Sales management · Sales force design
Draw the sales team you have, including the people who are not on the chart.
A sales org and reporting map is a one-page picture of who sells, who reports to whom, which reports are made and which systems hold the numbers. This page covers the real chart, span of control, reporting calendar, systems list and four management checks, and ends with the page itself.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
A sales org and reporting map is a one-page picture of who sells, who reports to whom, which reports are made and which systems hold the numbers. This page covers the real chart, span of control, reporting calendar, systems list and four management checks, and ends with the page itself.
Ask the owner of a tile distributor in Hubballi who is in the sales team and the answer is six reps. Draw it and it is eleven: six reps, two distributor salesmen who push your range, the accounts person who rings about overdue cheques, a nephew who takes orders on WhatsApp, and the godown clerk who tells customers what is in stock.
The map is drawn from what happens, not from the letterhead. People first, with the reporting line and the city they sit in. Then reports: who writes each one, who reads it, how often, and whether anybody decides anything from it. Then systems, including the WhatsApp groups where orders and complaints land.
The owner and the sales manager draw it together in one sitting, with a marker and a wall. It replaces the organisation chart made for the last loan application. It comes after the coverage decision and next to the job description, because a job description for a role that appears nowhere on the map is a fiction.
If you have two reps and the owner sees every order, a list on one page is enough. The map matters once more than one person is passing numbers to another.
Where this sits
Topic 3 of 14 in sales management: sales force design. Who does what in selling, how the team is organised and how big it should be.
- The topic before
- Sales planning and goals
- The topic after
- Recruitment and selection
If you want this done for you
One person still does five jobs because the team grew without a structure.
The work
What this is actually like.
“Reports that nobody reads”
A daily call report filled in because the manager asked for it. For each report, write the last decision that came out of it. If there is none, stop the report and give the rep that time back for another visit.
“The WhatsApp group is a system”
It holds orders, complaints and prices. It has an admin who may leave, no backup and no search worth the name. List who is in each group and who owns it, and treat it like the software it is.
“The four jobs a manager can check in a morning”
Is there a written standard pitch that reps actually use. Does every hire have a record of how they were selected. Do sales meetings deal with numbers and cases or only with encouragement. Are reps compared with each other on a regular basis. Owners also check the belief that ads and listings replace people, because that is when the follow-up stops.
“The span of control nobody counts”
A sales manager who also handles the biggest accounts has no time to ride along with a new rep. Count direct reports per manager and the days each gets a ride-along. The number explains why one territory improves and another does not.
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.
People table
Name, role, reports to, employed by you or by a distributor, city, customers they speak to. Include the accounts person who chases collections and anyone taking orders on a phone.
Result: Finished when every person who speaks to a customer about price or stock is on it.
Reporting calendar
Report, writer, reader, frequency, system, and the last decision taken from it. Filled by the sales manager from the files on their own desktop.
Result: Finished when each report has a decision next to it or a line through it.
Systems list
Every place numbers live: Excel files, accounts software, CRM, WhatsApp groups, notebooks. Owner, who has access, where the backup is.
Result: Finished when you can say where today's order count is without asking anyone.
Four-task check
The four manager jobs listed above, each marked yes or no with the evidence in a file. Every no gets an owner and a date.
Result: Finished when each no has a name and a date next to it.
The one-page map
People, reports and systems on a single sheet of A4. The sales manager redraws it when someone joins or leaves.
Result: Finished when a new manager can explain it back after reading it once.
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.
Do distributor salesmen go on the chart?
Who should draw it?
How is this different from the job description?
What do we do with the gaps once we find them?
How much does it cost?
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 force design
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.