---
title: "Sales Basics and Procedure"
space: "Partner"
url: "https://frappe.io/partner/sales"
updated: "2026-05-07"
---

## Sales basics and Procedure

A friend of mine, a very proud salesperson, often tells me this quote:

> *“Sales is the only department which gets the revenue for the company. Rest all are cost centres.”*

I partially agree. A lot of background work goes into building a product before it is handed over to sales to monetise. However, the quote does highlight how critical the sales function is for any company.

Sales is much more than visiting customers, giving demos, and sending quotes. It is extremely important to break the entire sales journey into well-defined steps and track them regularly.

In this Sales SOP, you will find clear objectives your sales team must follow to maximise conversions.

![](/files/U15mc9h.png)

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## Tracking Leads

A lead can be an individual or a company that could become your customer in the future. Leads can come from multiple channels:

- Calls  
- Emails  
- In-person meetings  
- Customer referrals  
- Events, websites, and other sources  

Very often, these leads are scattered across emails, personal notes, spreadsheets, and chat tools. This is risky.

It is **critical to maintain a single, central database** for all leads so that:

- Anyone can pick up the conversation at any point  
- No lead is lost if the owner is unavailable  
- Lead history is always available  
- Data can be reused for newsletters, events, and campaigns  

Bringing all leads into one system ensures transparency, continuity, and higher conversion rates.

### Expected Practices for Lead Tracking

| Checklist | Description |
|--------|------------|
| Lead Tracking | All leads must be logged in ERPNext’s CRM module |
| Lead Source | Update lead source to analyse effective lead generation channels |
| Follow-up Mechanism | <ul><li>Define assignment rules</li><li>Identify next steps</li><li>Set follow-up date</li><li>Set reminders</li></ul> |
| Standard Replies | Maintain standard email templates for first outreach |
| Lead Updation | Weekly review to ensure lead status and next steps are updated |
| Lead Analysis | <ul><li>No. of leads generated per month</li><li>Lead distribution by source</li><li>Lead → Opportunity → Quotation count</li><li>Leads by product/service</li></ul> |

![](/files/t1W6qm3.png)  
![](/files/W6qsJa8.png)  
![](/files/A5wR40g.png)

---

## Lead Validation Mechanism

### Lead Classification

|  | Enterprise | Medium | Small |
|---|---|---|---|
| Users | 50+ | 20+ | < 10 |
| Turnover | 100 Cr | 50 Cr | 10 Cr |
| Company Size | 500–1000 | < 500 | < 50 |
| Ownership Type | Public / Private | Private | Private / Proprietary |
| Funded | Yes | Yes | No |
| Integration Points | Many | Few | None |
| Legacy System | SAP / Oracle | Tally / QuickBooks | Tally / QuickBooks / Spreadsheets |
| IT Team | Yes | Hybrid | No |

### Lead Vetting Checklist

| Checklist | Description |
|--------|------------|
| Primary Check | Validate whether the lead is a company or just an individual browsing |
| Need Analysis | Understand if the prospect has identified real business pain points |
| Budget Validation | Ensure the lead has budget (refer to **BANT** in the sales playbook) |
| Expected Timeline | Urgent timelines indicate genuine intent; vague timelines need caution |
| Decision Maker | Engage with someone who can influence or make decisions |

---

## Build Trust (Step Zero)

Trust is foundational. Without trust, leads will not move forward.

Ways to build trust:

- **Listen** before proposing solutions  
- Respect **meeting time, etiquette, and dress code**  
- Present solutions **mapped directly to their problems**  
- Speak a **language they relate to** (industry context, case studies)  
- Use **relevant references and success stories**  
- Have light, human conversations to build rapport  

---

## Tracking Opportunities

Only leads with a high probability of closure should be converted into Opportunities.

Many organisations still track opportunities in emails or spreadsheets. This leads to:

- Lost opportunities when employees leave  
- Missed follow-ups  
- Poor visibility for management  

### Opportunity Tracking Best Practices

| Checklist | Description |
|--------|------------|
| Opportunity Listing | All opportunities must be recorded in ERPNext |
| Follow-up Discipline | Every opportunity must have next action and date until closed |
| Review Parameters | <ul><li>Assignment rules</li><li>Next steps</li><li>Follow-up date</li><li>Reminders</li></ul> |
| Updated Logs | Update meeting notes and call discussions |
| Frappe Involvement | Loop in the Frappe team early for high-probability deals |
| Won / Lost Reason | Update status and lost reasons for learning |
| Opportunity Analysis | Track Lead → Opportunity conversion ratio |

---

## Conducting a Demo

Before the demo:

- Validate the lead thoroughly  
- Document all requirements clearly  

During the demo:

- Keep it **concise and relevant**
- Avoid showcasing features not relevant to the prospect
- Customise the demo environment (logo, data, workflows)

> A small hack: updating the customer’s logo in the demo instance often leaves a great impression.

Additional reading:  
[How to Give a Software Demo](https://frappe.io/blog/culture/how-to-give-software-demo)

### Demo Checklist

| Checklist | Description |
|--------|------------|
| Demo Schedule | <ul><li>Account for time zones (use worldtimebuddy.com)</li><li>Prefer onsite when feasible</li><li>Set clear agenda and duration</li></ul> |
| Company Presentation | Start with a standard company intro deck (customised for your context) |
| Demo Data | <ul><li>Customer letterhead</li><li>Relevant items (FG / RM)</li><li>Customer-specific workflows</li><li>Dashboards & customisation</li></ul> |
| Demo Script | Refer to the Sales Playbook |
| Q&A | Allocate 20–30 minutes; answer by live configuration where possible |
| Demo Feedback | Collect feedback via a web form (content, timing, presenter, rating) |

---

## Quoting a Customer with Frappe

Enterprise quoting can be complex due to multiple stakeholders. Always align with:

- Frappe (OEM)
- Other partners involved

### Service Responsibilities

| Services by Frappe | Services by Partners |
|------------------|-------------------|
| Frappe Cloud Hosting | Consultation & Implementation |
| Site-based plans | Customisation & Maintenance |
| Dedicated Hosting | AMC & Regional Support |
| Warranty & Product Support | |
| Customer Success Consulting | |

### Quoting Principles

1. Know what you can bill vs what Frappe bills  
2. Adhere to **base pricing** to protect ecosystem quality  
3. Coordinate with Frappe on who sends the quote  
4. Prefer joint calls while sharing and explaining the quote  

---

## SMB Customers

For SMBs:

- Propose **user-based support plans**
- Recover commitment fees via bundled support credits
- Follow base pricing strictly

Violation of floor pricing can lead to:

- Inquiry by Frappe
- Contract termination
- Certification cancellation
- Partner delisting

### Quotation Checklist

| Checklist | Description |
|--------|------------|
| Plan Details | Clearly specify scope, items, and pricing |
| Terms & Conditions | Maintain standard templates (Fixed Bid / T&M) |
| Frappe Coordination | Mandatory for enterprise deals |
| Negotiation | Max discount capped at 10% (start at 5%) |
| Quotation Metrics | <ul><li>No. of quotations</li><li>Quotation value</li><li>Converted value</li><li>Item-wise analysis</li></ul> |

For estimation, use **Partner Project Requirement** in PRM.

---

## Sign a Contract

A signed contract is legally binding. Be precise.

Best practices:

- 90% of terms remain standard – keep them intact  
- Capture exceptions as **Order Terms / Addendum**  
- Follow a **maker-checker** process  

### Contract Checklist

| Checklist | Description |
|--------|------------|
| Standard Template | Use legally vetted contract templates |
| Order Terms | Separate section for contract-specific clauses |
| Contract Logs | Maintain a master register with customer & validity details |

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