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.
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.
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.
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.
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.
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.
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.
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.
Do you recruit salespeople for us?
Should we hire a salesperson or use an agency?
How do we measure a marketing hire?
We cannot afford the person the sum asks for. What then?
Where does your team sit while doing this?
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.