Genpro Inc.

Genpro is a freight logistics company, in business since 1989, moving fresh and refrigerated loads for food shippers through its carrier network. Operations run on the Turvo transportation management system, and everything before a prospect becomes a customer needed a home of its own. When the engagement began in 2023, the company was deploying Zoho One across the business, and the practical questions piled up the way they do in any long rollout, about how leads should be captured and qualified, when marketing hands off to sales, what the website should do with a visitor who might be a shipper or might be a carrier, and how a closed deal gets into the TMS without someone re-keying it.

We used to implement and support Zoho as a partner, and Genpro was one of the long-running engagements from that era, structured as ongoing services rather than a one-time project. Over 2023 to 2025 the work spanned most of the suite.

In Zoho CRM we built and documented the full lead-to-customer journey, captured in a standard operating procedure the sales organization runs on. It covers defined lead sources, score-based qualification that marks a lead as an MQL at a set threshold, assignment to a sales executive, SQL conversion into account, contact, and opportunity, forecastable pipeline stages, and a Turvo sync that fires only for customers who have cleared credit and compliance approval. A CRM redesign pass simplified the interface, and ongoing work handled the unglamorous parts, such as duplicate contact cleanup, workflow reminders for RFPs, and dashboard fixes.

On the website side we designed and configured a SalesIQ chatbot with PageSense behavior tracking. The bot asks a visitor whether they are a shipper looking for freight solutions or a carrier looking to haul, tags them accordingly in the CRM, captures source data, and routes each type into its own email journey with its own calls to action. We also iterated the quarterly business review forms with sales leadership, reworking the questions reps ask customers about shipment volume, freight spend, tracking, analytics, and lane coverage so QBRs feed structured data back into the CRM.

Sales, marketing, and leadership work one defined process instead of individual habits, with the same stages, the same qualification rules, the same fields, written down and enforced in the CRM rather than in a binder. The marketing-to-sales handoff has criteria instead of judgment calls. Website visitors segment themselves in the first interaction, so a carrier inquiry and a shipper lead stop landing in the same pile. And a customer reaches the TMS only after credit and compliance sign off, with no manual re-entry in between.

A logistics company running years of accumulated process across six or more Zoho modules is carrying a lot of per-user licensing for what is, at bottom, one connected workflow to qualify, convert, review, and sync. Given the same scope now, we would build it as one owned system with the TMS integration native, the chatbot and forms feeding the same database, and no seat count to think about as the sales team grows.