Integrated Business Processes Automation for a Luxury Clothing Company


Operating within the markets of Western Europe, the US, Canada, Australia, and Hong Kong, our Client’s company is a designer, sewer, and seller of clothing in the luxury market segment. To work with its end customers, the business was using a CRM system. However, business was growing, so the Client needed to automate the management of both its clothing engineering process and its lead management system, which this company uses to financially incentivize employee productivity.

We analyzed the workflows involved, as well as the relationship between a sales manager’s work quality and their compensation. As a result, we proposed a solution that enabled the Client to control their entire business process, from the generation of a lead request from a “cold” customer through to the tracking of employee compensation.

This new business management system enabled the Client to improve business efficiency, allowing the Client to:

  1. Increase its rate of sales.
  2. Speed up staff workflow.
  3. Automate an incentivized compensation plan to motivate employees based on their speed of work and complexity of an order.
  4. Obtain business analytics on its product line and pricing strategy.

As a result, the sales process was optimized, employee engagement and productivity increased, and the order processing rate increased. This enabled the Client to increase profits.


A company in the business of designing, sewing, and selling clothing in the luxury market segment.


The CRM system the Client was using did not take into account:

  1. The complexity of business workflows.
  2. The speed and quality of sales manager work.
  3. The relationship between employee work quality and employee compensation.

Project Goals

To develop and integrate automated systems into the company’s existing infrastructure and processes for both working with customers and motivating employees. We also needed to account for the specifics of the industry and their already established production process. We developed the following systems for automation:

  1. Maintenance of the product catalog.
  2. Tracking of orders, including those that require changes in the design and manufacture of products.
  3. Calculation of each employee’s compensation based on the duration of the work and individual order complexity.

What Did We Do?

Task 1 – Development and Implementation of a Client Management System

The Client Management System (CMS) enabled the Client to:

  • Take orders.
  • Update the product catalog.
  • Enter discounts.
  • Account for order complexity (making changes to both design and manufacture).
  • Calculate individual employee commission percentages.
  • Track the status of transactions
  • Create invoices that incorporate order complexity.
  • Obtain business analytics for sales.
  • Display employee performance analytics including motivation, speed, and work complexity.
  • Account for payments received from customers when calculating employee compensation.


The integration of the CMS with payment systems enabled us to automate order payment based on order complexity. It also allowed the system to generate business analytics on the range of products (demand for specific goods during a given time period as well as prices during the same time period). The relationship between delays in customer payment and accrual of employee compensation increased the efficiency of their work with customers.

Task 2 – Development and Implementation of a Lead Customer Relationship Management (Lead CRM) System

The Lead CRM enabled the Client to:

  • Automate data transfer from a lead to the Client.
  • Measure the speed of lead processing by sales managers;
  • Monitor the full production cycle from lead receipt through payment of compensation to employees.


The unique, seamless integration of the CMS and the Lead CRM ensured no data was lost during the conversion of a lead (request) to customer (order placement). Since the process was automated it eliminated miscommunication and increase sales manager efficiency.

The integration of an accounting system for all operations within an order, including processing speed, modifications to manufacture, customer installment plans, etc., enabled the Client to factor these variables in when calculating employee compensation. This improved both the accuracy and speed of these calculations.

Project Results

All the relevant company departments (design, manufacture, etc.) received necessary work information instantly and automatically.

These integrations provided the accounting department with an efficient tool to quickly calculate employee compensation which depends on multiple variables.

Order work cycle became much faster with the introduction of a mechanism that defined the relationship between compensation and an employee’s work speed.

The seamless integration of these systems provided automated customer and order data from the Lead CRM to CMS, minimizing data loss or miscommunication of information. This ended delays in information transfer.

Both the company and its department heads now had the opportunity to check the workmanship of each individual employee. This allowed them to monitor work complexity and individual multiplication ratios (commission percentages). The introduction of this transparent and easy to understand system provided financial motivation for employees, especially sales managers.
The combination of these measures led to a significant reduction in order work cycle (the period of time between registration to payment), resulting in increased profits per unit time.

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