Service catalogue
Scaling the sales side
STRJ documents the sales process, assesses capacity and prepares team handover. Brief & Field leads a separate study of segments, offer and economics.
When you need this
- The owner sells and nobody else can.
- You hired a salesperson and it does not work for them the way it does for you.
- Enquiries come in but nobody knows what state they are in.
- You want to add people and do not know whether it pays.
What you get
- A written sales process from first contact to signature — one a new person can follow.
- A capacity model: how many deals one person can carry and when hiring makes sense.
- The materials a salesperson needs in hand so they do not have to improvise.
- Measures for reviewing sales progress during the quarter.
How it runs
- 01
What that one person does
We document the existing salesperson’s activities, materials and decisions, and identify the skills a new colleague needs.
- 02
The model
We estimate contacts per week, conversion and costs to assess when another salesperson is needed.
- 03
Handover
We test the process with one new colleague and adjust it before expanding the team.
Where we have done it
Seven months on marketing and sales for bankability: two strategic partnerships closed in the very first week, leading to work worth over a million crowns. For Contentiamo, an audit of commercial operations with a capacity model and a scoped pilot — five findings to decide on and nine open questions. Plus our own sales-team-as-a-service: hiring, training and daily management of callers.
Sales team as a service: setup 25 000 Kč. Scaling work itself is scope-based.
Six things we do for companies
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