Building a sales department in B2B SaaS / HoReCa
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
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
Kyiv 
Available for hire