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The sales process · Strategic plan

A value you have never refused an order over is not a value.

Core values are the rules that decide what your team does when nobody is watching. Which order to refuse. What to tell a customer who asks an awkward question. What happens when a salesperson hits target by overpromising. GullySales writes them from decisions you have already made, not from a list of words.

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

A founder and sales adviser discuss a customer proposal

In one paragraph

Core values are the rules that decide what your team does when nobody is watching. Which order to refuse. What to tell a customer who asks an awkward question. What happens when a salesperson hits target by overpromising. GullySales writes them from decisions you have already made, not from a list of words.

Integrity. Customer first. Teamwork. Three words on a poster in reception, and no company has ever behaved differently because of them.

Write yours backwards instead. Find three decisions in the last two years where you did the expensive thing, and two where somebody in your team did it without checking with you. Your values are already inside those five decisions.

Our story was the step before this one and the SWOT is next. Values are the last of the four pages about who you are, and the first thing a new salesperson quietly tests.

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

Say what you do differently before you say it louder.

Read the brand strategy page

The work

What this step is actually like.

  • “A value needs the order it would cost you”

    We do not sell what a customer does not need is a sentence anyone can type. Attach the deal you turned down, the month it happened and what it was worth, and it becomes a rule.

  • “Nobody is watching is the only condition that matters”

    The site supervisor at six in the evening. The salesperson taking a call from a scooter. The person who accepts a payment in cash. Values are instructions for those moments, not for the appraisal form.

  • “Three or four, or nobody remembers them”

    Nine values means there are none, because the team cannot recall them under pressure. Cut until it hurts, and keep the ones that have already cost you money.

  • “Who has to agree: the people who will be held to them”

    If the owner writes them alone, they read as instructions for other people. Draft with the sales team, the supervisor and whoever handles complaints, then let them argue about the wording for a 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.

  1. Three or four values, each with what it forbids

    One line saying the value, one line saying what it rules out. The second line does all the work.

    Result: A supervisor can settle an argument at seven in the evening without ringing you.

  2. The decision log behind each value

    Four columns: the date, the decision, what it cost, and which value it proves. Two or three rows per value is enough.

    Result: Nobody on your team can dismiss the values as words on a wall.

  3. The case where two values collide

    Honesty against loyalty to a long customer, speed against doing the job properly. Write down which wins, and who decides when it is genuinely close.

    Result: The hard call gets made once, in calm, rather than differently every time.

  4. The question you ask at interview

    One question per value, asking for a time the candidate did the expensive thing and what it cost them personally.

    Result: A hiring conversation that tests behaviour instead of vocabulary.

Where this fits

Three pieces of sales work, in this order.

This work sits inside sales process design, at stage 0, foundation. 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.

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Everyone lists the same values. Does that matter?
The word is the same and the refusal is not. Two firms can both write honesty; only one of them can name the order it lost last March because of it. Publish the refusal, not the word.
How many values should we have?
Three or four. Past that, the team remembers the first two and guesses at the rest. If you cannot cut below six, some of what you have written are policies rather than values.
Our team ignores the values. What do we do?
That is a management problem, and no amount of rewriting fixes it. Values start being believed the first time somebody senior visibly loses something by following one.
Should the values go on the careers page?
Yes, with the refusals attached. A candidate checks them against what former employees write on review sites, and a value with a real story behind it survives that check. GullySales publishes a not-for list on every service page for the same reason.
How much does it cost?
There is no price list, because the work differs by business. The fee is scoped after we have read your brief and spoken to you, and put in writing before anything starts. For sales work it is mostly our time, with production only where scripts, decks or CRM setup need it.
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?
Fixes to reply time and follow-up are the quickest to show, because the enquiries already exist. Process, CRM and training changes show as the team uses them. Each one is tracked against the baseline.
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?
To start, last month's enquiries in any format and time with whoever handles them. After that, access to the accounts the work touches, such as the website, Google Business Profile or CRM.
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.

Where to go next

The work that carries this step further.

Services

The rest of strategic plan

Or read the whole sales process in order.

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.

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