What challenge(s) do our clients face?

If there is no sales governance management that reflects its importance, restores motivation, and adopts personal marketing, the ideas to be put to work cannot be realized. Apply and be good.

Signs or problems of lack of cooperation in sales/management often arise when the company encounters:

  1. The sales team spends a lot of time working in-house rather than "on the ground" for key sales and analysis;

  2. Good product quality is difficult to achieve because there is no "time on the ground";

  3. No standardization between teams or offices or different levels of service between regions/regions;

  4. 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.

How do we help?

We help customers translate customer needs into management practices that improve service levels.

To provide these features, we recommend our customers:

  1. Establish a clear management model for sales, supply coordination, competition, communication and collaboration.

  2. 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.).

  3. Develop routines and checklists to create "paths" that allow personalization and use best practices for top performers to create a culture of continuous improvement.

  4. Integrate Customer Relationship Management (CRM) processes and tools into the daily operations of the sales team.

What are the benefits?

The Sales Governance program helps companies, sales teams and customers.

How does it work?

Our 6-step approach enables real change by reaching real-world solutions found in pilot projects.

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.

  1. Simple, pragmatic and specific
    Ensure solutions are based on proven experience
  2. Adapt processes to company reality (consider IT systems and their constraints/capabilities, category/product dynamics
    and company, strategy Link to all Culture
  3. Align sales force service
  4. Design link management structure to company culture
  5. Know how to prevent change
  6. Leverage our change management and engage with leaders in the home country, first create a desire for change and engage
  7. Build engagement through monitoring best practices, success stories, and sharing with the team.



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).

BMCS India BMCS India BMCS India BMCS India


BMCS India
BMCS India

Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.

Dhruv Patel

BMCS India

Aarush Gandhi is a Manager at BMCS with significant experience in Supply Chain and Implementation having worked across both of BMCS practices.

Aarush Gandhi

BMCS India

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

Nikhil Singh

BMCS India

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

Keshav Sinha

BMCS India

Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.

Chaitanya Varma

BMCS India

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

Rishi Sinha

BMCS India

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

Knish Raj

BMCS India

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.

Rajbir Kapoor