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Sales &


In the current market, companies face even stronger competitors. A quality product does not guarantee sales. Consumers now have at their fingertips more information about products and services on demand, so organizations now require a robust commercial system that will make a difference at the time of purchase.

To ensure the organization has an optimal commercial system it is important to evaluate from a strategic perspective understanding the market, products or services that are being offered as well as the consumer’s behavior. It is also necessary to analyze the internal processes and those for customer service.

The working model must strengthen the sales force, promote the benefits of each product, encourage cross-selling and ensure the expected margins per type of product or service. We work together with our clients and define a strategy for the professionalization of commercial management while making an impact on the business’s profitability.


The Challenge

In assessments and projects, it is common to find weaknesses regarding the following:

  • Non-standardized business process. For instance, each vendor takes a different sales process based on theirexperience.
  • Low active monitoring of the sales force, which in turn results in low levels of productivity.
  • Incomplete record of customer information or lack of commercial management, resulting in poor follow-up onpotential customers.
  • Weakness in the customer prospecting and prioritization model. The objective markets and the strategies to reachcustomers are not clearly identified.
  • Weakness in the implementation of customer management and retention strategies (CRM).
  • Cross-selling is not a part of the incentives system and there are no tools or programs to incentivize cross-selling with the purpose of increasing the average value of transactions.
  • Lack of field training and verification of the use of sales protocol (scripts, handling objections, stages of sales, etc.).
  • A formal evaluation is not done on the sales agents' management that will allow them to have continuous information on the opportunities to increase sales. We found very little or no follow-up on daily fulfilment measures that can guarantee the achievement of the month’s objectives (amount of calls made, number of customers visited, compliance with sales closing, etc.).

and Channels

  • Product portfolio clearing.
  • Prospecting model and planning for visits.
  • Prioritization model and clearance of customers.
  • Business model redesign (sales stages, scripts, handling objections, typical sales staff day, etc.).
  • Provide shoulder-to-shoulder support to sales personnel (coaching).
  • Variable compensation model based on goals.
  • Define the product penetration process (cross-selling).
  • Customer retention and recovery.
  • Creation of indicator chart.
  • Increase in calls and contact potential customers.
  • Increase in the number of visits to potential customers.
  • Increase in the active supervision of the business model.
  • Increase the amount and quantity in the sale's closing.
  • Increase in the average value of the purchased ticket.
  • Increase the effectiveness of sales closing.
  • Improved compliance rate to sales budget.
  • Increase over sales margin.
  • Optimization of product portfolio based on profitability.
  • Growth in the rate of customer retention and improvement in the perceived level of service.
  • Culture focused on continuous improvement.

“We are satisfied to mention that our goals were fully met, achieving a return on investment from 2.8 to 1.”

Sales Director, Unilever (Puerto Rico).