The sales process · Strategic plan
Pick the one number you would be genuinely sorry to miss this year.
A business goal is the number the owner actually cares about this year: turnover, orders, margin, or a share of revenue from a new product. It is one number with a date, not a list of ambitions. GullySales builds it from what the business can produce, then works backwards to sales and marketing.
In one paragraph
A business goal is the number the owner actually cares about this year: turnover, orders, margin, or a share of revenue from a new product. It is one number with a date, not a list of ambitions. GullySales builds it from what the business can produce, then works backwards to sales and marketing.
The TOWS analysis was the step before this. Sales goals come next, then marketing goals, and the three of them are a chain. The chain holds only if this first link is a number rather than a mood.
Start from capacity. Count what the business can actually make, install, treat or deliver in a year, and price it at what you really get paid after discount. That is your ceiling, and the goal belongs under it.
Then write the constraint beside the number. Two machines. One surgeon. Four crews and one supervisor. A goal that ignores the constraint is a number the team stops believing in by June.
Where this sits
Stage 1 of 10, strategic plan. What the business is for, what it is aiming at this year, and the numbers that say whether it got there.
- The stage after
- Customer research
If you want this done for you
Pick the one direction your business should grow in next, and park the rest.
The work
What this step is actually like.
“One number, not a scorecard”
Turnover, orders, margin, or the share of revenue coming from the new product. Pick the one you would lose sleep over and let the rest be supporting figures.
“Split it into what you already have and what is new”
Work out how much of the goal comes from customers who will buy again anyway. What is left is the part sales has to win, and it is nearly always smaller and more frightening than the headline.
“Who has to agree it: whoever has to deliver it”
The production head, the senior doctor, the site engineer, and the person who knows the cash position. A number agreed by the owner and the sales head alone is one that two departments will quietly ignore.
“An afternoon, if the books are in order”
The arithmetic takes an afternoon. Getting the capacity number honest takes longer, because somebody has to say out loud what the machine really produces in a bad week.
What we do
What you end up with.
The artefacts this step produces, what each one is for, and how you know it is finished.
A one-page goal sheet
Five headings: the number, the date, the constraint, what it assumes about price, and who signed it. Anything longer stops being read.
Result: Everybody in the business quotes the same number when a customer or a banker asks.
The repeat and new split
Two lines. What existing customers are expected to buy again, and what has to be won from people who have never bought from you.
Result: The sales goal in the next step gets built on the part that is genuinely new.
The cash line
The goal in orders is not the goal in money received. Write the collection assumption next to it, and have your accountant say whether the business can carry that gap.
Result: A goal that does not quietly assume an overdraft nobody has agreed to.
Four dates in your own calendar
The days you will sit down and compare the number with what actually happened, chosen now rather than when things start going wrong.
Result: A goal corrected in month four instead of abandoned in month nine.
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 monthly 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 lock-in, no guarantees we cannot keep
Three to six months at a time. 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.
The offer
Start with a free audit of how you sell.
It is useful on its own, whether or not you hire us.
What you receive
- A 90-minute call with the person who will do the work
- A written, scored report on the six places orders leak, within a few working days
- Every fix ranked by what it returns and what it costs
- The one thing to do first, and why
- An honest line on whether you need outside help at all
- If you do, the scope and the fee in writing
No invoice. No obligation. No sales script.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
Should the goal be turnover or profit?
We have never measured anything. Where do we start?
How is this different from a sales target?
Who sets it in a family business?
How do you know at the end whether the goal was met?
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?
Where to go next
The work that carries this step further.
The rest of strategic plan
Or read the whole sales process in order.