Sales certification programme design · Sales
Nobody in your sales team should sell a product until they have shown they can.
A new salesperson finishes a week of training and is on the phone with buyers by Monday. Nobody has checked whether they can quote the right model, explain the warranty or say no to a discount. The manager finds out when a buyer complains.
Scope, fee, reporting and term are agreed in writing after we have read your brief and spoken to you.
In one paragraph
Sales certification programme design builds an internal certification for your own sellers, dealer staff or partner staff: a written standard of what counts as competent, the assessments that test it, and a pass rule you set. GullySales designs the modules, assessments and records, and your managers run them. It is not a government or accredited qualification, and GullySales does not issue one.
A certificate that means something starts with a written standard. What must a seller do alone, what must they hand to a manager, and how will you see it done? GullySales turns your answers into modules, a quiz, a role play and a field check, each with a marking sheet your managers can use without us in the room.
This page is for certifying your own people, or the people who sell for you across branches and franchisees. Certifying channel partners as a programme is partner enablement. The content itself is a playbook, and running the classes is sales training.
Who it is for
This is written for you if these sound familiar.
- Owners whose new salespeople start selling after a week with a senior colleague and nothing written
- Companies with several branches, showrooms or franchisees where the same product is explained five different ways
- Managers who cannot say which of their sellers are ready to handle a large quote alone
- Brands that want only certified staff to demonstrate a regulated or technical product
- Teams that already train people and want a pass rule so attendance stops standing in for ability
Not for
It is not the right fit if.
- You want a recognised qualification or an accredited certificate. GullySales does not issue one, and an internal pass records only that someone met your own standard.
- You have no agreed way of selling yet. Write the playbook and settle the sales process first, then certify against them.
- You need partner staff certified across a dealer network. That is partner enablement, training and certification.
The problem
Does this sound like your business?
Common situations this work addresses.
“Everyone attended, and half still cannot answer a buyer”
The attendance sheet is full, but the first hard question on a call exposes the gap. Attendance proves a person sat in the room and nothing more.
“Our best seller passes the test and cannot sell”
The quiz tests product facts, so a person who memorised the brochure scores well. Nobody has watched them handle a real objection.
“Each manager marks differently”
One branch head passes anyone who turns up, while another fails people for style. Without a marking sheet, a pass in Hubballi means something other than a pass in Mysuru.
“Certified last year, and the product has changed”
The certificate on file predates a new model, a revised warranty and a changed price list. Nobody set a trigger to test people again.
What we do
The work we can include.
Each deliverable and the purpose it serves. Your written scope confirms what is included, who is responsible, and what it costs.
Competency standard
A one-page list of observable behaviours per role, such as asking the budget question before quoting. Your sales head approves it, because everything else is marked against it.
Module outline
The topics each role must learn, in order, with the source document for each. Product, process, pricing limits and escalation sit in separate modules so one change does not reopen the whole programme.
Knowledge quiz
A question bank with an answer key, written from your approved product and policy documents. Critical questions, such as a wrong warranty statement, are marked as automatic fails.
Role-play scenarios and marking sheet
Three or four buyer situations with written rubrics describing weak, acceptable and strong behaviour. Two of your managers mark the same session, so you can see where they disagree.
Field check form
A short form a manager fills in after watching a real visit, call or showroom conversation. It tests what the quiz cannot, which is behaviour in front of a buyer.
Pass rule and retake rule
A written rule you set: which parts must be passed, what happens after a fail and the number of retakes allowed. GullySales drafts options and you choose.
Certification register
A sheet or CRM field holding each person, role, date passed, assessor and what they are cleared to sell. Staff records follow your own data-protection policy, and your adviser confirms the rules.
Refresher triggers
A list of events that reopen certification: a new product, a revised price policy, a long absence or a failed field check. Each names who reassesses and which module applies.
How the result is measured
- Sellers certified by role and branch
- Pass and retake rates by assessment part
- Agreement between two markers on the same role play
- Field-check results after certification
- Certificates overdue for refresher
- Quote errors and escalations before and after, from your own records
Recorded as a baseline before work starts, so every later report has an honest comparison.
Before you decide
Agree the work. Know how to judge it.
Sales certification programme design: use these checks to prepare, choose the scope, and review what changes.
Bring the right evidence
Bring real questions, objections, and call examples that the team finds difficult. Agree which selling behaviour needs to change and how it will be observed at work.
Make the scope clear
Choose the roles and situations to practise. Separate a training session from coaching, manager follow-up, and any scripts or reference material to be produced.
Check the work in use
Use a realistic practice conversation, then review the same skill in live work with appropriate permission. Look for a change in behaviour before attributing a sales result to training.
Know when to change course
If the problem is an unclear offer, missing product knowledge, or no permission to make a decision, fix that first. A communication workshop cannot remove those barriers.
These are discussion points, not a fixed package. GullySales confirms the deliverables, responsibilities, fee, and term in writing after reading your brief and speaking with you.
How it works
How the work runs
The work itself, in order. How an engagement starts, from your brief to a written scope, is set out on our method page.
- 1
Define competent
We sit with your sales head and two or three of your strongest sellers. The output is the competency standard per role, which you approve before anything else is written.
- 2
Build the modules and tests
We draft the module outline, quiz bank, role-play scenarios and field check form. Your product owner signs off every factual answer.
- 3
Calibrate the markers
Your managers mark the same recorded or live role play separately, then compare. Where they differ, the rubric wording is fixed until they agree.
- 4
Pilot with a small group
A few sellers go through the full programme. You see which questions were unfair, which scenarios were too easy and whether the pass rule works in practice.
- 5
Hand over the programme
You receive the register, the marking sheets and the refresher triggers. We agree in writing who in your team runs assessments and updates the content.
Before you hire anyone
Do this first yourself.
Write down what a competent seller does before you design any test.
- List the ten things a seller must do alone in the first month, such as asking the budget question before quoting.
- Ask your two best sellers to review the list and strike out anything that does not matter to a buyer.
- Mark each item as a fact to know, a behaviour to watch, or a decision that needs a manager.
- Sit in on three real conversations and note which listed behaviours you saw.
- Decide which mistakes are serious enough to fail someone on their own, such as a wrong warranty statement.
Judge any provider
What to ask any provider of this service.
Useful whoever you choose, including us.
- Will you write the competency standard with us before the quiz, or start from a ready-made question bank?
- How will two of our managers mark the same role play and be brought into agreement?
- Which parts of the assessment must be passed separately, and who sets that rule?
- What happens to a certified person when a product or price policy changes?
- Where is the register kept, and who in our company owns it after handover?
- Do you issue any certificate yourselves, and what does it claim to mean?
Where this fits
Three pieces of sales work, in this order.
This work sits inside sales management. A target, a review routine and someone who owns the number.
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.
Step 2
Sales process design
One written way to sell, from first enquiry to repeat order.
Start here if every salesperson sells differently.
Step 3 · you are here
Sales management
A target, a review routine and someone who owns the number.
Start here if the team has targets and no routine.
FAQ
Questions owners ask before they call.
Not here? More answers, or ask on WhatsApp.
Will our sellers get a recognised certificate?
Who decides the pass mark?
Can this cover dealer or franchise staff?
Do you run the assessments?
What does it cost, and how long does it take?
Does certification make people sell more?
How long is the contract?
Who will actually do the work?
What do you need from us?
What if we are not happy with the work?
By industry
Sales certification programme design, written for your industry.
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