Sales training and coaching · Training programme design
Pick three sales fixes, give each an owner and a number, and check on day ninety.
A ninety day sales improvement plan is a one-page commitment to fix a few named things in your sales team, each with an owner, a starting number and a target. This page covers the purpose statement, how to choose the fixes, and the signed sheet you review at the end of each month.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
A ninety day sales improvement plan is a one-page commitment to fix a few named things in your sales team, each with an owner, a starting number and a target. This page covers the purpose statement, how to choose the fixes, and the signed sheet you review at the end of each month.
The Diwali rush is over, the godown in Peenya is full of unsold stock, and the owner tells the Monday meeting that sales must improve. Nobody asks by how much, by when, or whose job it is. Three months later the team feels busy and the ledger looks the same.
The plan replaces that announcement. It is one sheet: a purpose in three or four sentences, then three to five improvements, each with one owner, one number today, one number you want on day ninety and a date. The owner signs it and it is pinned where the team sits.
In a family firm the real sign-off may sit with an elder brother, a father or a spouse who never comes to the sales meeting. Ask who that is before you write a word, and show them the draft early. A target the owner agreed and the elder brother overruled over dinner is a dead plan.
Pick the improvements from your own scorecard or a skills baseline, not from an article you read last week. The weekly coaching and review routines elsewhere in this section are how the plan gets worked day to day; this sheet only says what you are working on and how you will know.
Where this sits
Topic 8 of 8 in sales training and coaching: training programme design. Designing training that changes behaviour. Distinct from the sales-management training pages: these are team-level designs.
- The topic before
- Hiring and onboarding sellers
If you want this done for you
Sales blames the leads, marketing blames the reps, and nobody has the data to settle it.
The work
What this is actually like.
“Count the days from the financial year”
If day ninety lands in the last week of March, the numbers belong to year-end pushes, stock clearance and collection drives, and any improvement hides behind them. Start the clock so the review falls in a plain month, or write the distortion next to the target.
“Three fixes is a limit”
Five rows with one owner each is a plan. Fifteen rows is a wish list, and the team quietly does the three that were already easy. Put the rest on a second sheet headed later and open it on day ninety.
“A goal without a baseline cannot be missed”
Sell more is not a goal. Calls per rep per day, quotations sent per week, share of quotations followed up inside two days: write today's figure from your own register, then the target. If today's figure does not exist, month one's job is to start counting.
“The owner needs a row too”
Plans fail when every row belongs to a rep and none to the person who controls stock, credit limits and discounts. If the fix needs a faster credit approval or a fast-moving item kept in stock, that is the owner's row, with a date.
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.
Purpose statement
Three or four sentences written by the owner on why the team is working on sales now and what changes in the business if it works. State the reason in rupees or customers, not in words like growth.
Result: Finished when a rep can repeat the reason to a colleague without reading it.
Goal table
One row per improvement. Columns: improvement, owner, today's figure, day ninety target, how it is counted, date. Each rep adds up to three personal goals to the same sheet.
Result: Finished when every row has a number in both figure columns and a name in owner.
Signed sheet
The purpose and the table on one page, signed by the owner and by any family member who decides on stock or credit, then shared with the whole team.
Result: Finished when it is pinned in the office and sitting in the team WhatsApp group.
Month-end check
A thirty minute meeting at the end of each month in the ninety days. The row owner enters the current figure, writes a one-line reason for any miss, and the group decides to keep, change or drop the row.
Result: Finished when every row shows a current figure entered by its own owner.
Day ninety review
The same table with actual figures, what you learned, and the next three rows drawn from the later sheet.
Result: Finished when the first draft of the next plan exists before the meeting ends.
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.
How many goals should the plan have?
Do we need a consultant to run it?
What if we miss the targets on day ninety?
Should pay and incentives go into the plan?
We are five people. Is this too heavy?
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 topic further.
The rest of training programme design
Or read all of sales training and coaching.
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.