Kostyantin Tripailo
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417 USD B2B case: search for 6,483 SaaS clients
Databases & SQL
The client works with a SaaS solution for construction companies and was looking for potential clients to launch cold sales.
The main task was to find construction companies that:
* are actively operating in the market
… * have a sufficient scale of business
* could be potential users of the SaaS solution
* make decisions regarding the implementation of digital tools.
The initial market of construction companies appeared to be very large - over *54,000 companies.
However, this sample included:
* small contracting teams
* inactive companies
* businesses without turnover
* companies without the potential for implementing SaaS.
Therefore, launching cold sales across the entire database would be ineffective and would require a large amount of resources.
What was done
1. Market analysis
Initially, key segments of the construction market were identified by industry codes and types of activities.
This allowed for the identification of companies that are genuinely operating in the construction sector and could be potential clients of the SaaS solution.
2. Company segmentation
After the initial data collection, companies were segmented based on the following criteria:
* type of activity
* company size
* scale of business
* relevance to the SaaS product.
3. Financial filtering
Additionally, filtering was conducted based on the financial indicators of the companies.
This allowed for the identification of businesses that have sufficient turnover and can implement digital tools for business management.
4. Formation of the target database
After all stages of analysis, a target database of companies that could be potential clients of the SaaS product was formed.
Result
Instead of working with a market of 54,000 construction companies, a target database of 6,483 potential clients was formed.
These are companies that:
* are actively operating in the market
* have a scale of business
* can implement SaaS solutions
* have the potential for long-term cooperation.
This approach allows:
* to significantly increase the effectiveness of cold sales
* to reduce the time of the sales department's work
* to focus on relevant clients.
In fact, the market was transformed:
54,000 companies → 6,483 potential SaaS clients.
The sales team received a structured market database, which can be used to launch cold calls, email campaigns, and B2B proposals.
Link to the case
https://ministrysale.com/baza-budivelnyh-kompaniy-saas
#B2B #LeadGeneration #SaaS #Sales #CRM #B2BMarketing #ColdSales #DataResearch
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406 USD B2B case: search for 2,345 partners for the distribution
Databases & SQL
B2B analytics case and partner base development for a company operating in the heat pump market.
The client's task was to create a distribution network of partners across Ukraine. It was necessary to find companies that are engaged in the installation of heating systems, work with engineering networks, or sell technical equipment and can become dealers or installation partners.
… Initially, the market appeared to be very large. According to the main classifications:
43.22 - installation of water supply networks, heating, and air conditioning systems
46.69 - wholesale trade in machinery and equipment
the total number of companies amounted to over 212,000.
However, working with such a number of companies is practically impossible, as the database included small installation teams, inactive businesses, companies without turnover, or those not working with heat pumps.
Therefore, the main task was not just to compile a database, but to identify those companies that could realistically become partners for distribution.
What was done
Market analysis by classifications
Two key segments were identified:
43.22 - companies engaged in the installation of heating systems
46.69 - companies engaged in the sale of equipment
Cross-segmentation
Companies that are simultaneously engaged in installation and equipment sales were separately identified. They have the greatest potential for rapid scaling of heat pump sales.
Financial filtering
Additionally, an analysis of companies by annual turnover was conducted, which allowed for determining the scale of the business and selecting the most promising partners.
Formation of the target database
After all stages of analysis, a database of companies was formed, which is suitable for launching cold sales and partnership negotiations.
Result
Instead of chaotic work with a market of over 212,000 companies, a target database of 2,345 potential partners was formed.
These are companies that:
operate in the field of heating system installation
engage in the sale of technical equipment
have an active business
can be dealers or installation partners
This approach significantly increases the effectiveness of cold sales, reduces the sales department's time, and allows for faster building of the dealer network.
In fact, the market was transformed:
212,000 companies → 2,345 potential partners.
The sales team received a structured market map, with which they can systematically build the distribution of heat pumps.
Link to the case
https://ministrysale.com/baza-partneriv-teplovi-nasosy-b2b
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338 USD Real estate sales without dumping
Consulting
Real Estate Rental Agency (B2C / B2B rental).
01 // Problem
… Sales relied solely on discounts and the "likability" of managers.
The agency approached us at a time when the number of inquiries was increasing, competition in the market was intensifying, but the team could not consistently close deals without undercutting prices. Negotiations were chaotic, and the outcome depended not on the process but on whether the manager was "liked" by the client.
Managers tried to be friendly and informal, but they did not sell because they did not understand what was truly important to the client and how to present the value of the property without lowering the price. Deals were closed only through discounts, which reduced margins and devalued the product.
What blocked sales:
* Lack of professional dialogue management: managers did not maintain initiative and quickly lost control of the conversation;
* Focus solely on price: upon hearing the word "expensive," a discount was immediately offered, which weakened the product;
* Desire to "please" rather than sell: jokes and informality instead of identifying needs;
* Inability to identify the client's real criteria (access, security, transport, parking, infrastructure);
* Lack of structure and scripts: each manager spoke "as it came out";
* Weak handling of objections: the first "no" stopped the dialogue;
* Low level of trust: clients quickly moved to competitors;
* Inability to scale: stable lead flow with low conversion.
02 // Solution
Rebooting the sales approach and abandoning discounting.
The goal was to remove the dependency of sales on discounts and the "likability" of the manager and to teach the team to sell as experts. We developed a practical intensive course aimed at changing mindset and behavior in negotiations.
Focus — dialogue structure, correct questions, conversation control, presentation of property value, and professional handling of objections.
In 3 days of the intensive, the following was accomplished:
* Built a clear structure for each call: start, initiative, criteria identification, argumentation, benefits, verification, handling objections, stating the price, closing the deal;
* Taught how to identify real client needs: 24/7 access, security, transport, parking, infrastructure, planning, convenience for staff, status of the location;
* Shifted focus from price and taught how to sell the value of the property instead of automatic discounting;
* Enhanced professional handling of objections: the first "no" ceased to be the end of the conversation;
* Increased the expertise of managers: the manager is an expert, not just a "pleasant interlocutor";
* Implemented the presentation model "feature → benefit → clarification";
* Taught how to present the price using the SANDWICH technique — after benefits and argumentation;
* Conducted practical exercises on real agency scenarios: calls, properties, objections, client pain points.
03 // Result
In 3 days of the intensive, the chaotic sales approach based on discounts and "likability" was replaced with a managed process. The team began to work according to clear scripts: dialogue structure, criteria identification, value argumentation, handling objections, and professional price stating.
Managers stopped discounting, learned to manage conversations, argue value, and sell not square meters but solutions, locations, and benefits for the client.
Tools
* SPIN selling
* cold calls
* handling objections
* sales funnel structure
* KPIs and quality control of dialogues
Key changes
"Expensive" — no longer a stop word
"Discount" — removed from the managers' vocabulary
Manager — expert, not just a "pleasant interlocutor"
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4848 USD Building B2B sales systems in an engineering company
Lead Generation & Sales
01 // Problem
Sales were entirely dependent on the owner, which blocked scaling.
… At the time of the inquiry, the company had a strong product, stable demand, and high expertise. However, all sales, negotiations, meetings, presentations, and agreements were personally handled by the owner.
From B2B projects to private clients — all communication went through one person. Word of mouth brought leads, but there were no sales systems, CRM, or communication department. After exhibitions, events, and even after winning the Grand Prix "NORDIC SPIRIT," quality leads "hung" because there was physically no one to process them systematically.
This created a classic "bottleneck": the business was ready to grow, but sales were stagnant.
What blocked the launch of sales:
* the owner handled all communications manually (calls, correspondence, meetings, calculations), causing quality leads to be lost;
* over 3500 contacts remained unprocessed after the exhibition;
* lack of CRM, structure, and control — it was impossible to see deal statuses and manage the funnel;
* lack of time for in-depth work with the key B2B audience (architects, designers);
* absence of a sales team — the business was dependent on one person;
* low throughput: a significant portion of inquiries did not reach negotiations;
* demotivating conditions (old office, "warehouse" conditions) complicated hiring;
* previous attempts to scale sales yielded no results due to the lack of a system and manager training.
02 // Solution
Building systematic sales and launching the department from scratch. The goal was to relieve sales from the owner and create an autonomous department that independently generates, qualifies, and processes leads. We started with the foundation: analytics, preparing the space and equipment — and then moved on to hiring, training, CRM, funnel, and control.
In 3 months, we completely transformed the sales system:
* prepared the base for launch: found a new office instead of a "warehouse," created a comfortable workspace, and provided equipment (PCs, Windows, CRM, telephony);
* launched the sales department from scratch: opened vacancies, processed about 50 candidates in the low season, formed a team of 3 managers for healthy competition;
* created an LMS training system: video lessons, tests, practical tasks, training with suppliers, product materials, SPIN, working with objections, and scripts;
* built a new sales funnel from the first contact to payment with clear stages, deadlines, and checkpoints;
* implemented CRM and telephony: calls, work accounting, tasks, stages, analytics, communication history, daily reports;
* developed scripts for the key audience (designers and architects — about 40% of the base), integrated triggers from exhibitions and the "NORDIC SPIRIT" win, established outreach to decision-makers and worked with assistants;
* introduced daily KPI control: calls, conversion, consultations, appointments for calculations, average check, new leads;
* established work standards: algorithms, regulations, lead processing rules, consultation structure, sales techniques, and templates;
* completely removed dependence on the owner — all sales and negotiations were transferred to the team.
03 // Result
In 3 months, the chaotic sales function was removed from the owner and transferred to a systematic department that operates under clear processes: CRM, training, scripts, regulations, KPI control, and structured work with leads.
Systematization of processes, launching a new office, training the team, and a transparent funnel allowed for organized work with "hot" inquiries after exhibitions and launched a stable channel for cold sales. The company stopped losing potential clients and began to work with the database professionally and timely.
Key indicators
3.1% — conversion to sales
×4.5 — sales growth
Complete delegation of sales — an autonomous team instead of the owner's involvement.
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5074 USD Building a sales department in B2B SaaS / HoReCa
Lead Generation & Sales
GetOrder — B2B SaaS product for automating orders in the HoReCa sector.
01 // Problem
… Sales were entirely dependent on the business owner.
At the time of contacting us, the GetOrder product was strong, demand in the market was growing, but sales were not scaling. The reason was the complete absence of a systematic sales department.
All key actions were performed by the owner:
* correspondence with decision-makers;
* onboarding restaurants;
* cold outreach to partners;
* negotiations and closing deals.
This created a classic "bottleneck": the business had the potential to scale, but there was physically no one to sell and process the flow of leads.
What blocked the launch of sales:
* the owner spent hours daily on cold contacts through social media;
* the owner's overload (product, operations, sales) reduced efficiency;
* five months of unsuccessful attempts to independently build a sales department;
* the hired manager could not build processes from scratch;
* low average check ($20–30/month), which did not cover sales costs;
* complete absence of CRM, scripts, control, and structure;
* chaotic correspondence with decision-makers, long responses, loss of contacts, and deal disruptions.
02 // Solution
Transition to systematic sales and increasing the average check by 5 times.
Our goal was to relieve the owner of sales and build an autonomous system capable of scaling stably.
In 3 months, we completely transformed the sales model.
What was done:
* built a sales department from scratch: selected strong managers from over 1000 candidates, conducted training, adaptation, and implemented work standards;
* launched cold sales as the main channel for attracting customers: developed scripts, tested hypotheses, and achieved a stable conversion rate of 2.5% in cold calls;
* implemented CRM and telephony: set up real-time control (calls, deals, tasks, stages, analytics, reporting for the manager);
* formed a new sales funnel — from the first contact to payment with clear stages, deadlines, and checkpoints;
* launched a training system (LMS): video lessons, tests, practical tasks, modules on the product, SPIN, handling objections, reaching decision-makers;
* implemented daily KPI control: number of calls, dialogues, conversion, deals, onboarding, average check;
* shifted the sales focus from small establishments to chain clients (10+ locations), which allowed increasing the average check by 5 times;
* developed sales standards: scripts, algorithms, regulations — managers work under a unified technology;
* completely removed dependence on the owner: lead generation, negotiations, and closing deals were transferred to the team.
03 // Result
In 3 months, the sales function was fully transferred to an autonomous team that operates under a clear system:
* CRM
* sales funnel
* telephony
* LMS training
* daily KPI control
Process automation made all stages transparent, and the transition to cold sales and a new model of working with clients significantly increased conversion and scaled the number of connected establishments and chains.
Tools
* SPIN selling
* cold calls
* handling objections
* sales funnel
* KPI and analytics
Key indicators
×5 — increase in average check
×2.5 — growth in sales
Complete delegation of sales — autonomous team instead of owner involvement
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6765 USD Building a sales department in the B2B agri-sector
Lead Generation & Sales
CROPPER — a company in the narrow B2B niche of agricultural drones.
01 // Problem
… Sales were chaotic and completely dependent on the owners.
Before the collaboration began, the sales process at "CROPPER" was unsystematic. All key agreements were handled by the company owners, while managers were either absent or did not pass their probation periods. In fact, the company did not have a sales department capable of consistently generating deals.
Managers did not undergo adaptation and could not sell.
What hindered development:
* lack of deep product knowledge;
* absence of scripts, techniques, and sales standards;
* zero preparation for cold calls;
* lack of a structured workday;
* misunderstanding of the roles of lead generator, hunter, and farmer;
* managers did not even pass basic exams, yet the company still spent time on them.
As a result, the business could not scale, and sales were essentially stagnant.
02 // Solution
Systematic sales are a technology, not a random outcome.
We entered "CROPPER" at a time when the company operated like a self-employed team — without structure, without CRM, without adaptation, and without the ability to scale.
In 4 months, we built a profitable sales department:
* formed a sales department in the narrow B2B niche of agricultural drones through recruitment, selection, and adaptation of managers;
* implemented CRM with funnels and telephony: set up funnels, integrated the database with Tripoli, connected Binotel, introduced daily KPI monitoring;
* created an adaptation and training system: daily training sessions, tongue twisters, SPIN, working with objections from farmers, mandatory exams before being allowed to work;
* established a structure of roles in sales: lead generator, hunter, farmer, as well as the role of sales department manager and call controller, which resulted in a +25% increase in deal closures;
* worked on the psychological resilience of managers and the sales barrier for high-value transactions (average transaction value — 1.7 million UAH per drone);
* organized all processes and standards: scripts, SPIN questions, meeting rules, sales stages, regulations, and an internal "code" of sales.
03 // Result
Before the collaboration began, the company essentially operated in a self-employed mode: all sales were made by the owners, there was no CRM, adaptation, control system, or clear funnel.
After building the sales department, implementing CRM, launching the training system, and daily management, the company transitioned to a stable, predictable, and manageable sales model.
In the very first month after launching the processes, the team made the first sales of agricultural drones in the off-season, and one of the managers closed their first deal on the 17th working day.
- Tools
* SPIN selling
* cold calls
* objection handling
* sales funnel
* KPI and daily monitoring
- Key Indicators
15+ sales of agricultural drones in the off-season
17 working days — time to the first deal for a manager
A manageable and scalable sales system instead of dependence on the owners
P.S. Selling agricultural drones is one of the more complex B2B niches. But when there is a system, even the off-season becomes a profitable season.
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4510 USD Building a sales department from scratch in fashion retail
Lead Generation & Sales
Fashion Discount Group — a company in the fashion retail and B2B sales sector.
01 // Problem
… Sales were entirely dependent on the business owners.
Fashion Discount Group approached us during a phase of active growth with a key problem: there was no full-fledged sales department, and all agreements with stores and suppliers were handled personally by the owners.
This created a critical "bottleneck":
* the business was already ready for scaling;
* the flow of opportunities was increasing;
* but there was physically no one to sell and process requests.
Due to the lack of a sales system, the company:
* could not consistently build a partner network;
* did not scale in shopping malls and regions;
* had no predictable metrics;
* depended on the personal involvement of the owners.
What was stopping the launch of the team:
* previous unsuccessful attempts to hire managers;
* lack of understanding of how to make managers effective;
* absence of CRM, scripts, and work standards;
* issues with controlling a remote team in different cities without an office;
* fear of losing the quality of communication with partners.
02 // Solution
Building a sales department from scratch and scaling the business. Our task was to take sales off the owners and create an independent system that works without their constant involvement. We started from the foundation and completely rebuilt the sales model in 3 months.
What was done:
* built a sales department from scratch;
* recruited and launched 3 sales representatives in Kyiv, Lviv, and Dnipro;
* implemented CRM as the basis for business management (dashboards, analytics, warehouses, partner map, integration with telephony);
* created a new sales funnel from cold lead to deal with clear control stages;
* set up multi-channel lead generation (Google, social networks, exhibitions, visits, partnerships);
* developed sales scripts, SPIN questions, and communication standards;
* implemented daily KPI control and a transparent management system;
* conducted complete training and adaptation for managers (approaching decision-makers, bypassing assistants, working with objections, negotiations);
* completely removed the business's dependence on the owners in sales.
The result was not "heroic work by the owner," but a scalable system.
03 // Result
In 3 months, the sales function was fully transferred to the new team. The sales department in Kyiv, Lviv, and Dnipro operated as a single system:
* CRM
* funnels
* dashboards
* telephony
* daily performance monitoring
Automation made all processes transparent, and the team began to consistently attract partners and scale the client base without the involvement of the owners.
Tools
* SPIN selling
* cold calls
* handling objections
* sales funnel
* KPIs and analytics
Key metrics:
x3 — sales growth
Sales department in 3 cities — Kyiv, Lviv, Dnipro
Complete sales autonomy from the business owners.
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1015 USD Cold B2B sales in manufacturing
Consulting
UKRGOST — a B2B manufacturing company.
01 // Problem
… Complete absence of cold sales
The sales department of "UKRGOST" worked exclusively with regular clients through word of mouth. Cold calls were practically not made.
The reason turned out to be deeper than it seemed at first glance:
* managers were afraid of refusals;
* lacked experience in cold sales;
* lost clients after the first "no";
* did not know how to handle objections;
* average cold call duration — 27 seconds.
In fact, managers were not selling but avoiding contact with new clients.
02 // Solution
Cold sales = terrifyingly profitable
We did not start with theory. The work was as practical as possible:
What we did:
* conducted a deep analysis of real calls made by managers;
* corrected critical mistakes during training;
* implemented the SPIN technique adapted to specific clients;
* together with the team, formulated personalized SPIN questions;
* enhanced psychological resilience through the "chair" exercise (working with pressure and objections);
* conducted individual work with each manager (at least 4 hours per person);
* built a new cold sales funnel.
After 30 days of training:
- removed the fear of refusals
- improved objection handling
- taught how to identify the real pain of the client
- established a systematic model for cold B2B sales
03 // Result
Before the training:
* 9 managers
* 2–3 new clients per year
* exclusively word of mouth
After / during the 30-day training:
* +9 new clients from cold calls
* average conversation time increased from 27 seconds to 4 minutes
* managers began to:
* confidently conduct dialogues
* identify pain
* professionally handle objections
* close deals from cold contacts
Tools used
* SPIN selling
* cold calls
* objection handling
* sales funnel
* KPIs and performance monitoring
Metrics
+350% — sales growth (new clients)
+9 — clients from the new channel (cold sales)
P.S. Cold sales are not when clients choose you.
It is when you choose the client.
