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The sales process · Strategic plan

Hire when the arithmetic says the work will not fit in the hours you have.

People goals say who you need in sales and marketing over the next year, what each person must actually be able to do, and how they are paid and measured. The number comes from the sales arithmetic, not from frustration. GullySales designs the structure and the measures, and does not recruit.

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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

People goals say who you need in sales and marketing over the next year, what each person must actually be able to do, and how they are paid and measured. The number comes from the sales arithmetic, not from frustration. GullySales designs the structure and the measures, and does not recruit.

Financial goals came before this, and after it the strategic plan ends. The next step is the ideal customer profile, where the work stops being about you and starts being about who buys.

The trigger for a hire is arithmetic. If the sales goal needs more conversations a month than your working days allow, you are short of people. If it does not, you are short of process, and a new salesperson will hide that for about five months.

Then write what the person must be able to do on their first Monday. Not a job title. Make forty calls without being reminded, read a drawing, quote without asking you, answer in Kannada and in Hindi.

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

One person still does five jobs because the team grew without a structure.

Read the sales organisation design page

The work

What this step is actually like.

  • “The capacity sum decides the headcount”

    Conversations needed, divided by what one person can genuinely hold in a working day, set against the days in the month. Do this before writing an advertisement, because the sum sometimes says one more person and sometimes says one fewer.

  • “A scorecard beats a job description”

    A job description lists duties nobody is measured on. A scorecard says what this person produces in ninety days, the three numbers they are judged on, and what they may decide without asking.

  • “How you pay teaches people what to do”

    Heavily variable pay teaches discounting. A flat salary teaches waiting for the phone to ring. Decide which behaviour you are buying, then have your CA and your labour adviser approve the structure before anybody is offered it.

  • “One marketing person cannot be four people”

    Content, advertising, design and the website are four jobs. Decide which one you are hiring for, buy the other three, and say so in the advertisement so the person who joins is not disappointed by March.

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. The capacity sum on one page

    Five columns: the role, the work it must carry each month, what one person can hold, the gap, and the month that gap becomes a problem.

    Result: A hiring decision with a date on it rather than a mood behind it.

  2. A scorecard for each role

    What the person produces in ninety days, the three numbers, who they report to, and the decisions they can take without you.

    Result: A ninety-day review that both sides already know the answer to.

  3. The pay design in outline

    Fixed and variable, what the variable actually pays for, and when it is paid. Simple enough for a salesperson to work out their own month in their head.

    Result: A scheme nobody has to argue about on payday.

  4. The cover plan

    Who does the work when the person is on leave or resigns. In a small team the answer is usually the owner, and it is better written down than discovered.

    Result: A resignation stops being a crisis that costs you a month of enquiries.

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.

Tell us what you need
Do you recruit salespeople for us?
No. GullySales does not recruit, supply candidates or run payroll, and we hold no database of people looking for work. We write the role, the scorecard and the interview questions, and we can run a structured assessment of the candidates your own hiring brings in.
Should we hire a salesperson or use an agency?
If the work is conversations with buyers who need convincing, hire. If it is producing enquiries through channels nobody inside understands yet, buy that in first and hire once the volume justifies a salary.
How do we measure a marketing hire?
On enquiries by source and what they cost, not on posts published. Give them one channel to own for the first six months and measure that channel, because a person judged on four channels is judged on none.
We cannot afford the person the sum asks for. What then?
Then the goal is wrong, or the process has to carry the difference. Pretending otherwise moves the disappointment to November. Go back to the sales goal with the same arithmetic and change the number you give the team.
Where does your team sit while doing this?
In one office in Nagarbhavi, Bengaluru. The structure work happens on calls and shared documents with whoever runs your sales, and somebody travels for the kick-off session where that helps.
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.

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.

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