If half our team were salespeople could we really call ourselves a learning company?
There’s 3 reasons why we don’t have salespeople on staff.
The Sales Handoff Problem
Every time you talk to a salesperson, you’re talking to someone who won’t build your course. They’ll take notes. They’ll promise things. Then they’ll hand you off to someone else (a project manager, a developer, an instructional designer, someone new) who has to translate what was promised into reality.
This is where things can break.
The person who understands your problem isn’t the person who builds your solution. Communication gets muddied. Maybe something gets left out. Expectations shift. Suddenly you’re in a revision cycle that wasn’t supposed to happen because of a communication problem.
We cut that out entirely. When you contact us, you’re talking to the person who will actually build your course. No translation layer. No broken telephone. No “let me check with the team and get back to you.”
The Incentive Problem
Salespeople are incentivised to sell. That’s their job. Close the deal. Move to the next prospect. They have KPIs, bonuses, commissions. It’s good to grow the business but it means you get follow ups, requests for a “quick coffee to pick your brain” and upsells.
We’re incentivised to deliver instead. That’s our job. Build the course. Get it right. Ship it on time.
These aren’t the same incentive. And when they’re misaligned, guess who loses? You do.
The Cost Advantage
Here’s the thing nobody talks about: salespeople are expensive.
We don’t have them.
That’s a cost we don’t have to worry about. We don’t need to factor in the “cost of sale” to our prices.
What We Do Instead
Instead of hiring someone to convince you, we let our process and pricing do the talking.
Three weeks. Fixed price. Unlimited revisions for two weeks. Simple enough that you don’t need someone to explain it to you. Clear enough that you don’t need someone to explain, or sell, it to you.