Sales are an essential part of the raison d'etre of any business. "A company has to sell pace because that will generate wealth," says Nicolas Hauff, managing director of the consulting firm E-Myth. Hence the value of the area responsible for closing the treatment lies in its ability to achieve sales, but also have to consider that often in practice its members contribute to building the brand.

To start, visualize the relationship between marketing and sales as a magic carpet: to fly brand, marketing brings magic, while the sales force carpet. This image is the work of John Bello, one of the founders of SoBe, US drinks company Pepsi which paid US $ 370 million at the beginning of the last decade, and who shored up his business through an extraordinary sales force.

A look at how working sales staff of planemaker Airbus, as described by marketing guru Philip Kotler in his book Principles of Marketing, gives a good idea of ​​the relevance of this area in a company. In this case, the commercial department is at the head of a team of several specialists: sales and service technicians, financial analysts, planners and engineers, all dedicated to finding ways to meet the needs of its customers.

A sale in this industry is complex and challenging, because sometimes represents amounts of billions of dollars and a deal may take years to close. To achieve its mission, sellers become experts in their customers: the airlines. They know what they want to grow, when to replace aircraft and the details of your financial situation.

Moreover, computer equipment simulates the airline routes made by its aircraft and competition, the cost per seat and other factors to demonstrate that its aircraft are more efficient. Then start high-level negotiations. After getting the purchase order, sales people kept close contact with the account to track your equipment needs and ensure satisfaction.



For the sales force get the desired results, you must be careful in the process you use to set goals. This seems obvious, but in most cases neglected. According to Rigoberto Acosta, MasterCoach ActionCOACH, "over 90% of companies do not have clear goals" not a plan to achieve them.

Time plan

The process for establishing sales goals, a task which falls in the commercial area of ​​the company is carried out based on the following aspects:

• Market. Know their characteristics and what is the acceptance that there has your product or service.
• Analysis. On the one hand, it examines the goals you determined for the past year and what were the results; whether they are higher or lower than expected, you must understand why. Moreover, it considers whether the assumptions of you left still valid or whether changes have occurred that affect the achievement of objectives.
• Agreements. If you want the people responsible for sales commitment to the goals that you establish, make them participate in its formulation. A mutual agreement causes the sales force involvement and respon-lice in achieving certain goals. In addition, to avoid imposing a fee, commercial staff loses most excuse not to do it, he can not argue that it is unrealistic.
• Measurements. Decide which aspects want to set goals and how and how often will measure. Kotler sets out different types of goals depending on the approach:
• Consumers. Increase short-term sales; gain market share in the long term; encourage them to try nue-you products or services; keep them away from the offer of competition; maintain and reward loyal customers.
• Channels. Encourage retailers to order new merchandise and inventory; inducements to announce your pro-duct and give more shelf space; persuade them to buy in advance.
• Sales force. Get more support from the sales force for new or traditional products; stimulate sales executives to get new accounts.