Building a sales department in the B2B agri-sector
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.
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.
Kyiv 
Available for hire