01
Direction & ownership
Define context, customers, objectives, process scope, ownership and interfaces.
The SaleQMS model
Eight process areas. One reliable customer promise.
A practical operating model that connects commercial work, quality management and delivery.
02
Market & qualification
Select opportunities using fit, value, capacity and risk—not optimism alone.
03
Customer requirements
Elicit, clarify, confirm and control explicit and implicit needs.
04
Solution & feasibility
Translate requirements into a deliverable solution and test assumptions.
05
Offer & commitment
Review price, scope, terms, risk and authority before committing.
06
Contract & handover
Make accepted requirements, changes and responsibilities available to delivery.
07
Outcome & feedback
Monitor fulfilment, customer perception, complaints and commercial outcome.
08
Learning & improvement
Analyse variation, losses, deviations and opportunities; improve the system.
The control pattern
Each process area is described with the same architecture: purpose, owner, inputs, activities, decision criteria, outputs, risks, controls, records and measures. This creates consistency without prescribing one sales methodology or CRM.
Three layers of guidance
- Requirement: what an applicable management system requirement expects.
- Interpretation: how that expectation can relate to commercial work.
- SaleQMS practice: a recommended way to implement and evidence it.
Important: SaleQMS is independent guidance. It does not replace the standard, certification advice or an organisation's own determination of applicable requirements.
System view
How value and evidence move.
The sales process translates market information into a controlled customer commitment. Delivery produces outcomes and evidence that drive the next improvement cycle.
INPUT
Market signal
Need, context and opportunity.
UNDERSTAND
Requirements
Facts, assumptions and criteria.
DECIDE
Feasibility & risk
Fit, capability and authority.
COMMIT
Customer promise
Scope, terms and acceptance.
LEARN
Delivery outcome
Value, variation and feedback.
Improvement cycle
Control is a loop, not a gate.
PDCA keeps the process responsive: plan objectives and controls, do the work, check evidence, and act on causes and opportunities.
PlanObjectives, process, risk
DoSell, review, commit
CheckMeasure outcomes
ActCorrect and improve
Evidence chain
Do not let an assumption silently become a promise.
Each material commitment needs a traceable route from customer information to authorised decision and verified outcome.
SOURCECustomer statementWho said what, when?
STATUSKnown or assumed?Confidence made visible
REQUIREMENTConfirmed needAcceptance and constraints
DECISIONFeasibility reviewCapability and risk
RELEASEApproved promiseScope, terms, authority
OUTCOMEEvidence of valueFulfilment and learning