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Solicitations for sales, increased competition in terms of modern distribution presence, increased consumer price dynamics that lead to a progressive supply “discount” applying first prices. Commercial brand development as an alternative to the traditional one and specialised niche sector achievement addressed at targeted, qualified consumers (e.g. Pet food, Wines, Dietary goods, Health goods, etc.) A generalised increase has been registered on the costs side: among others labour cost dynamics have increased in the last few years due to a significant sales paralysis. It is therefore essential to check the distribution chain introducing new monitoring and more effective organisational tools.

Given this situation, it is vital to keep constant and progressive governance and visibility:

  • Of different margin levels (from gross to net), able to emphasize the effectiveness of commercial policies (discounts, pricing, promotional campaigns, contract and prizes) on the different services provided
  • Of the impact of different costs (transport, commissions, communication campaigns, etc.) on the customer’s profitability
  • Of the product full costing in relation to which setting the correct sales price, assessing margins, changing the policies governing immediate and delayed discounts, increasing processes productivity and efficiency
  • Of the sale network performances comparing them with the targeted objectives
    and, according to the results, performing prices, costs and discounts simulations and also analysing their impact on different areas of the company.

These are only some of the features of our corporate control solutions.

These solutions aim at covering the main functional areas and are complementary to the Budget and Forecast module that favours the management of the predictive process and its control related to individual areas (Business profitability, Profit and Loss Account, Product Cost, Human Resources).

Who is addressed to

Our solution is addressed at those companies willing to manage their sales profitability in a coherent and timely manner (channel, point of sale, department, etc.). Moreover, at present, it is essential to assess the effectiveness of promotional activities and customers’ clustering and analysis


Analyse the company’s existing resources and skills, identifying those critical areas that need to be solved through targeted action. It is also important to evaluate total cost impact. Combine costs information with the different profit and loss accounts as a result of a standard approach referring to precise and certified costs data.
Analyse productivity costs and personal effectiveness, quickly evaluate structure and processing re-organisation simulations through budgeting indicators.

The main advantages refer to:

  • Sales and commercial margins analysis
  • Product category performance
  • Assortment clustering analysis
  • Shrinkage management check
  • Returned and expired goods analysis
  • Promotional effectiveness analysis
  • Performance
  • Sales network
  • Deviations analysis
  • Fidelity analysis


main feautures are:

  • Actual sales volume
  • Discounts Impact
  • Disconts terms
  • Sell cost and gross Profit
  • Sellers incentives
  • Logistic and commercial costs
  • Product/Customer Net Margin
  • Mix product group and customer categories
  • Performance and trend of sales network
  • Gap analysis (Price, Volume, Mix)

Commercial income statement structure resume progress of sales both to a graphic level and as performance about customers or objectives of sales agents. In this way it is possible to have an analytic and prompt market’s view thankst to this business management tool. The following picture shows an Income statement model for commerical profitability with all the different elements of commercial costs.

costo del prodotto

Who is addressed to

The determination of the industrial product cost (Service) and its governance is the result of an analytical management industry control also related to all those enterprises with high indirect costs.

The main objective of the Industrial Product Cost is monitoring and looking after product lines thanks to a product cost statement (both Direct and Full Costing) down to each feature; determining reference and list prices and increasing the value of current stock are very important features based on the product cost calculation.
The main features of the production costs control software are:
• Raw and subsidiary materials cost development and also bills of materials including production order costs referring to standard and full costs
• Labour costs development (internal and external, rework, etc.) using Processing cycles or manufacturing times, promoted at standard costs and settled with full costs
• Direct or Indirect costs take over based on expenditure for the corporate accounting system production cost centres, with the opportunity to input annual or monthly reports and budgetary costs directly in the E3 system
• Reallocate industry indirect costs on the basis of cost drivers as a result of hours worked, machine hours and stores movements and payments, energy consumption or ad hoc consumption

Technical data in management system are reported in repository and elaborated with logics and parameters managed by the controller. The controller also decided cost’s level, driver and re-allocation rules, until the final product cost schedule and his revenue account.


Who is addressed to

For those companies in which personnel costs have significant consequences on the final cost, HR optimal management is extremely important. Moreover, those companies where departments and processing is “labour intensive”, take particular advantage of using a personnel costs control system.

Carry out productivity and efficiency costs analysis, quickly evaluate structures and procedural re-organisation simulations through budget indicators.

The main advantages refer to:

  • Improved workforce balancing and human resources management
  • Workforce organisation according to their needs
  • Limiting overtime
  • Limiting the costs of leave which have not been taken
  • Personal sales force incentives


  • Workforce cost based on their skills
  • Hourly costs and per capita workforce
  • CDC/department allocation according to attendance level
  • Departments/Tasks costs, etc.
  • Measuring Productivity: Items, hourly turnover, FTE
  • Overtime measurement and control, Absences, Annual Leave entitlement for remainder, etc.
  • Possible extensions: Shift management

The following image show an example di human resources cost and productivity divided for cost centre and productivity



Who is addressed to

Our solution is addressed to business directors who can quickly access information regarding the business performance and identify a final competitive advantage. It basically provides a full analysis and management control system:

Balance sheets, profit and loss accounts of the company and of a potential third party (Business Unit, Order, Result area, etc.), cash flows and relevant economic, financial and structural factor analysis,providing a dynamic and prompt overview of final and provisional figures.

The main advantages are improved profit management and cost trends, analysing each task from different perspectives and implementing management control activities. Thanks to the application you can access either a final or management overview, integrating accounting and non-accounting data, and also implementing and performing an organisation of cost structures through a reallocation of rules. In short, this solution enables all corporate performance indicators governance to identify its main trends and analyse them from different perspectives (business area, corporate contribution margin)


Main feautures are:


  • Accounting data integration containing summarised information coming from other flows: e.g. purchase invoices, attendance and payroll processing
  • Accounting database for management purposes: cash and competence criteria
  • Database update for forward-planning analysis: data management refresh at the beginning of each month/week
  • Management data navigation through the management of reclassification sub-counts criteria
  • Data projection and creation of preliminary forecast


  • Accounts alignment (both final and management) to cost centre based approach: indirect cost reallocation to CDC
  • Reallocation criteria selection (tables/hierarchical, automatic/manual, total/partial determination criteria)
  • Opportunity to perform simulations and manual adjustments relating to suggested distribution criteria

The following image shows the analysis which allows data accountings from different sources (analytics, yearly data, external sources, manual corrections).

The following images shows some management models of profit and loss account and financial statement

Economic account for Business Unit

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