Akcesoria CNC (EBMiA) is a family-run business founded out of passion and operated with passion. Its founders are Robert Taraszkiewicz, an automation and electronics enthusiast, and Elisabeth Taraszkiewicz, who handles the business’s analytical and financial side. For 19 years, CNC Accessories (EBMiA) has provided customers with high-quality components for building machines and prototypes.
Our collaboration with CNC Accessories (also known as EBMiA) began with a clear set of objectives from the company’s founders, Elisabeth and Robert. They approached us with two primary goals in mind:
When we began working with CNC Accessories (EBMiA), the company had a very flat structure—everyone reported directly to the owners, Elisabeth and Robert. Additionally, the owners were involved in all business matters, including daily operational issues. For example, employees would come to them with questions about taking vacation days.
We created a more hierarchical company structure to free up Elisabeth and Robert’s schedules, designating people responsible for specific areas.
Based on a data audit and an analysis of each team member’s responsibilities, we reorganized the sales department and split it into two parts:
We also created two departments responsible for everything related to products, including pricing policy, product display on the website, and product descriptions. Each department’s employees report to their manager, and the managers report to the Marketing Director, who then reports to Elisabeth and Robert.
This restructuring significantly reduced the amount of daily involvement Elisabeth and Robert had to have, thereby freeing up their time for company development and personal life.
Furthermore, we successfully divided responsibilities between Robert and Elisabeth, eliminating duplicated decision-making in certain areas and saving the owners valuable time.
After creating a more hierarchical structure, we clearly defined each team member’s responsibilities and key performance indicators (KPIs). We cascaded the goals for each position, starting from the most critical business objectives from the owners’ perspective and gradually working down through the company structure, asking, “What needs to happen at lower levels to achieve this goal?”
You decided to build a new structure with our help to free up time in your schedules. We divided the organization into areas with designated individuals responsible for them and set goals. What impact have these changes had?
Elisabeth Taraszkiewicz, Founder of CNC Accessories: “We rebuilt the company structure and divided responsibilities, giving managers more freedom to make decisions and communicate with employees. It also increased trust, both from us towards the managers and from the managers towards us.”
CNC Accessories approached us with a clear goal of year-over-year growth. To help achieve this, we began by closely examining the sales process. We noticed that the company successfully acquired leads, with a 65% conversion rate into closed deals. Our goal was to increase this percentage.
We developed a sales process and analytics together as part of our collaboration. We advised the new head of sales on:
We introduced automation from the quotation stage to automated follow-ups after sending an offer, which allowed the company to save time in communicating with potential customers.
What was most valuable for you in the meetings with the Casbeg Consultant?
Agnieszka Karp-Krajewska, Sales Manager: “The knowledge and approach to us, as well as the fact that she came up with good ideas and helped us implement them.”
Elisabeth Taraszkiewicz, Founder of CNC Accessories: “Whatever topic we discussed during consultations, the Casbeg Consultant immediately had a solution. She didn’t have to think or search for answers; she always took the initiative immediately.”
Agnieszka: “It’s clear the Consultant has vast experience in sales. The knowledge she shared with us opened our eyes to many things.”
How would you rate the Consultant’s understanding of your industry?
Agnieszka: “From my perspective, the Consultant fits into what we do perfectly.”
Elisabeth: “I agree. Given how specific our industry is, she did very well.”
Agnieszka: “I’m sure it helped that we gave the Consultant full insight into the company’s internal challenges so she could properly advise us.”
When we began working together, the sales department handled many monthly leads. Still, it didn’t have a CRM system to track individual sales processes and draw conclusions.
The CRM implementation was revolutionary in that the company stopped measuring only the number of orders and started analyzing what happened earlier in the sales process. CRM allowed them to measure the effectiveness of individual stages and make data-driven improvements, resulting in increased sales.
For example, about half of the sales opportunities were lost due to slow response times to customer inquiries. With this knowledge, the company focused on quicker lead follow-ups, leading to a 5% increase in the number of sales opportunities won.
Through the CRM, we also introduced lead qualification. The system clearly showed which product categories were time-consuming to quote and generating little revenue. Qualification allowed the company to deprioritize such sales inquiries, focus on more profitable ones, and speed up response times.
What was holding you back from implementing a CRM before our collaboration?
Agnieszka Karp-Krajewska, Sales Manager: “I think it was the fear of the unknown. We hadn’t dealt with CRM systems or such detailed analysis of our work before. We have a wide product offering and several systems we already use, like for warehouse management. Although we had tested a few CRMs, integrating them into the existing ecosystem seemed impossible.”
What changes have you seen since implementing CRM?
Agnieszka: “The CRM we chose, Gestor, is very intuitive and integrates well with Subiekt, another system we use. Thanks to the CRM, we now have better control over sales and access to statistics. We can confidently say that we’ve seen increased sales inquiries.”
You collaborated with Casbeg for over two years. Where did the ideas for topics discussed during consultations come from?
Elisabeth: “We often started with current issues, looking for solutions around them, but the consultant also suggested many areas.”
Agnieszka: “Most of the meeting topics we’ve set spontaneously. We’d have a meeting on Thursday, and by Wednesday, something would come up that we wanted to discuss the next day. Despite sometimes having little time to prepare, the Consultant was always able to help us.”
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