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Business automation and RPA companies · Sales process

Never quote a bot you have not watched a person do first.

The sales process for an automation firm is the sequence from first enquiry to a signed pilot and a support contract, with a watched process walk and a written pass mark in the middle. GullySales names the steps, the questions at each and what to record, so that no quote rests on a description.

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Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.

An operations manager reviews an invoice workflow with an automation consultant

What sales process means

A sales process is the fixed sequence of steps, such as enquiry, site visit, quote and order, that every deal is expected to pass through in the same order. GullySales writes this sequence down for your business and checks that every salesperson actually follows it.

Also for business automation and RPA companies

Sales and marketing for business automation and RPA companies, the overview.

Last updated 6 Oct 2026.

For business automation and RPA companies

Where it usually goes wrong, and what we would do.

  • “A quote built on a phone description”

    We key invoices from emails hides the supplier who sends photographs, the credit note and the manager's handwriting. The quote is wrong the day the process is watched.

  • “The proof of concept has no end”

    A free pilot with no written pass mark runs on until the buyer has had the work for nothing. Without an agreed finish line the proof of concept becomes the project.

  • “Licence, build and support are priced as one”

    The buyer sees a single number and cannot compare it with a freelancer or a module. Split into three parts, each part can be questioned, accepted or declined.

What we do

What we deliver for business automation and RPA companies.

Every deliverable, what it covers for you, and the result it is there to produce. Nothing here is an extra.

  1. A discovery call sheet

    The questions asked and the answers kept: process, systems, owner, who does it today, what triggers it and what the buyer has already tried.

    Result: The next person to speak to the buyer starts from the notes.

  2. A process walk record

    What was watched on the screen share, the exceptions seen, the systems touched and the volume as the owner counts it, marked as the owner's own estimate.

    Result: The scope is written from the work as it is done.

  3. A proof of concept scope with a pass mark

    What the pilot will do, on which data, what counts as a pass and who on the client's side decides it, signed before work starts.

    Result: A pilot ends in a yes or a no.

  4. A proposal in three parts

    Licence, build and support set out separately, with what each covers and what is excluded, so each can be discussed on its own.

    Result: Price is argued part by part, not as one number.

  5. A go-live handover and support offer

    What is handed over, who watches the bot, what an alert looks like and who rings whom when a portal changes.

    Result: The pilot becomes a support contract and not an orphan.

  6. A lost-deal reason list

    A short fixed list of why deals ended, filled in at the close, such as no budget, built in-house, chose a module, or pilot failed.

    Result: You can see which loss to fix first.

How the result is measured

  • Deals following the process
  • Time spent at each step
  • Drop-off rate by step

Recorded as a baseline before work starts, so every later report has an honest comparison.

Read the full sales process design and implementation page

Steps of a sale

The steps from first enquiry to a bot in production, with what to ask and record at each.

Enquiry and first call
Ask which process, which systems and who owns it. Record the answers and the source, and book a screen share instead of sending a brochure or a figure.
Process walk
Watch the work done, on a real day, with real files. Write down every exception and every system touched, and ask who decides when the rules do not apply.
Feasibility and rule check
Decide whether the rules can be written down. A process that depends on one person's judgement is not ready, and saying so early saves a failed pilot.
Proof of concept
Agree the scope, the data and the pass mark in writing. Name the client's person who signs the verdict, and record what was and was not automated.
Proposal and business case
Send licence, build and support as three parts. Give the champion a one-page case built from the team's own records, with their hours marked as their estimate.
Go-live and handover
Hand over the process document, the alert routine and the support contact. Record the go-live date and ask the process owner what else the team retypes.

Who it is for

This is written for these business automation and RPA companies.

  • UiPath, Automation Anywhere and Blue Prism implementation partners
  • Power Automate and Microsoft 365 consultancies
  • Workflow studios building on Zoho, n8n, Make and Zapier
  • Document processing and OCR specialists for invoices, KYC and claims
  • Finance back-office automation firms covering GST, TDS and bank reconciliation
  • Software houses adding an automation practice
  • Shared-service and BPO teams turning their own bots into a product
  • Freelancer-led teams becoming a registered company

Not for

It is not the right fit if.

  • You have a handful of repeat clients who send work by message, and a formal sequence would slow what already works.
  • No one is free to watch a process on screen before quoting, so the steps would be skipped on the first busy week.
  • You want a process to make buyers decide sooner, when it only gives each step an owner and an end.

How it works

How the sales process work runs

The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.

  1. 1

    Study current deal flow

    We trace how deals actually move today, comparing across reps and outcomes.

  2. 2

    Define the stages

    Clear stages and criteria are designed to match how deals genuinely progress and close.

  3. 3

    Configure the CRM

    The process is built into your CRM so it is enforced structurally, not just documented.

  4. 4

    Train the team

    Reps are trained on the new process and why each stage exists.

  5. 5

    Review adoption

    We check after rollout whether the process is being followed and adjust where it is not.

Where this fits

Three pieces of sales work, in this order.

This work sits inside sales process design, at stage 1, prospecting and lead generation. The audit comes before it, and sales management keeps it running.

  1. Step 1

    Sales audit

    Find where deals are being lost and what to fix first.

    Start here if you cannot say where orders are lost.

  2. Step 2 · you are here

    Sales process design

    One written way to sell, from first enquiry to repeat order.

    Start here if every salesperson sells differently.

  3. Step 3

    Sales management

    A target, a review routine and someone who owns the number.

    Start here if the team has targets and no routine.

Tell us what you need Your brief is read before we call. Scope, fee and term in writing.

FAQ

Questions owners ask before they call.

Not here? More answers, or ask on WhatsApp.

Tell us what you need
Should the proof of concept be free?
Not by default. A free pilot without a scope or an end is how the work is given away. Charge for it, or do it free only against a written scope, a pass mark and a named person on the client's side who owns the verdict.
When should we send a quote?
After the process walk and not before. A figure quoted on a phone description will have to be changed once the exceptions appear, and the buyer remembers the first number. Say so on the first call and the buyer will wait.
A buyer only asks for the price per bot. What do we say?
Say that a bot is not a unit, since one process may need several or one may do five. Offer a process walk so that the quote is for the work. If the buyer still wants a single figure, they are probably comparing on price alone.
Which step should we add if deals keep stalling?
Look at where the register shows the stall. If it is after the proof of concept, add a business case step that the champion forwards. If it is after the proposal, add a meeting with the IT head. Add one step, then watch what it changes.
How long is the contract?
The term is agreed in writing after we have spoken, along with the fee and the reporting. It is never a default twelve months, and renewal is decided on the numbers against the baseline recorded at the start.
How soon will we see results?
It depends on the trade, the channel and what is already in place. After we have read your brief and spoken to you, we say what we would expect to move first and how it will be measured against the baseline. Nothing here is guaranteed.
Who will actually do the work?
The person you speak to before anything starts. We work from one office in Nagarbhavi, Bengaluru, with no account managers in between.
What do you need from us?
Your brief, and a conversation. After that, access to whatever this work touches, such as your website, your accounts or your enquiry record, and time with the people who handle your enquiries.
What if we are not happy with the work?
Tell us and the plan changes. Everything is reported against the baseline, so a number that is not moving is visible to both sides. The term is in your written scope, and the refund and cancellation policy sets out the rest.

From the blog

Further reading for business automation and RPA companies.

All articles

More for business automation and RPA companies

Everything else we would do for you.

Or start from the overview: sales and marketing for business automation and RPA companies.

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