Cold B2B sales in manufacturing

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.