Two people carry the number
Your top 20% are not better people. They have a better method — it has simply never been written down, so it cannot be copied.
Most companies try to fix flat sales with training. It does not stick — because there is no system to train into. The Sales Success Playbook reverse-engineers what your top performers already do, turns it into a documented sales operating system, and installs it across your team in eight weeks.
You own it. It runs after we leave. Every new hire is trained on it from day one.
In most Indian mid-market businesses a sales shortfall gets diagnosed as a people problem and treated with training. It is usually a system problem. Train a rep to sell better inside a broken system and you get a temporarily motivated rep inside a broken system — and a flat quarter ninety days later.
Your top 20% are not better people. They have a better method — it has simply never been written down, so it cannot be copied.
If you stop selling, sales stop. That cap does not move by hiring. It moves when the method leaves your head and enters a system.
Nine months to productivity because onboarding means shadowing whoever is free. A playbook turns that into a ninety-day ramp.
Without written stage criteria, your pipeline is a list of opinions. That is why the number moves in the last week of the quarter.
Nothing here is imported from a Western methodology. Every module is built from evidence taken out of your own business.
Where deals die, quantified in rupees. Your six metrics baselined before anything changes, so every later claim can be checked.
Who to chase and who to walk away from, as a scored test rather than a paragraph. This is what fixes forecast accuracy.
Your stages rebuilt as gates — written entry and exit criteria, and the artefact required before a deal can move.
Discovery questions, objection responses, proposal structure and follow-up cadences — sourced from your winners, not a template library.
Pipeline review cadence, the metric set, the dashboard and the manager's coaching checklist. The part that makes it survive month four.
We install the system first and build capability on top. Everyone else sells the skills and hopes a system appears. The sequence is the whole difference.
The playbook is reverse-engineered from your own top performers — their real questions, objection handling, cadence and deal paths. Not a textbook bent to fit India.
You keep a documented, versioned sales operating system. Not a consultant's report — the onboarding tool for every future hire.
Scored on qualified pipeline, win rate, cycle length and ramp time. Not attendance, not feedback forms, not smile sheets.
Two weeks. The diagnostic on its own — every leak found and valued. Fixed fee, credited in full against the Playbook if you proceed.
Eight weeks. All five modules documented, built and handed over, with your managers trained to run the operating rhythm.
Eight weeks plus a ninety-day installation with manager coaching alongside. The version that actually changes behaviour rather than producing a document.
Enterprise and PE-backed groups install the same system at multi-business-unit scale — previously sold as our Commercial Excellence programme, now the enterprise tier here.
The Playbook installs the system. The Sales Academy certifies every seller and manager to run it, and puts each new hire through a ninety-day ramp built on it. That is where the compounding happens.
Because that is exactly the symptom we are describing. Training failed because there was no system underneath it. Ask your team what your qualification criteria are — if you get four different answers, you have found the problem we fix.
The document is the artefact. The install is the product — stage gates in your CRM, a review rhythm your managers run, and criteria your team applies without being asked.
Good — that is the point. We are not bringing a template. We are documenting what already works in your business, from your own people.
We guarantee the deliverable and the measurement. We cannot guarantee outcomes we do not control, such as whether your managers run the pipeline review. What we do is put six metrics on the table on day one and report against them every fortnight.
You should, and the playbook makes that possible afterwards. What you are buying is eight weeks of external time and an outside eye. Most internal versions stall at forty per cent because the sales head still has a number to hit.
The leak audit lands in week two and usually changes what people argue about immediately. The system is live by week eight. Metric movement follows the sales cycle length of your own business.
The Sales Leak Audit is a fixed fee with no variation for scope, credited in full against the Sales Success Playbook if you proceed within ninety days. The Playbook is a fixed-scope, eight-week install, bought three ways — the audit on its own, the Playbook, or Playbook plus a ninety-day install. The Sales Academy is bought as cohorts, manager intensives, or an annual licence. The delivery modes run monthly for a defined term — two to six days a month for a Fractional Sales Director, one to three days a week for a Sales Head On Demand. The Sales Team Blueprint is credited against the modules you go on to buy. You will have a number after the twenty-minute call.
Tell us about your sales team. We reply within one business day with scope and timing.
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