Sales and leads
25 released templates. Each passed a check on test data; it is switched on in the panel by the director, and a person decides on every proposal. Example results are illustrative: the names and companies in them are made up.
No lost leads
The problem it removes: Leads in messengers and the CRM sit unanswered for hours.
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What it does: Tracks the first-response deadline, drafts a reply, nudges the owner, and sends an evening list of unanswered leads.
What a person decides: Sending the reply to the customer.
For whom: Sales rep, manager.
How to measure: Time to first response; leads unanswered for over a day.
Lead qualification
The problem it removes: Sales reps waste time on people who won't buy.
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What it does: Asks follow-up questions from the company's script and records budget, timing and need.
What a person decides: Who the lead goes to.
For whom: Sales rep.
How to measure: Share of leads that reach a meeting.
Lead scoring
The problem it removes: Hot prospects wait in line with cold ones.
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What it does: Ranks leads for call-back based on what's in the request, with a reason for each.
What a person decides: The rep's order of work.
For whom: Sales rep.
How to measure: Lead-to-deal conversion.
Proposal follow-up
The problem it removes: After a proposal the customer goes quiet and gets forgotten.
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What it does: After a set number of days, drafts a gentle reminder asking about the decision.
What a person decides: Sending the reminder.
For whom: Sales rep.
How to measure: Share of proposals that get a response.
Example result: “Hi Dauren! On October 2 we sent you a proposal for front-desk staff training — have you had a chance to look? If anything doesn't fit in scope or timing, let me know and we'll adjust it. I can answer questions in a 5-minute call — would today after 3 pm work?”
Proposals from company template
The problem it removes: A proposal takes an hour to put together and has pricing errors.
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What it does: Builds a proposal from the deal, the price list and the template.
What a person decides: Prices, discounts, sending.
For whom: Sales rep.
How to measure: Time per proposal; pricing errors.
Objection handling
The problem it removes: Reps freeze at “too expensive” and “I'll think about it”
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What it does: Suggests a reply to the objection from the company's library of winning answers.
What a person decides: What to tell the customer.
For whom: Sales rep.
How to measure: Conversion after an objection.
Example result: “Action: don't argue about price on ‘too expensive’ — show the payoff in the customer's own numbers: they lose about 10 leads a month, and the course pays for itself after two retained ones. Line: ‘Let's do the math — what does one lost lead cost you?’ Impact: the talk shifts to results, not price; this closed 6 of 10 similar deals. Risk: if ‘too expensive’ means ‘no money right now,’ ask about budget and timing. Fallback: a smaller package, no discount.”
Lost deal review
The problem it removes: Nobody knows why customers didn't buy.
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What it does: Collects loss reasons from deals and conversations and shows the most common ones.
What a person decides: Conclusions and changes.
For whom: Manager.
How to measure: Share of losses from fixable causes.
B2B repeat sales
The problem it removes: Corporate customers don't get offers at the right time.
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What it does: Uses order history to suggest when and what to offer for the next order.
What a person decides: The offer and the price.
For whom: Sales rep.
How to measure: B2B repeat orders; revenue from them.
Example result: “Action: offer Bereke LLP a repeat order this week — they order every 6 weeks, and the last one closed 5 weeks ago (deal #214). Contents: same as last time plus the new item their buyer asked about. Impact: the order comes to you, not whoever writes first. Risk: prices may have changed — check the price list. Fallback: if they decline, ask what changed and follow up in a month.”
B2B prospecting
The problem it removes: No one has time to find new corporate customers.
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What it does: Builds a list of companies by industry and city from public sources and drafts first emails.
What a person decides: Sending the emails.
For whom: Sales rep.
How to measure: Meetings booked from cold emails.
Example result: “Action: from the dental clinic list, start with 9 that have a website but no online booking. Email: ‘Hello! Patients can only book with you by phone — we can help you answer requests within minutes. Want a quick demo?’ Impact: a personal reason to reach out. Risk: use figures only from your materials. Fallback: if no reply, send one reminder.”
Tenders and questionnaires
The problem it removes: Tender questionnaires take a week to fill out.
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What it does: Fills in questionnaires from the knowledge base and flags where a specialist is needed.
What a person decides: Submission.
For whom: Sales rep.
How to measure: Time per questionnaire; tenders submitted.
Example result: “Kazmedtech LLP tender questionnaire: 41 of 46 answers filled in, each with a source document. Specialist needed: 3 questions on ISO certificates and 2 on insurance. Open question: #17 on delivery time — the policy says 10 days, but the last tender promised 7; decide what to write. Attachments: charter and no-debt certificate — check the dates.”
Government procurement
The problem it removes: Suitable tenders on goszakup get missed.
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What it does: Finds tenders that match your profile in an export, builds a document checklist and deadlines.
What a person decides: Whether to bid.
For whom: Manager.
How to measure: Matching tenders found; tenders submitted.
Example result: “Action: bid on tender #1234 for school boiler room maintenance — same scope as your contracts over the past 3 years, deadline October 9. Checklist: no-tax-debt certificate, 2 sample contracts, bid security. Impact: a customer for 3 years. Risk: the bid security ties up cash until results. Fallback: if the certificate isn't ready in time, target this customer's next tender.”
Partner sales
The problem it removes: Partners bring customers, but nobody tracks it.
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What it does: Tracks partner referrals and commissions.
What a person decides: Payouts.
For whom: Manager.
How to measure: Partner leads; payout disputes.
Referral program
The problem it removes: Word of mouth isn't tracked and doesn't grow.
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What it does: “Refer a friend” links, tracking of referrals, reward reminders.
What a person decides: Rewards.
For whom: Customer, sales rep.
How to measure: New customers from referrals.
Example result: “Gulnara, thank you for recommending us! Your friend Aliya has already booked — after her first visit you'll get 5,000 bonus points, per the program rules. If you'd like to invite someone else, just have them mention your name when booking, and the bonus works the same way.”
Upselling
The problem it removes: Add-on services are offered only now and then.
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What it does: Suggests the next offer based on the customer's history.
What a person decides: Which offers are acceptable.
For whom: Sales rep.
How to measure: Average ticket; upsell rate.
Example result: “Action: offer Nur Stroy LLP an AC service renewal plus ventilation cleaning — the annual contract closed 11 months ago (deal #87), and they asked about ventilation in May. Line: ‘Your service term is nearly up — we can clean the ventilation at the same time.’ Impact: a renewal and a bigger ticket. Risk: in July they complained the crew was late. Fallback: offer the renewal only.”
Chat checkout with prepayment
The problem it removes: Customers have to call to buy — and they drop off.
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What it does: Answers in chat with the nearest open slot from the schedule export and the prepayment terms, so booking is one step away.
What a person decides: Confirmation per the rules.
For whom: Customer.
How to measure: Share of prepaid bookings; no-shows.
Spam and duplicate filter
The problem it removes: Fake and repeat leads waste reps' time and skew reports.
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What it does: Flags suspicious and repeat leads, merges duplicates from the same customer, and explains why.
What a person decides: Delete or keep.
For whom: Sales rep.
How to measure: Rep time spent on junk leads.
Example result: “Category: duplicate from the same customer. Why: three leads from Nurlan in 2 hours from different numbers — same name, same question about delivery to Karaganda, same source (website). Suggest keeping lead #412 as the main one and merging the other two into it; the rep decides.”
Price-list quotes
The problem it removes: “How much?” is a customer’s first question, and finding the answer in a spreadsheet takes fifteen minutes.
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What it does: Calculates the price from the price list and chosen options and drafts an itemized reply.
What a person decides: Discount and final contract price.
For whom: Sales manager.
How to measure: Time to answer “how much?”; inquiries after a quote.
Deal invoice and contract
The problem it removes: The customer is ready to pay, but the invoice and contract take two days — and the deal goes cold.
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What it does: Drafts the invoice and contract from deal data: what we’re selling, how much, and when — a person checks company details and the signatory.
What a person decides: Company details, terms, and signature.
For whom: Sales manager.
How to measure: Time from “ready to pay” to invoice.
First message to a new prospect
The problem it removes: Cold messages read like spam, and nobody replies.
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What it does: A personalized first message to a prospect company based on what’s in the file: a personal hook and one offer.
What a person decides: Sending.
For whom: Sales manager.
How to measure: Replies to the first message.
Reviving old leads
The problem it removes: Hundreds of “dormant” leads sit in the CRM, and nobody goes back to them.
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What it does: Picks which dormant leads and deals to revive first, and with what reason to reach out — from CRM records.
What a person decides: Who to contact and what to offer.
For whom: Sales manager.
How to measure: Dormant deals revived.
Service or plan picker
The problem it removes: The customer can’t figure out what to choose and leaves “to think about it”
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What it does: Recommends one or two of the company’s plans for the customer’s needs and budget, with an explanation.
What a person decides: Discounts and custom terms.
For whom: Customer.
How to measure: Plans chosen without a call to sales.
Meeting and negotiation prep
The problem it removes: Reps walk into meetings unprepared, and the deal falls apart on objections.
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What it does: A pre-meeting brief: what we know about the customer and deal, the meeting goal, likely objections, and allowed concessions.
What a person decides: Concessions and price.
For whom: Sales manager.
How to measure: Meetings that end with a next step.
Call script
The problem it removes: New reps wing their calls and lose customers on the very first question.
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What it does: A step-by-step inbound or outbound call script for the company’s service: greeting, questions, objection handling, next step.
What a person decides: Approving the script.
For whom: Sales manager.
How to measure: Call-to-booking conversion.
Sales call reviews
The problem it removes: Managers can’t listen to hours of recordings, so reps keep repeating mistakes.
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What it does: Reviews a call transcript against the sales steps: what worked, what to fix, and one line to use next time.
What a person decides: Conclusions about the employee.
For whom: Head of sales.
How to measure: Share of calls with a next step.
Example result: “Situation: rep Timur’s call with customer Assel, 6 minutes. Key point: he uncovered the need well but ended with no next step — she said ‘I’ll think about it,’ and the call ended. Options: 1) offer a trial day on the spot — the easiest; 2) schedule a callback with a date. Recommendation: 1. Today: give Timur this line — ‘Let me book you a trial on Thursday, and you can decide after that.’”
Customer presentation
The problem it removes: Reps bring an old do-everything deck to meetings, and the customer gets bored.
More detail
What it does: Slide structure and copy about the company and service, tailored to the customer’s needs — from the description in the file.
What a person decides: Design and sending.
For whom: Sales manager.
How to measure: Meetings that end with a next step.
Basis: product documentation; the platform code. This page describes what exists in this build, not what is planned.