CRM, lead flow and sales techniques · Sales enablement and the marketing-sales agreement
Measure revenue per rep per day, and leads per hour of marketing effort.
Sales and marketing velocity are two ratios: how much revenue each rep brings in per day, and how many leads each hour of marketing work produces. This page builds both tables from your own records, compares them with the revenue goal, and ends in a decision about where hours move.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
Sales and marketing velocity are two ratios: how much revenue each rep brings in per day, and how many leads each hour of marketing work produces. This page builds both tables from your own records, compares them with the revenue goal, and ends in a decision about where hours move.
A Chennai packaging supplier has four reps and a marketing assistant. The owner wants more orders and asks for more of everything: more calls, more posts, more catalogues. Nobody can say whether the assistant's two blog posts a month bring any leads or whether one rep closes twice what another does.
Velocity is the answer in two tables. For the reps: qualified opportunities worked, deals won and lost, revenue won and cycle days, giving win rate, average deal size and revenue per day. For marketing: each type of thing made in the last year, how many, hours spent and leads each produced, giving leads per hour.
The sales head fills the rep table and the marketing lead fills the asset table. The owner reads both against the revenue goal and decides. Use deal values before GST so one rep's trade price is comparable with another's.
Run it after the lead target calculator. The calculator says what is needed; this page says what the team can deliver now.
Where this sits
Topic 1 of 13 in crm, lead flow and sales techniques: sales enablement and the marketing-sales agreement. What sales and marketing agree on so leads move cleanly between them.
- The topic after
- Personas and positioning
If you want this done for you
Your reps spend more hours on paperwork than on the phone.
The work
What this is actually like.
“Capacity is a number, not a feeling”
Multiply a rep's revenue per day by the working days in the month and you have what that rep can bring in at current skill. Set it against the monthly goal. The gap is either more reps, better conversion or a smaller goal.
“A busy rep may be a slow one”
A rep with a heavy call count and long cycles can bring less per day than a quiet rep with short ones. The table shows cycle days beside win rate, so you find the lever each rep needs rather than telling everyone to call more.
“Hours per asset is the hidden column”
Marketing counts posts, not hours. A catalogue that took forty hours and brought two enquiries is not comparable with a WhatsApp template that took one. Ask the assistant to log hours for a month before you judge.
“Move hours, do not add them”
The reallocation step takes time from the assets that bring the fewest leads per hour and gives it to the best ones, or turns a good asset into a template. Adding a seventh content type to a team of one is how the chart gets worse.
What we do
What you end up with.
The documents this topic produces, what each one is for, and how you know it is finished.
Rep velocity table
One row per rep. Columns: opportunities worked per month, won, lost, revenue won before GST, average cycle days, win rate, average deal, revenue per day, monthly capacity.
Result: Finished when the six months of data behind each row can be traced to the order register.
Capacity gap line
Total team capacity beside the monthly goal, with the gap in rupees and in deals.
Result: Finished when the owner can state the gap in one sentence.
Rep action list
For each rep, the weakest lever (win rate, deal size or cycle length) and one agreed action with a date.
Result: Finished when each rep has read their own row and signed their action.
Marketing velocity matrix
Each asset type gets its own row, holding yearly volume, leads from a single item, hours spent on a single item, leads earned per hour and the total hours. Types might be blogs, videos, catalogues, ads, webinars, case studies.
Result: Finished when every type made last year has a row, even those that brought nothing.
Reallocation decision
Which asset types lose hours, which gain, which become templates. Re-measure after one quarter and put the before and after side by side.
Result: Finished when the decision names the hours moved, not just the direction.
Why us
Why owners pick GullySales over an agency.
Marketing and sales, as one job
Most agencies stop at the enquiry. We also fix what happens after it: the reply, the follow-up, the quote and the CRM.
The person on the first call does the work
No account managers in between. You are never handed to someone you have not met.
A baseline before anything starts
Your numbers are written down on day one, so every later report compares against something honest.
The fee in writing, split three ways
Our time, your media spend and production on separate lines. You always see what goes to us.
No guarantees we cannot keep
The term is agreed in writing and never a default twelve months. We never promise a ranking or a lead count, because nobody controls those.
One office, and we say so
Nagarbhavi, Bengaluru. We work across India by call and WhatsApp and travel when a session needs to be in person.
#257, 3rd floor, Sri Nanjundeshwara Complex, Nagarbhavi 8th Block, Outer Ring Road. How we work.
Your brief
Tell us what you need, and we will read it before we call.
Eight short steps about your business, what you want and who decides. Most questions are a tap, and you can skip any you would rather answer on the call.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
What if we cannot trace leads to assets?
Is revenue per day a fair way to compare reps?
How often should we run it?
Will reps feel watched?
How long is the contract?
How soon will we see results?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
Where to go next
The work that carries this topic further.
Services
The rest of sales enablement and the marketing-sales agreement
Or read all of crm, lead flow and sales techniques.
Your next practical step
Tell us what you are trying to grow, and we will read it before we call.
Eight short steps, mostly taps. Skip anything you would rather answer on the call.