How TOPdesk bridged the gap between
HubSpot & Salesforce for commercial growth

The solution & approach

First the process, then the tooling

Webs helped TOPdesk not only with the re-implementation of HubSpot, but especially with making the right strategic choices. Together, we first looked at the current situation and at the future process map: what does the commercial process look like today, and what should it look like in a world where HubSpot and Salesforce converge?

The focus was not on individual departments, but on the total commercial process. Not thinking in marketing here and sales there, but in one customer journey from first interaction to sales and customer growth.

From that vision, Webs assisted Topdesk:

• defining one central way of working

• Harmonizing processes across regions

• Cleaning up data

• Redesigning metrics and reporting

• bridging the gap between marketing and sales within the new system architecture

Change while the business keeps running

The biggest challenge was that the change had to take place while the commercial engine was already running. Campaigns had to remain live, leads had to keep coming in, and teams had to remain operational.

That's why Webs and TOPdesk took a phased approach. Internally, this was aptly described as: a flying plane whose engine needs to be replaced. First you build the new engine, then let it run, and only then do you remove the old one.

Precisely this approach proved crucial. Based on the shared insight and advice, the first Salesforce implementations were even postponed twice. Not to slow down, but to prevent processes from going live before marketing, data and sales engagements aligned well enough.

The result & the impact

A stronger foundation for commercial strength

Although TOPdesk is still in the middle of the transition, the first results are clearly visible. The organization is moving from a lot of regional variation to one central way of working. Data has been cleaned up, measuring points have been set up more uniformly and the foundation for a 360-degree customer view has been laid.

As a result, it is increasingly possible to measure the impact of marketing on the commercial process, at campaign level, region level and ultimately at revenue level. Cooperation between marketing and sales has also become stronger, in part because the right stakeholders are now involved earlier and more structurally.

For TOPdesk, this means one thing above all: a better commercial engine to match the organization's next growth phase.

Conclusion & key takeaways

The foundation for scalable, international growth

TOPdesk's transition shows that growth not only requires better tooling, but above all better coherence. As long as marketing, sales and service operate as separate entities, scalability remains limited and real grip on commercial performance is difficult to achieve.

By opting for one central way of working, a cleansed database and a strong connection between marketing and sales, TOPdesk has laid a foundation that suits an international organization. No longer 11 variations on the same process, but one clear structure that can be applied locally and remains centrally manageable.

What this case especially underscores is that technology only delivers value when processes and teams are aligned. The combination of a clear strategy, the right order in implementation and a partner who looks beyond just the tool makes the difference between optimizing and truly transforming.

For TOPdesk, this means that the commercial engine is not only running better, but also ready for the next phase of growth. More grip, more insight and ultimately more impact.