Model
The model contemplates the restructuring of the commercial area, where the dynamics between the subdivisions, the growth and follow-up of the work method, permanent coaching and the existence of “commercial osmosis” levels are prioritized (1)
model-sales-management-presentationNote (1): “osmosis”: it is a term from cellular chemistry, which has been extrapolated to the commercial area due to the unique characteristics that emerge from it. In this case, it is a process where exchange takes place in the different areas so that there is a positive synergy and efficient results of the participating areas (MJS). It is a process that meets the conditions of being reversible.
Structure
The conditions must be cascaded, the directives must go down and then up, so that there is a daily feedback of the guidelines and make adjustments in the Tactical Planes. Ensure increasing returns and find the point of greatest utility, ensuring that they do not affect the network externalities of the markets, encouraging sales depending on the life cycle of the product, the customer and the seller.
Nomenclatures:
GV: Sales Manager
SGV: Sales Assistant Manager
JV: Sales Manager
Sales Model
Strengths and Weaknesses of the Model
Steps to implement the Sales Model
1. Objective: That the new sales force management model is known to achieve increasing returns within the different teams and obtain productivity, commercial increases, improve and stabilize the average sale and achieve a constant balance in sales.
2. Method:
Implement the sales force management model with which we must:
- Present the organization chart of the work structure and the scope of each of the participants and their responsibilities Meeting with the entire Sales team Present the strategies, work methodology and expected results
Initial message
- To grow and make up for lost time, lost customers and bad results, we must regroup, concentrate, focus on productivity, quality, and increasing performance of work teams. Transparency will be our tool, the medium will be through daily and hourly controls. We will use daily training and dynamic assignments of material depending on the behavior of the seller. GROW on the right path, with the high standards of commitment, efficiency, equipment optimization and specialists in product lines.
What do I expect from the Team?
- That they are flexible to change. That they are willing to learn constantly. That they consider work development as basic for personal development. That they be Active and Proactive, in their own development as people, leaving aside inertia and conformity.
A LEAP TO THE EMPTY A LEAP OF FAITH A LEAP TO COMMITMENT TO BE PART OF A TEAM !!!!!!!!!!!!!
Annexes
Strategic Plan
At this level, the guidelines, strategies and guidelines to be followed to achieve the objectives set by the Company, in the short, medium and long term are analyzed and defined.
The composition must have measurable, quantifiable and real objectives. Design the moves based on measurable and temporal objectives, depending on the market context.
Audit the actions and anticipate the possible ones. Convert projects into actions, evaluate trends, goals, objectives, rules, verification and obtaining results. This area is medium and long term.
Tactical Plane
At this level, proactive actions and movements are precipitated, where the environment, competition, internal production capacities, among many other elements, which are part of the implementation of the strategy, are analyzed.
All the tactics must be aligned with the lowering of the strategy, knowing how to move the chips, the controls in due course, the orientation to the efficiency and the accumulated daily results in the short term. This area is short-term.
Operational Plan
In this plane it is the "how it is going to be done" defining "how and when" we will carry it forward. Plans should be month to month, week to week, day to day. Optimize the working day of sales teams, manage data and sales ratios, of the day, weekly, monthly, seasonal. Minimum and maximum ratios, knowledge of the sales force and its sales map, distinguishing their behaviors, to generate measures and attack negative deviations. This area is day by day and with a constant rhythm.
