B2B Sales Digitization for an Industrial Components Manufacturer

The sales director had a 30-person field team and a monthly revenue report, and almost nothing in between. Deals were won or lost, and he usually found out which by seeing it reflected in the numbers. There was no CRM, no pipeline visibility, no way to know a relationship was at risk until the customer called to say they were moving to a competitor. The company had run this way for 75 years. It had worked. It was working less well every year, and nobody could point to exactly why.

The first two weeks were spent understanding what the sales process actually was, not what any document claimed it was. More than 40 interviews with salespeople, customers, and operations staff. HubSpot was implemented not as a software project but as a sales process redesign, built around the actual stages of their specific sales cycle, not the default template. Commission incentives were restructured so that updating the CRM was financially rational rather than a bureaucratic obligation. An inbound content programme targeting procurement managers launched on LinkedIn in parallel.