Optimising sales forces

What can we do from Human Resources and Learning to help the sales force in our companies?

One of the tools for improving the performance of the Sales Force are the Sales Management Models. In this sense, the Human Resources and learning areas should be well aware of the reality of the sales team and become its strategic partners. It is also necessary that they support it, not only with training but also by defining the commercial performance framework for salespeople and sales managers through these Sales Management Models.

This is why factors such as: profiles, training, objectives and indicators, processes, management model, tools, organisation and roles and incentives must be taken into account when measuring performance. From the Human Resources area, we should ask ourselves if we take into account these variables to measure the performance of our sales force.

What is a Business Management model?

A business management model is defined as a reference to be followed, a compiled and related representation of the activities to be carried out cyclically over a period of time.

Where did the need to create a business management model come from?

It may arise from the creation of a new team, a new commercial structure, the need to integrate commercial networks, a change in commercial policies or a decision to evolve the front office towards a management focus oriented towards commercial activity. However, for the model to be successful, it must be driven by the Commercial area (and supported by Human Resources); and in the case of a Human Resources project, the Commercial area must participate in its definition and the Commercial Management must sponsor it.

What is the process for building a Business Management Model?

To build a model, the following steps must be followed:

1. Identify the processes, design the tools, establish indicators related to these processes and define standards for Sales Managers and Executives.
2. Determine the capabilities (skills, attitudes, knowledge and abilities) and define the scope (roles and responsibilities) of the Manager and Executive positions.
3. Define the work process of the Sales Managers as drivers of the model, as well as facilitate the tools for coaching, training and development of executives.
4. Communicate the Sales Management Model to the entire network as well as design and implement training actions for Sales Managers and Executives.
5. Design a calendar of activities for the implementation of the Commercial Model, define those responsible for mentoring and monitoring and accompany in the field.
6. Monitoring the measurement of indicators and defining communication and improvement plans according to the evolution of the indicators.

This is the path we are committed to at Overlap, with the main objective of boosting customer acquisition and loyalty through the implementation of a commercial system aligned with the strategic axes defined in the organisation.