SDR Academy · For new team members
Signal,distilled.
This is your training for your new job at Distil. You do not need any sales experience. Start at lesson 1, go in order, and by the end you will know what we sell, who buys it, and how to get the right person on a call.
Sixteen short lessons. About six hours in total.
Do one or two lessons at a time. Each lesson ends with a short game or exercise, so you know you understood it before you move on.
Read the lesson
Short sections, simple words. Each takes 10 to 25 minutes.
Tap the dotted words
Any word with a dotted line under it has a simple meaning. Tap it.
Play the exercise
Games, a practice phone call, and a tool you will use every day.
Mark it done
The button at the end of each lesson saves your progress in this browser.
Four parts. Go in order.
You are ready to work on your own when all four are done.
Until then, Abhishek checks every message before you send it. That is normal, and it is how you learn fastest.
Final test
Score 16 or more out of 20 in lesson 16. Send your result to Abhishek.
Practice tasks
Write all six practice tasks in lesson 15. Go through them with Abhishek.
Practice calls
Pass two pretend calls with Abhishek playing the customer.
Checked companies
Find three companies that pass all three checks from lesson 7.
Questions at any point: Abhishek Anand · abhishek@distil.one · +91 96671 80390
What is sales?
- What sales really means
- The 8 steps from stranger to customer
- What your job is, and what it is not
Sales in one sentence
Sales is helping the right person decide to buy something that solves a real problem for them.
Look at the words "right person" and "real problem". Good salespeople do not push or trick anyone. They look for people who actually need what they sell, and help those people see it clearly. If someone does not need us, we leave them alone. That saves everyone's time.
We sell to companies, not to shoppers
When you buy a phone, you decide alone, in a few minutes. Companies are different. When a company buys something, several people are involved, there is a budget, and the decision can take weeks or months.
Selling to companies is called {{b2b|B2B}}, short for business to business. It is slower than selling to shoppers, and it runs on trust. People only buy from someone they believe knows what they are talking about.
From stranger to customer: 8 steps
Every customer goes through these steps. Your part is steps 1 to 5. Abhishek, our founder, takes over from step 6.
Find
Research companies that may need us right now.
Check
Make sure the company and person are a good fit.
Reach out
Call, email or message the right person.
First chat
A short call to understand their situation.
Book
Set up a meeting with Abhishek.
Meeting
Abhishek learns more and shows what we can do.
Proposal
We send our offer and the price.
Signed
They become a customer.
All the companies sitting at different steps, added together, are called your {{pipeline|pipeline}}. A company you are trying to sell to is called a {{prospect|prospect}}.
Your job title: SDR
SDR stands for {{sdr|Sales Development Representative}}. That sounds complicated. It is not. In simple words: you open doors, and Abhishek walks through them.
Your job
- Find companies that have a real reason to need us right now
- Find the right person inside that company
- Start a conversation with them
- Book a meeting between them and Abhishek
- Write down everything carefully
Not your job
- Explaining every detail of how our product works
- Agreeing prices, discounts or contract terms
- Promising results
- Arguing with anyone, ever
- Pretending to know something you don't
"No" is normal
Most people you contact will not reply. Many who do reply will say no. This is true for every salesperson in the world, at every company. It is not about you.
In June and July 2026, we emailed about 45 companies that did not know us. Two people replied. Our paying customer came from slower, deeper work instead: the right company, at the right moment, with a message built just for them. That is how we work now, and it is what this course teaches you.
So we do not measure you by how many emails you send. We measure you by how many good conversations you start.
How we will measure your work
| What we count | Why it matters |
|---|---|
| Companies researched and checked | Good research is the start of every good conversation. |
| Real conversations | A conversation is when the person actually talks with you, by phone, email or LinkedIn. |
| Good meetings booked | A meeting with the right person, who has a real decision to make. You will learn exactly what "good" means in lesson 12. |
| Meetings that actually happen | A meeting where the person does not turn up is called a {{no-show|no-show}}. Good preparation stops this. |
Three meetings with the right people are worth more than thirty with the wrong ones.
- Sales means helping the right person solve a real problem.
- Your part: find, check, reach out, first chat, book.
- Most people say no. That is normal. Quality beats quantity.
Words you will hear
- The everyday words of sales, in plain English
- The job titles of the people we talk to
- The words we use about our own products
Sales has its own language. You do not have to learn every word today. Read the list once now. Then use the flashcards to test yourself a few times this week. Anywhere in this course, a word with a dotted line under it opens its meaning when you tap it.
- You do not need to memorise everything today.
- If someone uses a word you don't know, it is fine to ask what they mean.
- Test yourself with the flashcards until you know at least the first 20 words.
What Distil does
- What Distil does, in one sentence you can say from memory
- The three things we sell
- Why customers trust us
Remember the picture on the home page?
That moving picture is our whole business.
Every news story, social media post and TV clip published about a topic. Millions every day. Most of it does not matter to any one company. We call it {{noise|noise}}.
The few things that really matter to our customer. We call them {{signal|signal}}. Finding them is our job.
Things so important that the customer should act on them now. We flag these clearly.
The green line in the middle is Distil. Everything passes through it, and only what matters comes out the other side.
The one sentence to learn by heart
We turn large amounts of news, posts and TV coverage into information a company's leaders can act on. Every number shows where it came from.
Imagine a friend who reads 100 newspapers every morning. Then she tells you the three things you must know before your exam, and shows you the exact page where she found each one. That is Distil, for the people who run a company.
The three things we sell
We call these our three product lines. The next lesson covers each one in detail.
A short {{brief|brief}} every week about one big business move, like opening a new factory. For company bosses.
One deep {{report|report}} on what people are saying about a type of product, like sunscreen. For teams that study customers.
A live screen that shows a political party what people are saying about them, every day. For parties and campaigns.
We also build chatbots and other software tools for companies. You do not sell these. If someone asks about them, write it down and tell Abhishek.
What we are not
People will try to put us in a box they already know. Gently correct them.
Many companies already pay for software that counts how often they are mentioned. That software counts. We explain what changed and what to do about it.
A newsletter is the same for everyone. Ours is written for one customer and one decision. Their feedback shapes the next one.
We do not sell raw data. Customers pay for our judgement: what matters, why, and how sure we are.
Why customers trust us: three labels
Senior people have often been embarrassed by a chart that looked confident and turned out to be wrong. So every number we give a customer carries one of three labels.
We counted it. For example: 4,200 posts mentioned the brand this week.
Our expert opinion, and we say how sure we are. For example: we think the price complaint is growing, medium confidence.
What we could not see, said openly. For example: we have very few posts in Tamil, so we cannot judge Tamil opinion.
The story that proves it
Learn this story well. You will tell it often.
A government office asked us for a report where posts in the local language were very important. They needed at least 45 out of every 100 posts to be in that language. When we checked, only 1.6 out of 100 were. A report built on that would have looked fine, but it would have been wrong. So we stopped before building anything and fixed the problem first.
When to tell it: when someone asks "Can I trust your AI?" or says another company gave them bad numbers. Never say which office or which state it was.
- Our one sentence: news, posts and TV turned into information leaders can act on, every number showing where it came from.
- Three products: weekly briefs, research reports, election intelligence.
- Three labels: measured, assessed, data gap.
Our three products, up close
- Exactly what each product is and who buys it
- Why they buy it, and what it costs
- When a company is not right for us
Read all three tabs. Each product has a different buyer, so you will never mix them in the same message or the same list of companies.
You may tell someone the starting price if they ask. You never agree a final price, a discount or a payment plan. Say: "That's the starting price. Abhishek will go through the details with you."
- Briefs: weekly, for bosses making a big move. From $9,000 a year.
- Reports: one deep read on a type of product. From $5,000 each.
- Election intelligence: a live screen for parties. From $2,000 a month.
Who buys from us
- What the job titles you will see actually mean
- Who can say yes to buying, and who cannot
- How people who cannot buy can still help you
The person who can say yes
In every company, only a few people can approve spending money. We call them {{decision-maker|decision makers}}. If you talk to someone who cannot approve the spend, even a great conversation goes nowhere.
Before you contact anyone, ask yourself one question: "Is this the person who answers for this decision, or controls the money for it?"
Job titles, in plain English
| Title | What this person does | Why they might want Distil |
|---|---|---|
| {{md|MD}} or {{ceo|CEO}} | Runs the whole company, or a big part of it. | Approves big moves and must answer to the {{board|board}} about them. Briefs. |
| {{cfo|CFO}} | Looks after the company's money. | Has to understand the risk of every big spend. Briefs. |
| Executive Director | A senior leader who sits on the board, sometimes from the founding family. | Watches over new projects closely. Briefs. |
| {{strategy-head|Head of Strategy}} | Plans where the company should go next. | Needs to know new markets well before others do. Briefs. |
| Head of a new business | Was hired or picked to run a new unit, like "Head of New Energy". | Their job depends on the new thing working. Briefs. |
| {{insights|Head of Consumer Insights}} | Studies what customers think and want. | Leadership keeps asking them for numbers they do not have. Reports. |
| {{corp-affairs|Head of Corporate Affairs}} or Communications | Manages the company's reputation, the media and the government. | Needs to know how a topic is being discussed in public. Reports. |
| Party communications head | Decides what a political party says in public. | Needs to know which stories are spreading about the party. Elections. |
| {{it-cell|Social media or IT cell head}} | Runs the party's online team. | Needs to see what is trending, in every language. Elections. |
| {{campaign-manager|Campaign manager}} | Runs one election campaign day to day. | Needs a daily picture of how the race is going online. Elections. |
| {{cm-office|Chief Minister's office}} | The team around a state's Chief Minister. | Needs to know public mood on the government's work. Elections. |
Tip: on LinkedIn, titles can look different, like "VP" or "President". If you are not sure what a title means, ask Abhishek. Guessing wrong wastes a good company.
People who cannot buy, but can help
Some people cannot approve the spend, but they can introduce you to the person who can. An introduction from inside the company is called a {{warm-intro|warm introduction}}, and it works far better than a message from a stranger.
- A junior analyst on the right team
- A sustainability head, for a green energy move
- A regional manager
- A person you met at an event
- The {{gatekeeper|gatekeeper}}: an assistant who answers the boss's phone and email. Be polite and specific. Lesson 9 shows you how.
Our only paying briefs customer came this way: we spoke to people in the middle of the company first, and they took us to the person who could say yes.
- Always ask: does this person answer for the decision or control the money?
- People who cannot buy can still introduce you. Ask them who can.
- If you don't understand a job title, ask before you contact the person.
Good timing: triggers
- What a trigger is, and why timing matters so much
- The triggers for each of our three products
- Where to find triggers, and how to tell a real one from a weak one
The umbrella seller
You sell umbrellas. On a sunny day, nobody wants to talk to you. When it starts to rain, people come to you. You did not change. The weather did. In sales, the rain is called a trigger.
A {{trigger|trigger}} is a recent event that gives a company a real reason to need us right now. Without a trigger, our message is just noise. With a trigger, it is useful and well timed.
This is the biggest lesson Distil has learned. When we emailed lots of companies with no trigger, almost nobody replied. Our customer came from finding the right company at the right moment.
Briefs: a big move into something new
The best briefs customer is a company that has just put real money into something it does not understand yet. They are taking a risk in unfamiliar territory, so they need someone watching it for them.
| Trigger | A simple example |
|---|---|
| A new division or business | A sugar company starts a new business making plastic from plants. |
| A first-of-its-kind factory | A company builds the first factory of its type in India. |
| Big new spending | A company announces ₹2,000 crore for a business it has never been in. This is called {{capex|capex}}. |
| Entering a new country or a regulated market | A bank gets a licence to sell insurance for the first time. |
| Buying another company in a new area | A packaging company buys a firm in Brazil. |
| A senior hire to run something new | A company hires a new "CEO, Green Hydrogen". |
Reports and elections: different triggers
- A product launch or relaunch
- A type of product suddenly in the news, good or bad
- The yearly planning season
- A competitor doing something big
- A new rule that affects their products
- An election a few months away
- Candidates or alliances being announced
- A big public fight about a policy
- A crisis the government has to respond to
Where to find triggers
| Where | What to look for |
|---|---|
| Google News | Search a company name, or words like "new plant", "acquires", "enters", "launches". |
| Company websites | The "News" or "Media" page. Companies post a {{press-release|press release}} for big moves. |
| Stock exchange filings | Listed companies must tell the stock exchange about big decisions. These notices are called {{filing|filings}}. |
| New job titles. "Excited to join as Head of New Energy" is a trigger. | |
| Business and trade news | Newspapers like Economic Times and websites about one industry. |
Real trigger or weak trigger?
A real trigger has money committed and a date. "We are exploring the idea" is not a trigger yet. "We approved ₹500 crore and construction starts in March" is.
- Money approved
- A named person in charge
- A date, a place, a size
- Happened in the last few months
- "Exploring" or "considering"
- Rumours with no source
- Just being a big company
- Something from two years ago
- A trigger is a recent event that makes a company need us now.
- A real trigger has money committed and a date.
- Find the trigger first. Then the company. Then the person.
The three checks
- The three checks every company must pass before you contact anyone
- A real example of a company that failed
- How to use the checker tool
Three checks, in order
Checking whether a company is a good fit is called {{qualify|qualifying}} it. We do it with three checks. A company must pass all three. If it fails even one, you do not send anything yet.
Is the trigger real?
It happened recently, it has a date, and you have a link to where you read it.
Is the company a good fit?
Real money is committed, and the company is big enough to pay for a year of our work.
Do we have the right person?
A named person who answers for this move, with an email address we have confirmed is real.
A real example
An Italian packaging company bought a company in Brazil. A great trigger: check 1 passed. A big company with real money: check 2 passed. But we could not find the person in charge of the Brazil business. So check 3 failed, and we did not send anything. We kept the company on our list to come back to later.
Waiting is not failure. Sending a message to the wrong person is.
The checker tool
Use this for every company. Fill it in, and it tells you if you can go ahead. It starts with a made-up example so you can see how it works. Press "Clear the form" to try your own.
- Three checks: real trigger, good company, right person with a confirmed email.
- Fail one, send nothing. Park the company and come back later.
- Run every company through the checker before you write a word.
Emails, LinkedIn and the CRM
- How to find the right person and their real email address
- Why a guessed email can damage the whole company
- What the CRM is, and exactly what to write in it
Step 1: find the person on LinkedIn
{{linkedin|LinkedIn}} is a website where people list their jobs. Search the company, open "People", and look for the title that matches the move. For a new hydrogen business, look for titles with "hydrogen", "new energy" or "strategy". Read their profile. How long have they been in this job? What did they post recently?
Step 2: find their email with Lusha
{{lusha|Lusha}} is a tool that finds work email addresses and phone numbers. It also tells you if an email is {{verified|verified}}, which means it has been confirmed as real and working. Only use verified emails.
Step 3: never guess an email
It is tempting to guess. "Their name is Priya Shah, so it's probably priya.shah@company.com." Do not do this.
If the address is wrong, your email comes back undelivered. This is called a {{bounce|bounce}}. Gmail and Outlook keep a score for every sender. Every bounce lowers our score. Too many bounces, and our emails start going to spam for everyone, including our paying customers. Our email address, distil.one, is new, so its score is still fragile.
If you cannot find a verified email, try LinkedIn messages or a phone call, or ask Abhishek. Never guess.
Step 4: check they are at work
Before you send, look for signs they are away: a recent LinkedIn post about a holiday, or an automatic "I'm away until Monday" reply to an earlier email. That automatic reply is called an {{ooo|out-of-office}}. A good message sent to someone on leave is a wasted message. Wait until they are back.
The CRM: our shared notebook
A {{crm|CRM}} is where we keep a record of every company and every conversation. Ours is a Google Sheet. Abhishek will give you access. There is one simple rule:
If it is not in the CRM, it did not happen.
Why so strict? Because you will talk to dozens of people. In two weeks, you will not remember who said what. And if you are away sick, Abhishek must be able to pick up exactly where you left off.
| Column | What to write | Example (made up) |
|---|---|---|
| Company · Product | The company name, and Briefs, Reports or Elections | Northfield Cement · Briefs |
| Trigger · Month · Link | What happened, when, and where you read it | First green hydrogen unit · Sep 2026 · link |
| Check 1 · 2 · 3 | Pass or Fail for each check | Pass · Pass · Pass |
| Person · Title · Email found by | Who, their job, how you confirmed the email | Rohan Mehta · CEO, New Energy · Lusha |
| Status | Where things stand | Emailed, waiting for reply |
| Next step · Date | The one next thing to do, and when | Call · 24 Oct |
| Notes | What they said, in their own words | "Board decides partner in March." |
Update the CRM the same day, every day, before you log off.
- Find the right person on LinkedIn. Find their verified email in Lusha.
- Never guess an email. Bounces hurt everyone's emails.
- If it is not in the CRM, it did not happen.
Your first cold call
- The 5 steps of a good cold call, and why each step works
- What to say, word for word, for each product
- How to handle nerves, assistants and voicemail
What is a cold call?
A {{cold-call|cold call}} is a phone call to someone who does not know you and is not expecting you. It feels scary at first. Everyone feels that. It gets easier after about twenty calls.
The person you call is busy. In the first 10 seconds they decide one thing: is this worth my time? Your whole call is built to answer that question with "yes".
Before you dial: 5-minute check
- The company passed all three checks (lesson 7)
- You know the trigger, the month, and you can say it in one sentence
- You have one useful fact about their situation, with a source
- You know their name and how to say it. If unsure, look it up.
- You have this script open, a pen, and the CRM row ready
The 5 steps
Ask for 30 seconds
Say who you are and ask permission. It shows respect, so people relax.
Say why them
Name the trigger. It proves you did your homework and this is not a random call.
Give one useful fact
Something about their situation they may not know. This earns their attention.
Ask one question
Then stop talking and listen. Their answer tells you what they care about.
Ask for a small next step
A one-page sample, or 20 minutes with Abhishek. Never ask them to buy.
Learn the steps, not just the words. If the call goes off script, the steps tell you where you are and what comes next.
What to say
Pick the tab for the product. Anything in [orange brackets] must be replaced with real, checked information before you call.
When an assistant answers
Senior people often have an assistant who answers their phone. This person is the gatekeeper. Be friendly, be specific, and never pretend you already know the boss.
When nobody answers: voicemail
A {{voicemail|voicemail}} is a recorded message. Keep it under 20 seconds. Leave one only on your first call, then send an email the same day.
Feeling nervous? Try these
- Practise the opening out loud ten times
- Stand up. Your voice sounds more confident.
- Smile as you dial. People can hear it.
- Slow down. Nerves make everyone talk too fast.
- It's fine to pause and think before you answer.
- Don't know something? Say "Good question. Let me find out and come back to you."
A "no" on a cold call is not about you. The person does not know you. They are saying no to a stranger who interrupted their day. Write down what they said, and dial the next number.
- Five steps: ask for 30 seconds, say why them, one useful fact, one question, small next step.
- Ask, then stop talking and listen.
- Never ask someone to buy on a cold call. Ask for a sample or 20 minutes.
Emails and LinkedIn messages
- The 6 parts of a good first email
- Ready-to-edit emails for each product
- How to follow up over 14 days without being annoying
Rules for every email
Do
- Keep it under 120 words
- Talk about them first, us second
- Use one specific fact, with a source you can show
- End with one simple question
- Check the spelling of their name and company twice
Don't
- Attach files to a first email. Send a link instead.
- Write "just checking in" or "bumping this up"
- Use big words like "synergy", "leverage" or "cutting-edge"
- Send the same email to five people at one company
- Copy the template without changing the brackets
The 6 parts of a good first email
| Part | What it does | Example |
|---|---|---|
| 1 · Subject line | Short, about them, no selling | "Northfield and green hydrogen" |
| 2 · Why you're writing | Name the trigger | "Congratulations on the hydrogen unit announced in September." |
| 3 · One useful fact | Shows you did real work | "A new state subsidy rule came out last week that affects it." (with a link) |
| 4 · What we do | One sentence, simple | "We write a weekly report on one move like yours." |
| 5 · One question | Easy to answer with yes | "Shall I send you a one-page sample?" |
| 6 · Your name | Name, Distil, website | "Aditi · Distil · distil.one" |
Emails to copy and edit
The 14-day plan
Most people do not reply to the first message. That is normal. A {{follow-up|follow-up}} is a later message that gives them another chance, with something new each time. The full set of messages is called a {{sequence|sequence}}.
Stop the plan the moment they reply, even if the reply is "no". Write their words in the CRM.
- Under 120 words. Them first. One fact. One question.
- Every follow-up adds something new.
- Any reply stops the plan. Log it in the CRM.
When people push back
- What an objection is, and why it is often a good sign
- Four simple moves that work for almost any objection
- Exact answers for the 20 things people say most
What is an objection?
An {{objection|objection}} is any reason someone gives for not going ahead. "We're busy." "It's too expensive." "Send me an email." You will hear these every day.
Here is the surprising part: an objection is often a good sign. Someone who is not interested at all just hangs up. Someone who gives you a reason is still talking. Many objections really mean "give me a reason to keep listening."
The four moves
Agree first
Never argue. "That makes sense" calms people down.
Be specific
Mention their company, their move, their timing. Vague answers lose.
Offer a sample
A one-page sample about their situation proves more than any claim.
Ask small
One page. Twenty minutes. One question. Never ask for the sale.
The cheat sheet
Tap any objection to see what it usually means and what to say.
- An objection often means "give me a reason to keep listening".
- Agree first, be specific, offer a sample, ask small.
- Never offer a discount or a free trial. Never argue.
The first real conversation
- How to run a 15-minute first call
- The 5 questions to ask, and what to listen for
- What makes a meeting "good", and how to hand it to Abhishek
What this call is for
Sometimes a person says "Sure, let's talk properly." Now you have a short call, usually 15 minutes. Sales teams call this a {{discovery|discovery call}}, because you are discovering their situation.
Your job on this call is not to explain our product or show a demo. Your job is to find out three things: what decision they face, by when, and who decides. Then book them with Abhishek.
The 15 minutes
The 5 questions
| Ask this | Good answer | Warning sign |
|---|---|---|
| "What is the big decision about [the move] on your plate right now?" | A clear decision: a partner, a price, a place, a launch | "We just like to stay informed" |
| "By when do you need to decide?" | A date, a board meeting, a launch, an election | "No rush, maybe sometime" |
| "Who else is involved in that decision?" | Names and job titles | They don't know who decides |
| "How do you keep track of [the new market] today?" | Google alerts, a consultant, a junior analyst, nothing | A large team already does exactly this |
| "What surprised you recently that you wish you'd known earlier?" | A real example that cost them | Nothing ever surprises them |
How to listen well
- Write down their exact words, not your summary. "Board decides in March" is better than "they have a deadline".
- Don't interrupt. When they stop, count to two in your head before you speak. They often add the most important thing.
- Ask "Can you tell me more about that?" whenever something sounds important.
- Talk less than half the time.
What makes a meeting "good"
Only book Abhishek when all of these are true. A meeting like this is called a {{qualified|qualified meeting}}.
- They named a decision and a deadline
- They make the decision, or will bring the person who does
- They agreed a date and time
- They only want "general updates" with no decision
- They want a free trial before talking further
- They are asking for someone they won't name
Booking the meeting
Offer two choices, never an open question. "Does Tuesday at 11 or Thursday at 3 work better?" is easy to answer. "When are you free?" is not. Then send a calendar invite and this confirmation email straight away.
The handoff note
Passing a booked meeting to Abhishek is called a {{handoff|handoff}}. Send him this note within one hour of booking. If you cannot fill every line, the meeting is not ready yet.
- Find out the decision, the deadline and who decides.
- Write down their exact words. Talk less than half the time.
- Offer two times. Send the handoff note within an hour.
Rules you never break
- The rules that protect our customers, our money and our email
- Why each rule exists
- What to say when you don't know the answer
These rules are not about being strict. Each one exists because breaking it once can cost more than any meeting is worth.
| The rule | Why |
|---|---|
| Never offer a {{discount|discount}} | If we cut the price once, every customer will expect it. Our price is the same for everyone, which is fair. |
| Never offer a free trial | Free trials rarely turn into paying customers. Offer a one-page {{sample|sample}} about their situation instead. When our first customer asked for a cheap trial, we said no, and they signed for the full year anyway. |
| Daily reports are sold yearly only | Daily work takes a lot of effort to set up. It only works for us on a one-year {{annual|contract}}. |
| Never name where our data comes from | Say: "enterprise-grade global media and social data". The customer pays for our work on top of the data, not the data itself. |
| Never promise numbers or results | How much we can see depends on the topic, the language and the platforms. Only Abhishek answers questions about accuracy or coverage. |
| Never name a customer | Not in an email, not on a call, not on LinkedIn, unless Abhishek has said yes in writing. Our customers trust us with private plans. |
| Never guess an email | Bounces damage our email for everyone (lesson 8). |
| Never agree a price, a contract or terms | Give the starting price if asked. Everything else is Abhishek's job. |
Extra rules for election work
Never share your own opinion about any party, leader or issue. Not on calls, not on social media, not as a joke. Never pitch two rival parties in the same election without asking Abhishek first. If anyone asks us to run fake accounts, post for them or push their message, the answer is no. We only watch and report. Tell Abhishek straight away.
When you don't know the answer
You will be asked things you don't know. That is normal in your first months. Never guess and never make something up. Say this:
"That's a good question. I want to give you the right answer, so let me check with our founder and come back to you by [day]."
Then write the question in the CRM and tell Abhishek. Customers trust someone who says "let me check" far more than someone who guesses.
- No discounts, no free trials, no promises, no customer names, no guessed emails.
- In politics: stay neutral, and never help anyone fake or push messages.
- Don't know? "Let me check and come back to you."
Your first 30 days
- What you will do each week of your first month
- What a normal working day looks like
- How Abhishek will help you get better
Week by week
New salespeople who start calling on day one usually struggle. So in week 1 you only learn. You make your first real calls in week 3, with help. Your ticks below are saved in this browser.
A normal day
This is a guide. Abhishek will adjust it, and he will tell you how many emails you may send each day. Keep to that number to protect our email.
How you will get better
You practise with Abhishek playing the customer, until the five steps feel natural.
Until you finish the course, Abhishek reads every message before it goes out. His edits are your best teacher.
Once a week you go through your CRM together: what worked, what didn't, what to try next.
- Week 1 learn. Week 2 practise. Week 3 send with help. Week 4 work your own list.
- Calls in the late morning. CRM updated before you log off.
- Every edit Abhishek makes is a free lesson.
Practice
- How to practise calls on your own
- Six practice tasks with sample answers
- Four pretend customers for practice calls with Abhishek
How to practise on your own
- Out loud, every time. Reading a script in your head is not practice. Say it.
- Record yourself on your phone and listen back. Do you sound rushed? Do you say "um" a lot?
- Practise the hard parts most: the first 30 seconds, and your answer to "send me an email".
- Make it your own. Use the structure, but say it the way you would naturally talk.
Check your own call
After any practice call, or a real one, ask yourself these questions.
- ask for 30 seconds?
- mention the trigger in the first minute?
- give one useful fact?
- ask a question and then really listen?
- ask for a small next step?
- talking more than half the time?
- arguing with an objection?
- promising anything?
- mentioning a price before they asked?
- forgetting to update the CRM?
Six practice tasks
Write your own answer first. Then open the sample answer and score yourself honestly. The companies are made up. Your writing is saved in this browser.
Pretend customers
For practice calls with Abhishek. You see who the person is and how they open. The "hidden" line is for Abhishek, so try not to read it before the call.
Final test
Twenty questions about everything in the course. After each answer you see whether you were right, and why. You can take it as many times as you like. When you pass, copy your result and send it to Abhishek.