Sales management · Sales training and development
Teach a new rep the same six things in the same order, then keep teaching the veterans.
A sales training curriculum is the written list of what a new rep must learn and what an experienced rep keeps practising. Onboarding content is fixed; continuing content changes each month. This page covers the content map, short phone videos, and a calendar for the veterans.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
A sales training curriculum is the written list of what a new rep must learn and what an experienced rep keeps practising. Onboarding content is fixed; continuing content changes each month. This page covers the content map, short phone videos, and a calendar for the veterans.
A paint dealer in Nashik handed each new rep a rate list and a motorbike and said, ride with Suresh for a week. Suresh taught what Suresh knew. By the third rep the dealership had three ways of quoting and no one could say which was right.
A curriculum puts the common core on paper. What the products are, who buys them, how the firm quotes, how to use the CRM, how to handle the first objections, and how the territory is worked. The sales manager builds it with the owner and keeps it up to date.
It follows the training objectives page and feeds the role-play page. It replaces learning on the job by copying whoever is nearby, which scales badly the day two reps join in the same month.
Where this sits
Topic 5 of 14 in sales management: sales training and development. Planning, running and judging training for the sales team, from the manager's side.
- The topic before
- Recruitment and selection
- The topic after
- Motivation and coaching
If you want this done for you
Get a new salesperson calling real customers, not still sitting through induction.
The work
What this is actually like.
“Veterans need a calendar too”
The reps who joined five years ago still carry the habits of five years ago. A monthly twenty-minute slot on one topic, such as a new competitor or a changed credit policy, keeps them moving. Without it, the curriculum is only for the newest person.
“The mentor needs a brief”
Pairing a new rep with a good senior is sensible only if the senior knows what to teach. Give the mentor the curriculum and a checklist of what the new rep should be able to do by the end of each week.
“Short videos in the rep's language travel further”
A two-minute phone video in Kannada, Tamil or Hindi shared on the team WhatsApp group will be watched on the road. A forty-page manual will not. Record the senior rep quoting, demonstrating or answering an objection, and name the file clearly.
“Written content goes stale”
A rate list that changed in April is wrong in October. Put a review date on every item in the curriculum and a name beside it. An out-of-date item is worse than a missing one, because the rep trusts it.
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.
The six-content map
A table with six headings: the company, the products, the customers and territory, the selling method, the paperwork and CRM, and the rules of conduct. Under each, the topics, the format and who teaches.
Result: Finished when a new rep could be taught all six without the owner in the room.
The first-ninety-days plan
Week by week: what is learnt, what is practised and what is checked. The checks are small, like quoting a job from a drawing or logging a call in the CRM.
Result: Finished when the manager can sign off week one on the same day the rep finishes it.
The video library
A shared folder of short recordings by topic, each with its language, length and review date. Recorded on a phone, not produced.
Result: Finished when a rep can find the answer to a common question in under a minute.
The continuing-training calendar
Twelve monthly topics for the experienced reps, set from the needs list and from what lost orders this year.
Result: Finished when next month's topic and its host are on the team calendar already.
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.
How long should onboarding last?
Can the owner teach the company part?
What if the veterans resent being trained?
Do we need a learning system?
How much does it cost?
How long is the contract?
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.
The rest of sales training and development
Or read all of sales management.
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.