The Process

sales process

salesQB uses a proprietary process called SalesMapping™ to discover your best practices and tricks, then turns these into a proven and repeatable sales process. Below are a few of the  companies that have benefited from our team and processes.

Too many businesses lack a unified sales system which leverage the techniques and best practices used by stars.  Superior company-wide sales process makes your entire team better and lessens the reliance on superstars.

Benefits to a proven and repeatable company-wide sales process:

  • Improves performance of new hires and low performers by creating a step-by-step system.
  • Brings middle-of-pack performers closer to that of top performers as the company system incorporates the best practices and steps used by the best salespeople.
  • Sales become more predictable as the sales process is ‘staged.” By knowing the quantity and quality of prospects at each stage, your sales pipeline will become more accurate.
  • Lowers the cost of onboarding a new salesperson.
  • Sales stars can’t hold you hostage anymore because you now have the “formula” for success rather than relying on “black magic.”
  • When a sales person leaves, your sales process doesn’t leave with them because you own your sales process.


  • Best Practices for hiring qualified sales reps – this includes background screening, drug testing

  • Assessment tools – we have access to multiple assessment tools including DISC and Devine

  • Job function and responsibilities to fit company structure and culture – job description, comp, expectations

  • Compensation – what do we want to accomplish - turnover – attrition – commission only – base plus incentive

  • Internal candidates

  • Employee referrals with referral incentives

  • Professional organizations

Revenue Growth

  • Where are your sales now and where do you want to be in 6 months, 1 year, 2 years

  • How do we get there –together we will develop a plan to get there

  • Lead generation – what sources exist for more quality lead generation

  • Marketing generates leads – sales generates revenue

  • How do we score leads for sales rep focus and back log management

  • Cost of leads – how much does a lead cost and what is the value of that lead – when do we let a lead go


  • Communication with the sales team and new sales rep – existing sales reps are a part of the process

  • Existing sales reps need to share how they got started and what would they do differently

  • Expectations – what is it like to be on the sales team and work for this company – understand what you need to deliver to the company

  • Leadership and training – this has to be provided at multiple levels but the most important contribution is the sales manager

  • Introductions to other management team members

  • Path to success – how does a new employee succeed at the company

  • Sales tools and technology – CRM – what industry specific proprietary software and applications are used

  • Mobile apps to assist with a sales reps productivity

  • Preparedness – preparing and positioning a new rep for success

Sell or Grow Your Business

  • Many small businesses are at a tipping point – sell the business or grow the business

  • Does the owner keep doing the sales or hire and train a sales team

  • Do you need to build a sales team or rebuild your existing sales team

  • Are you wearing too many hats

  • Is the business scalable

  • Is the company properly structured for sales team growth – if not we can get you there – increase sales to make the company a more viable enterprise for a value sale

Sales Team Productivity

  • Improving sales team performance – converting B players to A players

  • Sales team expectations and benchmarking standards

  • Selling system and a repeatable and proven sales processes in place

  • Coaching and development of sales team

  • How to capitalize on successful sales reps

  • Making the sales meetings informative, fun, and productive

Sales Team Accountability

  • Sales team goals align with desired company results

  • Key performance indicators – how do performance metrics relate to successful results

  • All KPI’s start at the top objective

  • Compensation models – selecting a compensation model that fits the companies objectives and coincides with the desired sales reps target compensation

  • CRM/Technology – ensuring sales reps are entering the appropriate customer information and using this information as a daily sales tool to assist with being successful

  • Weekly activity monitoring – sales reps need weekly accountability reports to support one on one meetings with their manager

  • What is going well and what needs improvement – all systems and processes have to be reviewed periodically to ensure they are working for the company – every system and process needs to be flexible, adaptable, and easy to modify

  • Benchmark expectations – what are the sales reps expectations in terms of a pipeline, leads scoring, closing ratios, sales results, being a good employee – i.e. can they do it, will they do it, and will they do it without being a pain in the ass

  • Development plans for sales reps – plans for corrective behavior. What is the issue, what actions are needed to correct the behavior, rep signs off on it with manager approval. Weekly update meetings to monitor progress – timeline to conclude new results – this is a joint effort of rep and manager