Mechon International is a Dubai-based global trader of genuine spare parts for heavy machinery brands like JCB, Komatsu, Volvo, Hyundai, and CAT. They supply to 30 countries, with 40% of demand coming from the Middle East and Africa. Big deals. Long cycles. Real revenue.
For years, the business ran entirely on reputation. If you needed JCB parts, you called Mechon. That was the whole system. It worked because the founder made it work through relationships, direct outreach, and the kind of credibility that builds slowly in a niche industry.
Then they hired their first Head of Marketing. The mandate shifted. They were no longer just fulfilling demand. They wanted to generate it. HubSpot came in. Then we came in to build it properly.
The team had never used a CRM. All deal data lived in Excel. There was no marketing infrastructure, no pipeline structure, and no process for handling inbound. The marketing team itself was brand new, still figuring out internal ownership while we were building alongside them.
Mechon had a new marketing head and a brand new team, but when they sat down to actually start marketing, there was nothing to work with. No email templates. No landing pages. No nurture sequences. No way to segment contacts. No lead scoring. The website had one generic contact form that asked for a name and an email and did nothing else.
The team had budget, intent, and a clear growth target. What they did not have was any of the infrastructure that makes marketing executable. Before they could run a single campaign, they needed to build the entire engine first.
All of Mechon's contact data was sitting in Excel with no structure around it. No lifecycle stages, so there was no way to know who was a cold prospect versus someone who had already been in conversation with sales. No segmentation by brand, region, or part category, so every email would have gone out to the same undifferentiated list. No engagement history, so there was no way to tell who had interacted with Mechon before and who had not.
Mechon sells parts for completely different buyer profiles:
These are not the same person. They do not respond to the same message. Without segmentation, the team could not market to any of them effectively.
Mechon already had outreach sequences running on Snov.io. Contacts were there. Campaigns were live. But none of that engagement data was connected to HubSpot, which meant:
Reps were going into calls cold on leads that had already been warmed up. Marketing effort was being spent with no visibility into whether it was working. And because the two systems were completely separate, there was no way to build a feedback loop between what marketing was sending and what sales was actually closing.
Every inbound lead at Mechon came through one form. It asked for a name and an email. Nothing else. No brand selection. No part category. No country. No order size.
This matters because Mechon's product range is genuinely complex. A JCB parts inquiry needs to go to a different rep than a Komatsu inquiry. An urgent order from the Middle East needs a different response than a standard bulk order from West Africa. But because the form captured none of that, every single submission landed as an identical, unqualified lead.
Sales reps were spending the first part of every conversation just figuring out what the person needed, which brand, which part, which country, how many units, what urgency. The form was not the start of a sales process. It was a delay inserted right at the top of it.
There was nothing to work with when we came in, so we built everything from scratch. Email templates segmented by brand and product category. Landing pages for JCB, Komatsu, Hyundai, and Volvo. Nurture workflows triggered by lead behaviour. A lead scoring model so the team could prioritise who was actually worth calling. A contact structure that could be marketed to rather than just stored.
The marketing team went from having a HubSpot login to having a fully operational system they could run campaigns out of on day one.
We cleaned up everything that came out of Excel and rebuilt it inside HubSpot with the properties that marketing needed to segment properly. Every contact was tagged by brand interest, region, part category, and lifecycle stage.
This meant the team could now send a JCB-specific email to procurement managers in the Middle East without that email going to a fleet operator in Tanzania who had only ever asked about Volvo parts. Segmentation is only possible when the underlying data is clean. That is what we set up first.
We built a HubSpot form for each key product line using dependent properties:
Before this, every inbound submission was identical and unqualified. After this, every submission arrived with enough context for marketing to route it correctly and for sales to start the first conversation in the right place.
We integrated Snov.io with HubSpot so every email open, click, and campaign interaction now appears directly on the contact's record. Marketing could finally see which contacts were engaging with outreach sequences, which ones were clicking through, and which ones had gone cold.
More importantly, that data was now visible to sales too. Reps going into a call could see exactly what a contact had been sent and what they had engaged with. The two teams stopped operating in separate systems and started working from the same contact history.
We built automation around every major lead entry point. Chatbot leads, form submissions, and Snov.io-sourced contacts all entered defined workflows the moment they came in. Each workflow had clear stages, assigned ownership, and two-day follow-up tasks triggered automatically.
Marketing could now run a campaign, watch leads come in, and know with confidence that every single one was being followed up. Not because someone remembered to do it. Because the system made it happen.
Because the entire team was new to HubSpot, we ran weekly calls throughout the engagement to walk them through each piece as it went live. At the end, we ran three dedicated 90-minute training sessions: one for Marketing Hub, one for Sales Hub, and one for platform usage across both teams.
When their original workflow document came in with conflicting logic and lead stages stacked on top of each other, we rebuilt the whole thing and came back with a version that made operational sense. We flagged gaps before they became problems and suggested automations the team had not thought to ask for.
Mechon did not change how they sell. They changed whether they could see it.
A business that had grown entirely on reputation now had the infrastructure to generate and track demand at scale. That is what the right implementation does. It does not just organise what you have. It shows you what you have been missing.
If your team is generating leads but losing them somewhere between the form and the follow-up, we should talk.