Sales management · The sales manager's job
Score how much of your selling depends on personality, and what the team believes.
A sales maturity check scores how far a firm has moved from one-person, personality-led selling to a planned process that can be taught. A beliefs check finds the myths about selling that the team still holds. Together they end in a list of corrective coaching actions.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
A sales maturity check scores how far a firm has moved from one-person, personality-led selling to a planned process that can be taught. A beliefs check finds the myths about selling that the team still holds. Together they end in a list of corrective coaching actions.
A dealer in Rajkot sells industrial valves through five reps. Two bring in the bulk of the revenue, they keep their own contact lists, they do not use the quotation format, and they are paid mostly in commission. Ask the owner how the others should sell and the owner says, watch Jayesh.
That is a firm at the low end of maturity. Selling lives in people, not in territory lists, a pitch, call reports or training. The check scores eight such dimensions from 0 to 5 using documents from your own files.
The second half asks the team what they believe. Is selling a gift you are born with? Is the best rep the one who talks longest? A private rating followed by a group talk turns each belief into a coaching topic.
The owner runs it with the sales manager if there is one. It comes after the audit and before the goal cascade, because there is little point setting targets for a team that sells by instinct.
Where this sits
Topic 1 of 14 in sales management: the sales manager's job. What the manager or owner is actually responsible for, and how to check it.
- The topic after
- Sales planning and goals
If you want this done for you
Nobody outside the sales team can say why deals are won or lost here.
The work
What this is actually like.
“Dependence on two reps is a risk number”
Add up the share of revenue from your top two sellers and the share of pay that is pure commission. If either rep leaves, that share leaves. The figure belongs on the front page of the check.
“Belief surveys need a no-marks rule”
If a rep fears being marked wrong, they write what the owner wants to read. Say beforehand that nobody is scored. The anonymous ratings are for finding the team's shared view, not catching individuals.
“Fixed pay in a distributor can be informal”
Some distributors pay a small salary and top it up with cash and favours. Write it down for the check. A payment that is not recorded still shapes behaviour, and you cannot design a plan without knowing it.
“Pick one change, not eight”
The scores will show several weak dimensions. Choose the single one that most reduces reliance on personality, such as a common quotation format or a weekly pipeline sheet. One change that sticks beats a list nobody starts.
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 evidence folder
One folder with the territory list, the target sheet, any pitch script, call reports, training records, a hiring test if any, and the pay plan. Each missing item is itself a score of zero for that dimension.
Result: Finished when each of the eight dimensions has a document or a recorded absence.
The maturity score table
Eight rows scored from 0 to 5: territories, quotas, pitch, call reporting, training, hiring, pay, and review. Beside them the dependence figures for top sellers and straight commission.
Result: Finished when two people have scored it and agreed every row.
The beliefs sheet
Five statements about selling, such as whether it is mostly talent, rated 1 to 5 in private with three lines of reasoning. Work in the team's own language, Kannada, Hindi or Tamil, so that nuance is not lost in translation.
Result: Finished when every rep has handed in a sheet without writing their name.
The belief heat map
A grid of statements against roles, showing how many agree. The group discussion goes statement by statement and ends with an agreed team position for each.
Result: Finished when each myth has a written team position and an owner.
The coaching action list
Each myth turned into a short activity with a date: a role-play, a joint visit, a review of lost orders. Add the single change chosen from the maturity scores and a date to re-score.
Result: Finished when each action has a name, a date and a re-score date.
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 counts as a mature sales process?
Should I run the beliefs check with the whole team?
Our best rep earns only commission. Is that a problem?
How soon should we re-score?
Do we need an outsider to run it?
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.
Services
The rest of the sales manager's job
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.