Building a systematic sales department in the B2B agri-sector

About the Client

CROPTER is a company in the narrow B2B niche of agricultural drones with a high average check and a complex deal cycle.

01 // Initial Situation

Before the start of cooperation, sales in the company were unsystematic and completely depended on the owners.

In fact, there was no sales department.
Managers either did not pass the probation period or did not have sufficient training to work in a complex B2B niche.

The company operated in a self-employment mode:
* all key negotiations were conducted by the owners
* no CRM
* no adaptation and training system
* no role structure
* no communication standards

Main blockers to development:
* managers did not have a deep understanding of the product
* lack of scripts and sales technology
* zero preparation for cold calls
* chaotic workday
* misunderstanding of roles in sales
* lack of internal quality control

As a result, the business could not scale, and sales remained unstable.

02 // Our Solution

The goal was to build a full-fledged, managed, and profitable sales department in a complex B2B niche with a high check.

Over 4 months, we completely rebuilt the system.

1. Team Formation
* recruiting and selection of managers
* adaptation and training
* creation of an internal exam system
* admission to work only after competency confirmation

2. Infrastructure Implementation
* implemented CRM with a full-fledged funnel
* database integration
* phone system connection
* daily KPI control

3. Training System
* daily training
* SPIN selling
* working with farmers' objections
* preparation for working with high checks
* psychological resilience

We regularly disclose the methodology of systematic sales department launches in our blog:
https://ministrysale.com/blog

4. Role Structure

Functions were clearly divided:
* lead generator
* hunter
* farmer
* sales department manager
* call quality controller

This allowed for increased efficiency and a 25% increase in deal closures.

5. Process Standardization
* scripts
* SPIN questions
* regulations
* meeting conduct rules
* sales stages
* internal code of conduct

Sales ceased to depend on specific individuals and became a technology.

03 // Result

After implementing the system, the company transitioned from chaotic negotiations to a managed and scalable model.

In the first month after launching the processes:
* 15+ agricultural drone sales were made in the off-season
* one of the managers closed the first deal on the 17th working day
* sales became predictable

Average check — 1.7 million UAH per drone.
The company received a fully autonomous sales department instead of dependence on the owners.

Tools
* SPIN selling
* cold calls
* working with objections
* structured funnel
* KPI and daily control
* CRM

Company website "Ministry of Sales":
https://ministrysale.com

All our cases:
https://ministrysale.com/#projects

Detailed description of this project:
https://ministrysale.com/cropter

Blog about building systematic sales:
[https://ministrysale.com/blog

Work was done in collaboration with three specialists from the "Ministry of Sales" team:
Andriy Tymoshchuk
Kostiantyn Tripailo
Marta Protsenko