Sales Outsourcing
Outsource prospecting, add support for discovery and closing, or scope a broader sales team. We agree who does what, work with your CRM and report on the opportunities that move forward.
Our founder explains how Division50 connects marketing and sales. The service scope below defines what is included in your engagement.
Start with our named lead-generation engagements. These stories report booked meetings, not closed sales or results from a fully outsourced sales department. Open each story for its scope and context.
Choose the work you want to outsource
The starting point is the gap in your sales process. Each model is quote-based; roles, capacity, markets and responsibilities are agreed in the proposal.
For teams with closers who need support finding and qualifying the right prospects.
For founder-led teams that need help running discovery and managing opportunities alongside their own salespeople.
For a broader managed sales function, with the boundaries of commercial authority agreed before anyone represents your company.
Match the role to the work
You do not need every role in every engagement. Coverage, seniority, product training, language and availability should match the accounts you want to win.
Researches prospects, starts conversations and hands qualified meetings to the person responsible for discovery. Email, calling and LinkedIn activity need agreed permissions and channel rules.
Maps target organisations, buying groups and partnership opportunities. Useful when an enterprise sale requires several stakeholders rather than a single contact.
Runs agreed discovery and demo stages, maintains next steps and supports proposals or negotiations. Discounting, commitments and signature authority stay within your written approval rules.
Coordinates account reviews, renewal conversations and expansion opportunities. Define the handoff from sales to delivery so a new deal does not lose its owner.
Supports product demonstrations and technical questions within the agreed expertise. Your product, security and legal teams retain approval of claims and commitments.
Supports onboarding, adoption and account feedback where included. Agree the boundary between customer success, technical support and delivery before adding the role.
Make the right operating decision
Compare responsibilities and total scope, not a headline seat price. An outsourced team still needs access to product knowledge, prompt feedback and a decision-maker inside your business.
Keep discovery and closing in-house if those stages already work. Agree qualification criteria, attendance reporting, rejection rules and a clear follow-up owner.
Consider a wider engagement when prospecting, discovery and follow-up lack ownership. Specify the team, tools, management time, onboarding and reporting included in the quote.
An internal team may be the better fit when sales depends on deep proprietary expertise or tightly controlled relationships. A hybrid model can add research and scheduling without handing over the whole sale.
Include management, software, data, training and transition costs in each option. Ask which costs sit outside the retainer. There is no universal agency-versus-in-house saving or ramp time.
Before the first conversation
Launch timing depends on access, product training, audience research and your approvals. A first meeting is not proof of a repeatable pipeline.
Agree target accounts, excluded segments, geography, language, sales-cycle assumptions and what counts as qualified. Review offer claims with your team.
Use named, permissioned access to company accounts. Define sender identity, required disclosures, opt-outs, recording permissions and who can approve a proposal or contract.
Check scheduling, time zones, CRM fields, source attribution and the follow-up owner before outreach starts. Test records should not be mistaken for genuine opportunities.
Review conversation quality, rejected meetings, attendance and stage movement. Adjust targeting or messaging based on evidence, with approval before changing scope or spend.
Know what the activity produces
Agree definitions and a reporting window before kickoff. A meeting booked is not a meeting held, and a pipeline value is not money collected.
Report booked, held, cancelled and no-show meetings separately. Record qualification and rejection reasons so rescheduling does not inflate the result.
Track accepted opportunities, stage progression and won revenue in your CRM. Distinguish sourced from influenced business; calculate acquisition cost only when spend and conversion data are complete.
Before we start
A sales outsourcing company manages agreed sales work for another business. That can mean prospect research and appointment setting, or a wider team supporting discovery, account management and customer success. Division50 scopes the roles and responsibilities before work begins; not every engagement includes every part of the sales process.
Yes. The Meetings Layer supports prospecting, qualification and meeting handoff while your account executives run discovery and closing. Agree the qualification criteria, CRM fields, handoff deadline and follow-up owner so the boundary is clear.
Your company retains its customer relationships and company-controlled accounts. Set access permissions, data ownership, recording rights and exit handover in the agreement. Representatives should use an approved identity and any required disclosure, not conceal who is contacting the prospect.
Agree the review process, replacement conditions, any fees and transition support in the proposal. Role requirements and training responsibilities should be clear before someone starts. Do not assume an unconditional replacement guarantee applies to every engagement.
The standard engagement described here starts with a three-month minimum, followed by month-to-month service with 30 days' notice. Confirm commencement, renewal, notice and handover terms in your written agreement before signing. A minimum term is not a promise of results within that period.
We scope access and integration around your existing systems, such as Salesforce, HubSpot or Pipedrive. Confirm permissions, licences, data sources and any additional tool costs before kickoff. Account sharing, outreach automation and recording must respect the applicable platform and market requirements.
Pricing is quote-based. The proposal depends on roles, seniority, capacity, languages, markets, management and systems. Ask for included and excluded costs, the term and the transition plan. A meeting target or revenue forecast should not be confused with a guaranteed return.
Use a shared CRM and agreed reporting cadence to review outreach, booked and held meetings, accepted opportunities, stage movement and won business. Keep sourced revenue separate from influenced revenue. Client availability, offer quality and the sales cycle affect outcomes; there is no universal Week 4 or month-three result.
Bring your target market, current team and the stage that needs attention. We will scope the roles, responsibilities and reporting around that gap.
