Signs or problems of lack of cooperation in sales/management often arise when the company encounters:
The sales team spends a lot of time working in-house rather than "on the ground" for key sales and analysis;
Good product quality is difficult to achieve because there is no "time on the ground";
No standardization between teams or offices or different levels of service between regions/regions;
Incorrect visibility and poor KPI tracking. Improper performance of the sales team's work and the importance of the work.
Overall, these problems characterize an inability to translate the Go-to-Market Strategy into execution. Without the correct sales rituals, processes, tools, and KPIs to sustain the strategy, sales performance inevitably suffers, and company growth can remain stunted.
To provide these features, we recommend our customers:
Establish a clear management model for sales, supply coordination, competition, communication and collaboration.
Define clear roles and responsibilities in team hierarchies and in interaction with work and business areas, and maintain relationships with other areas (logistics, finance, etc.).
Develop routines and checklists to create "paths" that allow personalization and use best practices for top performers to create a culture of continuous improvement.
Integrate Customer Relationship Management (CRM) processes and tools into the daily operations of the sales team.
Our goal on this journey is to provide a real and practical solution, including the following “golden rules” we’ve learned over the years while working on this business.
CHALLENGE
A content marketing company seeks to build relationships with customers and create business value through their interactions. They turn to joint ventures to support their cooperation and increase their business capabilities, especially in sales, business development, R&D and marketing.
APPROACH
We support customers in establishing sales management standards in the Latin America region. This encourages best practices and standardization while allowing adaptation to local needs. In this way, Integration capabilities:
RESULT
Our clients can send tupdown clients that meet and adapt to their needs. This improves the ability to create, qualify and replace managers and improve service levels.
Furthermore, the joint business planning with clients allowed for better internal S&OP coordination and it prompted the development of a new product based on the customer feedback.
CHALLENGE
An extremely large cleaning and security service provider with more than 50,000 front line employees was struggling to track their contracts, the cost to serve them and standardization in the service level delivered across the regions where it operated.
APPROACH
Integration supported the company in addressing many critical issues that were hurting profitability.
RESULT
Through these activities, we were able to improve control, decision-making and standardize service level – generating truly live visibility to all the senior management as well as the field teams on contracts.
This increased margins and the effectiveness of the sales team, as field time increased and meetings became more efficient and focused in action plans to deliver better results.
Incorporated has had the privilege of serving many customers in many industries over the past 20 years. These include Beauty and Personal Care, Food and Beverage, Construction, Chemicals, Materials, Pulp and Paper, Security and Cleaning, Agriculture in B2B and B2C, etc. This study has been carried out in many countries and countries such as Latin America, Europe, the United States.
This experience makes us think what to do consumer goods requiring more complex and interconnected elements in services) and longer marketing and sales processes (e.g. construction).
Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.
Aarush Gandhi is a Manager at BMCS with significant experience in Supply Chain and Implementation having worked across both of BMCS practices.
Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst
Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA
Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.
Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies
Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal
Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.
