How We Reached 50% Sales Growth by Setting Up the Right Sales Operations

A few months ago, I got a call from the CEO of a service boutique company. He was very nervous that his company did not have any sales procedures, and they have had a difficult time selling since they launched a new service.

I decided to meet with the CEO and some of the employees in their offices in Tel Aviv. They took the meeting very seriously by devoting the entire company TO BRING IN SALES.

“Now we need to FOCUS on SALES,” said the CEO.

From the moment we met, we recognized that there was much work to do.

  • The company had no sales procedures or sales funnel.

  • The roles of the employees were unclear — and everyone was doing everything. No one had clear responsibilities because the CEO or the COO were allocating the tasks regardless of their context.

  • The company had no CRM at the beginning. They tried to manage the CRM but didn’t know how to implement their strategy with it — which happens a lot.

  • All employees, including management, were unable to differentiate between Marketing, Pre-sales, Sales, Customer Success, and finance. Also, they didn’t use those terms nor were even conscious of them.

It’s important to say that we, at Scaleops, brought our terms and definitions from the tech industry. We often work with service companies and train them to work like a start-up.

The First Week of Establishing a Robust Sales Operations

I always like to start with the simple question of:

Describe your sales process from the moment you get the lead — +which lead sources you have.

The CEO and his partner, the COO, started to tell me the whole process concerning how they generate the leads, and who manages each step.

In this case, everyone was managing everything, so they couldn’t concentrate on any specific function until they realized that lots of potential deals fell between the cracks.

We decided to work together this time and make it as their main project. We defined the KPI’s and weekly targets we wish to achieve, and I started with building their sales operations, and sales funnel as follows:

The First Step – Sales Operations Audit

This Step Includes Three Sub-Steps:

- First is a full audit of sales processes, software (CRM & Sales tools), and existing policies and guidelines.

- Second is interviewing people who are part of the sales cycle. They could be Marketing, Pre-sales, Product, Sales, Management, Legal, Finance, Post-Sales, and the like.

We learned about the complete sales process in-depth, end to end, as well as understanding the business and kinds of services offered.

It took approximately one week to complete all of this, and I insisted on having it done before we started to draw a new process.

- The third is research about existing sales strategies.

At this sub-stage, we have a great deal of in-house information from different teams about their work with clients or in the sales cycle itself. Now it was time to ask strategic questions and have discussions with the management about the target audience, the current state of sales, tools, and materials the company is using or wish to start using.

Once the audit was done, we were ready to go!

The Second Step – Identifying Problems and Craft Solutions