How to grow sales in a family business that already sells.

1. The owner is still the only one who closes

The most common cause and the least visible, because it looks like a strength: the owner sells better than anyone. The limit is their calendar. What to do: document how they sell (who they call, what they say, when they close) and turn it into a process others can follow. It's the first job of commercial architecture.

2. Money goes to marketing without connecting it to sales

There's an agency, social media, sometimes ads. Nobody can say how many customers the spend brought. What to do: one question for every peso invested, how many conversations did it generate and how many closed?, and a lead-handling process that answers the same day.

3. Lots of quotes, few closes

Proposals go out and nobody follows them through. What to do: a pipeline with stages, an owner and a date for each quote, and a weekly review routine. It's a change of system, not of effort.

4. The salespeople are there, but nobody directs them

The company hired salespeople under pressure and left them alone. What to do: commercial leadership, in-house or fractional, with targets, weekly review and compensation aligned to results. At STAC, this is the fractional commercial leadership format.

5. Investment rises and falls with panic

Money goes into ads when business is slow and is pulled when things pick up. What to do: decide once, with numbers, how much to invest and for how long, and stick to it. It's a blueprint decision, not a monthly one.

Where to start

By knowing which of the five weighs most in your company. That's what STAC's commercial architecture does in six sessions: it looks at seven areas and delivers the blueprint of what to build, in what order and with what resources. Before that, a free 30-minute alignment call to decide whether it makes sense.