M47GrowCustomers & Sales· Module 3
Sales Architecture
Sales depend on the founder and one or two stars. Nobody else knows how deals are won.
- Grow
- Scale
- Fix
- Customers
- People
- ~5 min · Template
The business problem
In many businesses, selling is a personal skill held by the founder or a few individuals. There is no defined sales process, no pipeline discipline and no clear roles. Sales are inconsistent and cannot be scaled.
Why it matters
A designed sales architecture — roles, process, targets, tools and review — makes revenue more predictable and makes it possible to add salespeople who succeed.
What you will learn
- Define sales roles: finding, winning, growing, serving
- Design a repeatable sales process
- Set targets and incentives that reward the right behaviour
- Establish a weekly sales rhythm
Core questions
- How do we win deals today, step by step?
- Who finds new customers, who closes, who grows accounts?
- What activity levels lead to our sales targets?
- Do incentives reward profitable, collectable sales?
Work through the module
CaseWhat is happening?
Industrial equipment supplier, 30 people · Illustrative teaching case
An equipment supplier's founder personally wins most large deals. Two salespeople manage walk-in customers. When the founder documents how he qualifies, demonstrates and closes deals, the team adopts the process, and the salespeople begin winning mid-sized accounts. Incentives are changed to pay on margin collected.
DecisionWhat does the leader need to decide?
Keep sales founder-led, or build a sales model others can run?
FrameworkHow should they think about the problem?
The sales system
Target customers → roles → process stages → activity standards → tools → targets and incentives → weekly review. Each element must fit the others.
ToolWhat can they use?
Sales model canvasTemplate
- Target segments
- Roles and responsibilities
- Process stages and conversion rates
- Activity standards
- Targets, incentives and weekly review
ApplicationHow does it apply to their business?
Apply it to your own business:
- Document how your last five deals were won
- Draft your sales stages and conversion rates
- Check whether incentives reward margin and cash
ImplementationWhat changes?
What should change in the business:
- Train the team on the documented process
- Run a weekly pipeline review
- Align incentives to profitable, collected sales
ReviewDid it work?
How to tell whether the change worked:
- Is revenue less dependent on the founder?
- Are conversion rates stable or improving?
- Are new salespeople reaching target faster?
After this module you should be able to decide
Keep sales founder-led, or build a sales model others can run?
And leave with: A documented sales model: roles, stages, targets and rhythm.
Sequence · Customers & Sales