What Is a Sales Process? The Complete Guide

The Definition Nobody Gives You

A sales process is a repeatable, step-by-step sequence of actions your team takes to move a prospect from "never heard of you" to "signed contract." That's it. Not a philosophy. Not a personality trait. A documented system with defined stages, clear criteria for moving between them, and predictable outputs.

Here's what most people get wrong: they think a sales process is a script. It's not. A script is a tool inside a process. The process is the architecture - it tells you when to use the script, who to use it on, and what happens next after the call ends.

I've built sales systems that generated over 500,000 booked meetings for agencies and entrepreneurs. The difference between the teams that hit quota and the ones that don't isn't talent. It's almost always process - or the complete absence of one.

Why a Documented Sales Process Changes Everything

Without a defined process, you're not running a sales team. You're running a group of individual contributors who each do things their own way. That means results are random, training is impossible, and when your best rep leaves, they take their entire method with them.

The numbers back this up hard. Companies with a formal sales process in place see a 28% increase in revenue compared to those without one. Sales reps who follow a documented process ramp up to 50% faster than reps who don't. And organizations with a consistent sales process see win rates climb by roughly 27% compared to those running ad hoc approaches. That's not marginal. That's structural.

Here's the stat that should scare every founder: roughly 55% of sales leaders say that not having a clearly defined sales process has directly led to lost revenue. Not theoretical lost revenue - real deals that died because nobody knew what to do next.

With a documented process, you can:

• Onboard new reps faster because there's a playbook to follow
• Identify exactly where deals are dying in the pipeline
• A/B test improvements at specific stages without blowing up the whole system
• Forecast revenue with real accuracy because you know your conversion rates at each step
• Scale outbound without reinventing the wheel every quarter
• Coach reps on specific failure points rather than vague performance conversations

A documented process is what turns sales from an art into an engine. The goal isn't to turn your reps into robots - it's to give them a reliable framework so they're competing on skill and relationship quality, not on figuring out what to do next.

Sales Process vs. Sales Methodology: The Distinction That Matters

These terms get used interchangeably all the time. They're not the same thing, and conflating them causes real problems when you're trying to build or fix a system.

A sales process is the "what" - the specific stages your team moves through to close a deal. It's organizational and structural. It defines the steps, the sequence, and the criteria for moving forward. Every company should have a process that's unique to their product, market, and customer.

A sales methodology is the "how" - the philosophy and set of tactics reps use to execute within that process. Methodologies like SPIN, MEDDIC, or Challenger aren't processes in themselves. They're frameworks for how to approach the conversations that happen inside your process.

Think of it like building a house. Your sales process is the blueprint - the sequence of foundation, framing, plumbing, electrical, and finishing work. Your sales methodology is the skill set of the trades doing each phase. You can have great workers and a bad blueprint. Or a great blueprint with undertrained workers. You need both to build something that stands.

The practical implication: don't go buy a methodology before you have a documented process. And don't confuse having a process with knowing how to execute it. Most underperforming teams are missing one or the other - and the fix looks very different depending on which gap you're dealing with.

The 7 Core Stages of a B2B Sales Process

The exact number of stages varies by industry and deal complexity, but if you're doing outbound B2B sales - which is where I spend most of my time - here's the framework I've used and refined across multiple companies and exits.

Stage 1: Prospecting

This is where the pipeline is born. You're identifying who fits your ideal customer profile (ICP) and getting their contact information. Prospecting done wrong means everything downstream is wasted effort - you're chasing the wrong people with the right message.

Your ICP should be specific: industry, company size, geography, title, technology used, or any other qualifier that predicts a good fit. The tighter the ICP, the higher your conversion rate at every subsequent stage. Vague targeting is the root cause of most pipeline problems, and most people never trace it back that far.

One thing worth knowing: 42% of salespeople say prospecting is the hardest part of the sales process - harder than closing, harder than qualification. That's because good prospecting requires research, judgment, and discipline all at once. It's not glamorous, but it's where the leverage lives.

For building prospect lists at scale, I use a combination of tools. A B2B lead database is usually your fastest starting point - filter by title, industry, seniority, company size, and location to pull a qualified list without hours of manual research. If you need to find a specific contact's email after you've identified a target company, an email finder tool fills those gaps quickly.

Tools like Clay are also worth having in your stack for enrichment and building dynamic lead lists that pull from multiple sources. The point is to build prospecting infrastructure, not to manually hunt for contacts one by one. That doesn't scale.

Stage 2: First Contact / Outreach

This is your cold email, cold call, or LinkedIn message. The goal here is not to sell. The goal is to get a response - ideally a booked meeting. One conversation at a time.

Your outreach needs to be relevant, short, and outcome-focused. Personalization helps, but it doesn't have to be deep - a relevant industry reference or a specific observation about their business is usually enough to break through the noise. What kills response rates faster than anything is writing about yourself instead of writing about them.

If you want templates that convert, grab my Top 5 Cold Email Scripts - these are the actual formats I've used across hundreds of campaigns.

For cold email sending at volume, tools like Smartlead or Instantly give you inbox rotation and deliverability controls that manual Gmail sending simply can't match. Before you send anything in bulk, run your list through an email validator - bounces kill deliverability fast, and a damaged sender reputation is hard to recover from.

Cold calling still works, and works well when combined with email. The best approach is a multi-touch sequence: email, call, LinkedIn touch, follow-up email. It typically takes around 8 touches to get a meeting with a new prospect. Most reps quit at two. That gap is where your pipeline dies before it starts.

Stage 3: Qualification

Not every lead who responds is worth your time. Qualification is where you filter for real opportunities. Classic frameworks like BANT (Budget, Authority, Need, Timeline) or MEDDIC work well here - the point is to have a consistent set of questions that tell you whether a prospect is worth advancing.

A qualified lead has a clear problem your product solves, the authority or access to decision-makers, and some realistic path to a purchase. If they don't check those boxes, either disqualify them cleanly or send them a nurture sequence and move on.

The data on this is striking: fully documented qualification criteria correlate with up to 40% higher close rates. The discipline isn't the framework itself - it's the forcing function that makes reps understand the buyer's decision process before committing pipeline resources to a deal. Skipping qualification is how pipelines become fantasy documents.

This is one of the most skipped stages in early-stage companies. Don't skip it. Chasing unqualified leads is how reps burn out and pipelines become fiction. As a rough benchmark: roughly 63% of losses happen before needs assessment - which means better upfront qualification is the single highest-leverage improvement most teams can make.

Stage 4: Discovery / Needs Analysis

This is your first real conversation - usually a 30-minute call. The job here is to listen, not pitch. Ask about their current situation, what's broken, what they've tried, what success looks like, and what the cost of the problem is.

The insight you pull from a great discovery call becomes the ammunition for your proposal and close. If you rush past discovery into pitching, you end up talking about features that don't matter to this specific buyer. That's where deals go quiet.

Great discovery is about pre-call research too. Go in knowing their business context - their recent moves, their likely pain points, where they're trying to go. When prospects feel you've done the homework, conversations move faster and close bigger. The reps who consistently outperform don't wing discovery. They treat it like reconnaissance.

For enterprise accounts, discovery is often multi-threaded - you're talking to multiple stakeholders, mapping the org, understanding internal politics. Enterprise buying committees average over a dozen people involved in complex purchases. Single-threaded discovery is a fragile position - one champion's departure can kill a deal you thought was done. I cover the enterprise-specific version of this in the Enterprise Outreach System.

Stage 5: Proposal / Presentation

Based on what you learned in discovery, you build a tailored solution. A generic deck is a red flag for enterprise buyers. Your proposal should mirror their language, reference their specific situation, and make the ROI case using numbers they gave you in discovery. If you're building a proposal with numbers you invented, you skipped discovery.

Keep it short. A 3-page proposal that speaks directly to their pain closes more deals than a 40-slide deck that tries to impress with comprehensiveness. If you're selling a high-ticket service, the proposal call - where you walk them through it live - is almost always more effective than emailing a PDF and hoping.

One underused practice here: send a summary of next steps immediately after your presentation call. Recap what was discussed, what you're proposing, and what the path to decision looks like. It keeps momentum, reduces the chance of ghosting, and gives you a paper trail if terms get disputed later.

Stage 6: Objection Handling and Negotiation

Every deal hits friction. Price objections. "Let me think about it." "We need to check with legal." "We're also talking to your competitor." None of these are deal-killers unless you treat them that way.

The key to objection handling is preparation. Document every objection your team hears across deals. Build a response guide. Roleplay it. The best closers aren't winging it - they've heard every objection a hundred times and have a practiced, calm response ready. An objection is a question in disguise. Most of the time, it signals interest, not rejection.

Price negotiation specifically: anchor high, concede on things that cost you little (payment terms, onboarding support, contract length flexibility), and hold firm on core pricing unless the deal fundamentals change. Discounting under pressure without changing scope trains buyers to always push for discounts. You're setting the precedent for the entire relationship.

A note on multi-stakeholder deals: if you're getting objections from someone who isn't the economic buyer, your real job is to arm your champion to handle those objections internally. You can't win a political battle you're not in the room for. Give your champion the ammo they need.

Stage 7: Close and Handoff

The ask. This is where a lot of salespeople stall - they build great rapport, run great discovery, send a great proposal, and then never ask directly for the business. Ask directly. "Based on everything we've discussed, are you ready to move forward?" That's it. The pause after that question is supposed to feel uncomfortable. Sit in it.

Once closed, the handoff to implementation or customer success should be smooth and documented. A bad handoff creates churn, and churn kills lifetime value. Define what information gets passed, what the client was promised, and who owns the relationship going forward. The close is not the finish line - it's the starting point of the customer relationship.

The Major Sales Methodologies (and How to Choose One)

Your process defines the stages. Your methodology defines how reps execute within those stages. Here's a practical breakdown of the most widely used frameworks and when each one makes sense.

SPIN Selling

Developed by Neil Rackham after analyzing tens of thousands of sales calls, SPIN is built around four types of questions: Situation, Problem, Implication, and Need-Payoff. The goal is to guide the prospect to articulate the value of a solution themselves rather than being pushed into it.

SPIN works especially well in discovery and needs analysis. It's consultative, relationship-focused, and effective in complex B2B environments with long sales cycles. The downside: it requires reps who are genuinely skilled at open-ended questioning and active listening. It's harder to train a junior team on than BANT.

Best fit: Long-cycle enterprise deals, high-value solutions, consultative selling environments.

MEDDIC (and MEDDPICC)

MEDDIC stands for Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain, and Champion. It's primarily a qualification framework built to ensure reps only pursue winnable, high-value deals. The extended version, MEDDPICC, adds Paper Process and Competition as additional fields.

MEDDIC doesn't replace your process - it overlays on top of it at the qualification stage. It forces reps to answer hard questions: Do we have a champion with actual influence? Do we know who the economic buyer is? Do we understand their decision criteria? If you can't answer those questions, the deal is a guess, not a pipeline entry.

Best fit: Enterprise B2B sales, complex buying committees, deals with long evaluation cycles. If you're selling to small businesses with one decision-maker, MEDDIC is overkill.

Sandler Selling System

Sandler flips the traditional sales model. Instead of pitching and hoping, Sandler reps qualify hard up front - and are as willing to disqualify a prospect as to qualify them. The methodology establishes mutual commitment early, surfaces budget and authority before the demo, and prevents the classic situation of running a full cycle only to hear "we decided not to move forward."

Sandler is great for high-ticket B2B sales and complex solutions where both parties need to invest significantly in the process. It's less suited to short transactional cycles where the overhead doesn't justify the depth of the methodology.

Best fit: Professional services, high-ACV software, consulting - anything where a bad-fit client costs you as much as losing a good deal.

Challenger Sale

The Challenger model argues that the best salespeople don't just respond to buyer needs - they reframe them. Challengers teach prospects something new about their business, tailor that insight to the specific buyer, and take control of the conversation. The core idea: buyers don't always know what they need, and the rep's job is to show them what they're missing.

Challenger works especially well against inertia - when the prospect's default is to keep doing what they're doing. It requires reps who can deliver sharp, credible insight and push back confidently on buyer assumptions. For smaller teams with limited training infrastructure, it can be a heavy lift to implement consistently.

Best fit: Innovative or complex products, competitive markets, sales reps with deep domain expertise.

Which Methodology Should You Actually Use?

Here's my honest take: stop looking for the perfect methodology and start looking for one you can execute consistently. Many high-performing teams blend frameworks - SPIN for discovery, MEDDIC for qualification, Sandler for setting expectations early. The approach matters less than the commitment to apply it the same way across every deal.

The real question is what your team can actually run, given their experience level, your deal complexity, and your training capacity. Simpler frameworks can often be taught in days. More sophisticated systems like Challenger or Sandler typically require weeks of training, roleplay, and live coaching before they stick. Build the process first, then layer in the methodology that fits your motion.

How to Build a Sales Process from Scratch

Most teams try to build their process forward - from prospecting to close. I've found it's more useful to reverse-engineer it from your best existing wins.

Step 1: Document What Already Works

Pull your last 10-20 closed deals. Map out exactly what happened in each one. What was the first touch? How many follow-ups before a meeting? What happened on the first call? How long between demo and proposal? What objections came up? What closed the deal?

You'll find patterns. Those patterns are the skeleton of your process. You're not inventing a system - you're documenting the one your best reps are already running intuitively and making it repeatable for everyone.

Step 2: Define Your Stages and Exit Criteria

Name each stage of your process. Then - and this is the part most teams skip - define what a deal needs to look like to move from one stage to the next. Exit criteria, not just activities.

"Demo scheduled" is an activity. "Demo completed AND prospect confirmed next steps" is an exit criterion. The difference matters because activity-based stage advancement makes your pipeline data useless for forecasting. If a deal can move to "Proposal" just because you sent one, your pipeline tells you nothing meaningful.

Step 3: Build Your ICP and Qualification Criteria

Define who you're targeting and what qualifies them as a real opportunity. ICP should cover industry, company size, geography, title, and any behavioral or technographic signals that predict fit. Qualification criteria should specify what a rep needs to confirm before advancing a lead past the initial call.

Write this down. Actually write it down. The moment it's documented and shared, your reps stop making different judgment calls and your pipeline data starts to mean something.

Step 4: Build the Supporting Assets

A process without supporting materials is an idea without execution. For each stage, define: What outreach template do we use? What questions do we ask on the discovery call? What does the proposal template look like? What objection responses do we have documented?

This is where your scripts, templates, and call frameworks live. None of them replace judgment - they give reps a foundation to build on rather than starting from zero every time.

Step 5: Map It to Your CRM

Your CRM should reflect your actual process, not the default pipeline stages that came out of the box. Build your custom stages, add required fields for exit criteria, and set up activity logging that captures what matters. A CRM that doesn't match your process is a CRM that doesn't get used.

For outbound-heavy teams, Close CRM is built around calling and emailing rather than data entry. That alignment matters when your reps are running 50+ touches a day.

Step 6: Train, Run, Measure, Iterate

Roll out the process, train your team on it, and then actually measure what happens. Stage conversion rates, activity metrics, deal cycle length, win rate - all of it. Within 60-90 days, you'll know exactly which stages are underperforming and why. Then fix those stages specifically, without rebuilding the whole system.

The best sales process is the one your team actually runs, not the perfect one sitting in a Google Doc nobody reads.

Sales Process vs. Sales Cycle: A Quick Clarification

These get conflated constantly, even by experienced sales leaders. Here's the cleanest way to think about it:

Your sales process is the structured set of steps your team follows. It's internal and controllable. You define it, you run it, you measure it.

Your sales cycle is the time it takes to move a specific deal from first contact to close. It's an outcome of running your process, and it varies by deal. Enterprise deals might have a 6-month cycle. SMB deals might close in a week. Both can run through the same sales process - they just move at different speeds.

Understanding the difference matters when you're diagnosing problems. If your close rate is dropping, that's a sales process issue. If your deals are taking longer than expected, that might be a sales cycle issue driven by buyer dynamics, budget timing, or competitive evaluation - things you can influence but not fully control.

How to Measure If Your Sales Process Is Working

A process you can't measure is a process you can't improve. Track these numbers at every stage:

• Conversion rate by stage - What percentage of leads move from stage 1 to stage 2, stage 2 to 3, and so on?
• Average deal cycle length - How many days from first contact to close?
• Average deal size - Are you moving up-market or down over time?
• Activity metrics - Emails sent, calls made, meetings booked per rep per week
• Win rate - What percentage of qualified opportunities do you close?
• Pipeline velocity - How fast are deals moving through your pipeline overall?
• Lost deal analysis - At which stage are you losing most deals, and why?

The average B2B sales team wins roughly 21% of its qualified opportunities. If your win rate is significantly below that, you have a process or execution problem. If it's significantly above 40%, you might be under-qualifying - only pursuing safe deals while leaving revenue on the table.

When something breaks - and it will - your stage conversion rates will tell you exactly where. Drop in meetings booked? Outreach problem. Drop in meetings to proposals? Discovery problem. Drop in proposal-to-close? Objection handling or proposal quality. This is why measurement matters.

Grab my Sales KPIs Tracker to start tracking these numbers in a structured way from day one.

Common Sales Process Mistakes

No defined exit criteria. If your reps don't know what makes a lead "qualified" versus "interested," your pipeline data is garbage. Define the criteria. Write them down. A deal in "Discovery" that hasn't had a call in 30 days is not a pipeline asset - it's noise.

Skipping follow-up. Most deals close on follow-up, not the first touch. It takes an average of 8 touches to reach a new prospect, and most reps give up after two. Build follow-up sequences into your process, not as an afterthought. A sequence that ends after one email isn't a sequence - it's a wish.

Over-relying on inbound. A process that only responds to inbound leads isn't a sales process - it's an order-taking system. Build outbound into your process from the start, even if inbound is strong today. Inbound can disappear overnight. Your outbound machine is the safety net.

Treating the process as fixed. Your sales process should evolve as you learn. Review it quarterly. Kill what doesn't work. Double down on what does. The market shifts, buyer behavior changes, and a process built for last year's conditions will underperform in this year's environment.

No post-close documentation. The handoff from sales to delivery is where a huge number of customer relationships break down. What was promised? What are the onboarding expectations? Who owns the relationship? If your sales process ends at the signed contract, you're building a churn machine. Define the handoff protocol and enforce it.

Unclear ICP. A process is only as good as the leads going into it. If you're running a tight process on a wide, poorly-defined prospect list, you're just running bad meetings faster. ICP clarity is a prerequisite for process efficiency, not a nice-to-have.

Tools That Support a Strong Sales Process

The process comes first, then the tools. Too many teams buy software hoping it'll build the process for them. It won't. But once you have the stages defined, the right stack makes execution faster and more consistent.

Here's how I think about it by function:

Prospecting and List Building: You need a reliable source of targeted contact data. ScraperCity's B2B database combined with Clay handles most list-building needs at a fraction of what enterprise data providers charge. You can filter by title, industry, seniority, company size, and location to pull tight, ICP-matched lists. Most teams I work with are grossly over-spending on lead data without getting more qualified output.

Contact Enrichment: If you're doing phone prospecting and only have main line numbers, your cold calls are going to voicemail purgatory. A mobile number finder gets you to direct dials and gets you past gatekeepers before the call even starts. Pair that with CloudTalk for call infrastructure that integrates cleanly with your CRM and gives you call recording for coaching.

Email Infrastructure: For cold email sequences, Lemlist and Reply.io both have strong sequencing and personalization. Always validate your list first with an email validation tool before hitting send - bad emails hurt deliverability and wasted sequences hurt your sender reputation.

CRM: For outbound-heavy teams, Close is my go-to - it's built around calling and emailing, not just data entry. If you want something that's project-management-adjacent, Monday can work for smaller teams managing pipeline without a dedicated CRM.

People Finder for Hard-to-Reach Contacts: If you're trying to identify and reach specific individuals across companies, a people finder tool can surface contact information that standard databases miss. Useful when you're targeting senior executives or niche roles where generic databases are thin.

Also grab the Cold Calling Blueprint if you're building a call-heavy process - it covers the opening, the pivot, and the close in a format that's been tested across thousands of calls.

Sales Process by Business Type

The 7-stage framework above applies broadly, but the emphasis shifts depending on your model. Here's how I'd weight each stage differently by context:

Agency / Service Business

Discovery and proposal are your highest-leverage stages. Agencies often win or lose in how well they connect proposed work to stated client goals. Qualification is also critical - taking on a bad-fit client costs you capacity that you can't get back. Your outreach needs a strong ICP filter from the start, and your proposals need to speak the client's language, not yours.

For agency prospecting, a targeted B2B list filtered by company size, industry, and geography gets you the right doors to knock on. Volume prospecting without ICP filtering is how agencies end up with a portfolio of nightmare clients.

SaaS / Product Business

Qualification and objection handling tend to be the critical stages. You're often dealing with longer evaluation cycles, procurement processes, and technical validation. MEDDIC maps well onto SaaS sales processes because it forces reps to confirm the economic buyer and decision process before investing in a full demo and proposal cycle.

For SaaS outbound, technographic prospecting can be a powerful ICP filter. If you're selling a tool that competes with or complements a specific tech stack, a BuiltWith scraper lets you identify companies using specific technologies - so you're not just prospecting by title and industry, you're prospecting by verified intent signals.

Local / SMB Sales

Speed matters more than depth. Local and SMB sales cycles are shorter, and over-engineering the process kills momentum. Your outreach needs to be higher volume with a tighter ICP, your qualification needs to be faster, and your proposals need to be simpler. A one-page scope and price can close a local business where a 20-page deck creates friction and doubt.

For local lead gen, Google Maps scraping gives you local business contact data at scale - useful when you're targeting restaurants, contractors, clinics, or any geographically clustered niche.

E-commerce and Retail Brands

If you sell services or tools to e-commerce brands, prospect list building looks different. You're targeting store owners and operators, often with specific revenue or product category criteria. A store leads scraper pulls e-commerce store data that you can't easily filter for in a standard B2B database - which gives you a more relevant prospect pool from the start.

The Role of Follow-Up in a Sales Process

I want to spend extra time on this because it's the most underbuilt part of most sales processes I've audited. Most teams treat follow-up as an afterthought - "we'll follow up if they don't respond." That's not a follow-up strategy. That's hope with a deadline.

Here's what the data shows: cold email campaigns with three follow-up rounds tend to have the highest reply rates. Most deals require multiple touches over multiple days or weeks before a prospect engages. The deals that close on the first email are the exception, not the rule.

Your follow-up cadence should be built into your process at Stage 2, not improvised by individual reps. Define the sequence: how many touches, over what timeframe, on which channels, with what message angle at each step. Email-first is usually the right call. Then a call attempt. Then a LinkedIn touch. Then a re-angle email. Then a break-up message.

The break-up message - done right - often gets more responses than any of the earlier touches. Because it signals you're not going to keep pinging them indefinitely, and it creates a small window for them to either engage or opt out clearly. Both outcomes are useful. The worst outcome in sales is leaving a qualified prospect in a perpetual "maybe" state.

Build follow-up sequences into your sequencing tool. Don't rely on reps to remember. Automate the cadence, personalize the content, and let reps focus on the conversations that result from it.

Frequently Asked Questions About the Sales Process

What is the sales process in simple terms?

It's the step-by-step system your team follows to turn a stranger into a paying customer. Every stage has a specific goal and a defined set of actions. Done consistently, it makes revenue predictable. Done inconsistently, results are random.

How many steps should a sales process have?

Enough to cover what actually happens in your deals - usually between 5 and 8 stages for most B2B businesses. More stages don't make a better process. Clarity does. If you can't explain each stage in one sentence and tell me what a deal needs to look like to move to the next one, your process has too many stages or not enough definition.

What's the difference between a sales process and a sales funnel?

A sales funnel is a marketing model that describes how large populations of leads narrow down to customers. A sales process is the operational system your sales team runs to move specific deals through that funnel. Funnels are useful for understanding conversion at scale. Processes are useful for coaching reps and diagnosing individual deal failures.

How often should you update your sales process?

Review it at least quarterly. Update it when something meaningful changes - your market, your ICP, your product, or your competitive landscape. A process that was built for one market phase can actively hurt you in another. Keep it living, keep it current, and kill anything that consistently doesn't move deals forward.

Should every company have the same sales process?

No. Your process should be built around your buyer's actual journey and your team's actual strengths. Two companies in the same industry with different deal sizes and different buyer personas will need different processes. Borrow structure from proven frameworks, then adapt it to what actually works for your specific product and market.

The Bottom Line

A sales process isn't bureaucracy. It's the difference between a sales team that scales and one that stagnates. Define your stages. Document the criteria. Measure every handoff. Iterate relentlessly.

The stat I keep coming back to: roughly half of underperforming organizations have non-existent or informal sales processes. Not bad products. Not bad reps. Bad infrastructure. That's fixable. And fixing it doesn't require a six-figure consulting engagement - it requires sitting down, mapping what your best reps already do, writing it down, and building a system around it.

If you want help building or fixing your process with real-time feedback, I cover this inside Galadon Gold - working directly with entrepreneurs and agency owners on the exact kind of outbound systems this article introduces.

Start with the framework. Build the habit of documentation. And remember: the best sales process is the one your team actually runs, not the perfect one sitting in a Google Doc nobody reads.