressured the incumbent to keep customer contact warm and information-rich.
A wide gap between announced infrastructure plans and actual on-ground execution made forecasting, capacity planning, and pipeline management difficult.
Front-line sales, pre-sales, quoting, production, service, and after-market operated in disconnected systems with limited visibility.
Any new system had to be simple enough for field users yet powerful enough for management analytics — without forcing a rip-and-replace.
KVP's principle was simple: don't fit the customer into a standard tool — first understand the business, then configure the platform around it. We chose a process-driven cloud CRM for cost, flexibility, and scale, and ran the programme as a corporate initiative sponsored by the CEO.
Closer customer contact with structured product education and factual information to support informed buying decisions.
A standardised, transparent quoting and approval mechanism that compresses cycle time and removes ambiguity.
Tight integration between front-line sales and back-end operations to remove handoff delays and rework.
An end-to-end process spanning marketing, sales, pre-sales, production, finance, service, and after-market — all on one CRM backbone.
Faster, more informed responses to customers and market shifts, helping defend market leadership against new entrants.
Higher-quality market intelligence and business forecasting replacing manual, person-dependent reporting.
High adoption across field and management driven by user-centric design, clear outputs, and management sponsorship.
"KVP was an ideal partner in our re-engineering initiative. They brought innovative ideas and industry best-practices that helped us re-define marketing, sales, pre-sales, production, finance, service and after-market processes. The most important aspect of KVP's approach was not to fit a standard solution, but to thoroughly understand our business and then configure a tool to meet the requirements."
— Chief Executive Officer, Indian road construction equipment manufacturer
Verbatim feedback from the programme sponsors. Names are withheld under our client confidentiality policy.
“Their ability to formally assess our situation, identify key sales gaps, develop a plan to measure the results, and fully implement a business led technology solution, has been remarkable.”
For capital equipment, the buying cycle crosses marketing, pre-sales configuration, production slotting, finance approval, commissioning, service and after-market parts. Automating sales alone would have moved the bottleneck rather than removing it.
Cross-functional process change needs someone able to settle disputes between functions. Executive sponsorship is the single strongest predictor of adoption we see across our implementations, and it is why this programme held its scope.
Machines are tracked as assets against customers and dealers, so service history, warranty status, parts consumption and renewal opportunities sit on the same record the sales team uses — which is what makes after-market revenue visible.
Yes. The same model applies to material-handling, mining, agricultural and process equipment makers selling through dealers with a long-lived installed base.
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