Launching cold B2B sales in a manufacturing company

About the Client

UKRGOST is a B2B manufacturing company that primarily operated through existing clients and referrals.

01 // Initial Situation

Before the start of cooperation, cold sales in the company were virtually non-existent.

The sales department serviced the existing client base and relied on word-of-mouth. New clients from the cold channel practically did not appear.

The problem was not in the market, but in the approach:
* managers were afraid of refusals
* lacked experience in cold contacts
* lost clients after the first objection
* did not possess techniques for handling objections
* the average duration of a cold call was 27 seconds

In fact, managers avoided dialogue instead of managing it.

The company had a team of 9 managers, but the cold channel was not working.

02 // Our Solution

The goal was not just to "teach techniques," but to restructure the team's mindset and create a systematic model for cold B2B sales.

The work was as practical as possible.

What was done

1. Audit of real calls
Conducted a detailed analysis of conversations, identified critical mistakes, and immediately corrected them.

2. Implementation of SPIN selling
Adapted the technique to the specifics of the manufacturing B2B audience.
Together with the managers, personalized SPIN questions were formed.

3. Working with psychological barriers
Addressed the fear of refusals, taught how to maintain initiative and not end the conversation after the first "no."

4. Individual work
A minimum of 4 hours of individual processing for each manager.

5. Building a new cold sales funnel
Structure of dialogue
Algorithm for handling objections
KPI control
Work regulations

The methodology for systematically launching cold sales is detailed in our blog:
https://ministrysale.com/blog

03 // Result

Before the start of cooperation:
9 managers
2–3 new clients per year
complete dependence on word-of-mouth

After a 30-day training:
+9 new clients from cold calls
average conversation time increased from 27 seconds to 4 minutes
managers began to confidently conduct negotiations
learned to identify the real pain of the client
professionally handle objections
close deals from cold contacts

Sales growth from the new channel amounted to 350%.

The cold channel became a full-fledged scaling tool, not a stress factor for the team.

Tools
* SPIN selling
* cold calls
* handling objections
* structured funnel
* KPI and performance control

Website of the "Ministry of Sales" company:
https://ministrysale.com

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

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

Blog about systematic sales and department management:
https://ministrysale.com/blog

Work completed in collaboration by three specialists from the "Ministry of Sales" team:

Andriy Tymoshchuk
Kostiantyn Tripailo
Marta Protsenko