Become a salesman: crisis and prospects for a recovery. Part Two.

July 9, 2010 | Doing business

Welcome back to the second part of the article devoted to the analysis of the change in the profession of salesman.

In the first part, we examined some of the issues that the profession is going through and put in light the lack of innovative measures by many companies to the sales force.

Today, we face some problems in managing of sales that in the last 20 years have gone by increasing it.


Thinking of to collocate today, the function (space) of salesman in a context similar to that of twenty or ten years ago, is simply incomprehensible.

Yet, companies and commercial structures, often continue to manage the sales force as if the market and ‘the battlefield’ is identical.

The actual comercial structure, how, many times we said in our posts, has changed and so is the method of collecting information and end-consumer spending and of the same operators who make purchases from suppliers.

Internet, has become an instrument in accelerating the process of disintermediation, which was already in place for years, from when, in the seventies, many wholesalers entered into crisis.

So, if a company wants to achieve from its sales force, must surely change their business processes and its business strategies,

Otherwise, the consequences will be:

less sales

less professional sellers

increasingly squeezing of its market and always less creation of a customer portfolio that can grow and expand in the future.


Among the actions that are wrong and destructive that seem to prevail, we find:

The unnecessary visits of the sellers, sometimes lack of telephone support (telemarketing), poor preparation of many young vendors, lack of analysis of the territory in which they operate;

exasperation to sell and to close contracts from companies (especially multinational corporations), without providing adequate after-sales service and support;

the identification by many companies of the figure of the vendor as a simple producer of contracts and not as a real sales consultant can manage the customer base and grow it in the future;

crushing of the young trader, but without the aim of raise the formation of the force of sale but using the turnover, as a system ‘mincer’, where people are crushed and thrown away.

Without realizing that between those people, often pass great professionals that with adequate support, in the future could bring great results to their businesses .

The lack of adequate reimbursement of expenses and benefits, leading many agents to not exceed the original rock and abandon;

fewer career prospects for the best that has no place and so they leave;

little attention from the company to the sales force .. at a time when he would need more and after the flattening of many offers in the market, the seller could make a difference with his professionalism.

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