There is a large magnitude of controllable and uncontrollable forces in the economy of a country as a whole.
Specifically, there are also in Marketing, sales and service management, controllable and uncontrollable factors that normalize, delimit, regulate and contribute to commercial management for its normal development and growth according to the life of the product and the felt needs of the consumer. thus representing its functional role as administrative regulator, involved in the marketing and sales operational plan.
Depending on its state of regulation or standardization, either by professional instruction or by the management that is made to the marketing of products and services, the results of controllable orientation towards the client (attitude), will be achieved or perceived as high definition of guided behavior through indicators assigned in tasks to those involved in the direct process (front line), and indirect sales process (behind the counter, but which are constituted as support elements), can provide security and satisfaction to all those involved in carrying out the work management process such as owners, partners, managers, suppliers, distributors, customers (internal-external) and consumer society in general.
On the other hand, uncontrollable phenomena such as (market, competition, state regulations among others) get out of organizational channels by force of their environment.
If we continue the managerial journey in operational - strategic terms on how to control the programs of the marketing and sales area, we can deduce several actions that translate into scenarios that are easy to interpret, conceive and that will lead us to "Cross the bridge" to obtain a vision towards the satisfaction of our clients, (internal-external) and therefore of the market in general, channeled through three scenarios. These are:
a) Scenario one: Visiting customers and users by the sales force for the sake of a closer business relationship, or helping to evaluate their inventories through a visit to their warehouses, the fact of knowing their inventory on hanger and their respective location, observing their points of sale, provides the producer, marketer or distributor company in general with knowledge of location, setting sales potential, help or guidance to achieve greater product control or greater service management personalized.
It is a scenario for capturing needs and obtaining information within a traditional environment.
b) Scenario two: Taking into account the capture of these needs and the obtaining of information, a sales negotiation process is jointly developed through the development of skills, communications and motivation, making the selling company, argue, justify its competitive advantage Present your products-services in a meaningful and commendable way for the parties, within a climate of cordiality and satisfaction under the win-win approach.
It is a negotiating scenario within a long-term relationship environment.
3) Scenario three. In a parallel way, human talent is involved in the presentation of the two scenarios. Here great difficulties are noted that are not clear, attractive and less satisfactory for the company; in front of the client, which translates into concern about how to obtain good sales advice ”. However, we must ask ourselves:
What is the profile of our Directors, Managers and supervisors? Are they prepared to guide their collaborators under an institutional thought?
The results: Lack of trustworthy personnel. Not committed or dedicated. Not having plans or sales techniques. Last minute contingency actions and decisions.
Other results: Inappropriate management styles. Responsibilities and tasks not consistent or coordinated with other agencies. The non-existence of activity indicators to measure progress and performance. Moods in the staff are not the best. Traditional personnel administration practices among others.
It is a third reflective scenario that goes towards the improvement of relationships in the long term, the awakening of well-conceived training and a great change in managerial attitude towards Relationship Marketing through the appropriate formation of values.
Adopting a traditional boss attitude nowadays has consequences that are not very pleasant for today's executives, their comments and traditional actions are no longer part of what the new “Entrepreneur of today” should be. The reasons:
Today's human talent cannot be managed with an autocratic sense, From solitary work, without sense to work in a team and without participatory leadership; much less without prior training preparation, without being committed, having no competence and no desire (CCG) to do things well and correctly. You must "cross the bridge"
Adopting the positive attitude of counselor, guide, modern advisor, people planner, accepts the commitment and disseminates it, motivator, win-win negotiator, leads us to identify it as “Sales Couching” which its new management will be at “ other side of the bridge ”softening the tensions, actions and sales efforts towards a human resource humanization approach.
The efficiency, productivity and quality combined towards the consolidation and consolidation of values, postulates, principles full of dedication, commitment, competence and discipline will lead the company and its collaborators towards a new institutional culture.
That new business partner (Sales Couching formerly Sales Manager) has “crossed the bridge” regardless of the border where he belongs. It leads him to have and possess the following personal and professional identification, with an attitude of friend, partner, advisor, support and leader, in addition to having:
- Sense towards self-responsibility Self-confidence, credibility and helpfulness Self-commitment to their boss and company Self-determination and being the bearer of good news Leader of their own work group, a person who makes sense available to their peers of commitment, communication and discipline with a high ingredient of responsibility at their level.
This personal and professional identification will be represented by a much more intense management that is no longer interpreted as “Did or did they not do the task? Or "I have to control everything", but, To start a new way of life in terms of executive follow-up, it would be: "How can I help to carry out your task"; "If I give you the resources, do you estimate that you will finish the activity correctly?"
So far, we have seen the different stages of presentation of a scenario where the connotations have been traditional controls and are no longer so and have been changed by monitoring, which is much more significant and less excruciating than strict control and without administrative sense.
It is left to our readers as managerial reflection:
- Are our employees sufficiently prepared to face the new challenges of the market in which the company operates? Our sales and service supervisors are being aware that sales and customer service personnel have to have a more appropriate and different training to the traditional way to face increasingly demanding customers and consumers? Are our sales managers truly committed to the organization and to the people so that the company can easily reach the owner of the money, the one who orders and accepts the purchase? Is there managerial business awareness and are they truly committed to the business?
The time towards obtaining a new professional attitude for the sake of the new sales force is different, it is focused on the client, not on sales, nor on its strict control, nor on the marketing that will continue to change in favor of the number one beneficiary: The final consumer.
The neuralgic point of human talent in organizations continues to be their attitude to face things and take them to their true real dimension.
A dimension that leads him and his company to establish states of commitment, dedication and discipline. Not being prepared and not having the north that is needed will bring us a lot of professional concern.
Finally, I believe that we are not far from feeling the true business commitment to manage sales negotiations with a win-win approach because in a reasonable time the force of business change will come to implement the new concept, (EL Couching of sales) the guide and the A necessary guide that, through adequate preparation, well planned and with a tendency towards a business humanization approach, serves to link the traditional to the new "Crossing the bridge" as a factor of added value in terms of training and institutional learning.
We will call this human talent with a socializing attitude, creative and positive mentality with honors "The Couching of sales" and we will invite him to cross the bridge through an attitude not of sales but of long-term relationships with customers (internal-external) ”.
