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Successful Virtual Sales

Reality overcomes fiction, that slogan so busy in the movies when something surprises us out of the blue, manifested itself again today in the global business world. Years of experience, lectures, workshops, seminars where we were explained how to make a successful sale, suddenly must be modified from the root, because the very essence of these was based on the “contact” with the customer. Healthcare measures and also digital transformation as a process of cultural evolution leave this cornerstone altered and in some cases literally obsolete.

Sales managers around the world are usually a very high proportion of self-taught non-professional sales people, in other cases various professionals who had to incorporate sales as a “technique” to survive in their basic studies, and to a lesser degree some born salespeople. Whatever their origin, today they are facing a very different reality and therefore must “reinvent” themselves by adapting the best of the past and jumping on the bandwagon of commercial virtuality without delay.

The different sales processes, customer prospecting today is maintained through calls and emails, after a normally very basic analysis (by zonal divisions, by vertical category, etc.). In some companies more up to date CRMs connected to AI systems generate fine segmentations, but it is not yet common.

The next stage of negotiation has lost the space for that “magic” where the salesperson tilts emotions, temperaments, techniques, needs and benefits in the sacred moment of the sale. Today he must do this in front of a screen, where the interlocutor has less time and more space to hide behind a mute or a blocked image. Today we are faced with those reality shows where you meet a millionaire banker to whom you must sell your business idea in the few minutes it takes you to ride in an elevator, there is no more time.

Therefore, if this is already a trend, we must do it right, use everything that exists as a tool and transform the old salesperson into a SalesManager version 2020.

The first thing is obviously to get to know the media correctly, the platforms that are used today are varied, and we must prepare ourselves so as not to make a mistake, one wrong keystroke and our business is gone. Whether Zoom, Teams, Meet or other, they are simple, easy to use and can be used on smartphones, tablets, notebooks, etc. without major problems.

The recommendations in front of the screen are very important, look good, an appropriate background, regular wifi network, and above all good sound, many meetings are “heard” rather than seen. There is a tendency to multitask, this means that an interlocutor can be doing more than one thing while listening, or supposedly listening. It should not be this way, but it is a reality. We have been in group meetings with only black screens, this should never happen from a salesperson.

We have little space, and we must be concrete, hopefully practice several times with time, and rely on a striking presentation oriented to the one who will observe it, in substance and form, with limited time, language with precise marketing, benefits over features. This is what one must bring from years of business experience to the present moment.

The fusion of virtual sales and traditional sales will generate your success, but you must get used to be up to date, the times of “we have always done things this way” are gone, today we live in the change, every day new applications appear, we must navigate in the networks observing this, educating ourselves in youtube, webinars, elearning workshops, lives, etc. social networks migrated to commercial networks and every day new ways of giving added value to our customers appear.

Welcome to the digital economy, where no one is left out, and sales are perfected with simple tools available to everyone.

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Professionalization of the company: key to projection.

In Chile, 80% of the companies are family-owned, a scenario that presents several administrative and management shortcomings, which can be addressed by creating corporate structures that allow the business to be projected over time.

In general terms, a “family-managed company” is one in which at least 50% of the senior executives are from the same family group. INE data indicate that today there are around 750,000 companies in Chile, and of these, according to studies by the Business School of the Universidad de los Andes, around 80% are family businesses.

This is not minor if we take into account that, at market level, it is considered that a company loses value if more than two thirds of the executives are family members -mainly because of the potential for conflict- and that, according to the Association of Family Businesses (AEF), 85% of these companies do not survive to the third generation, with an average duration of 8 years of existence.


“These companies face, first, a growth crisis, and then a management crisis”, this would be generated, among other reasons, by administrative failures of managers and/or owners, invasion of roles or members unsuitable for the positions, lack of protocols, irregular financial and communicational flows.

In this scenario, one of the greatest shortcomings may come from the leader, who, bypassing middle management, intervenes in the areas of competence of other members. “This is harmful, because it avoids the structure of people through which you could transfer decisions, and at the same time, measure their efficiency”, it also happens that the founder is the one who “has the business in his head”, not having created a system to transfer that knowledge, a scenario that can complicate the family succession of the business.

Another present problem is related to people in positions merely because of family connection, instead of knowledge, “who try to make up for what they don’t know, with authority; thus, those who really know see that there is no merit in the processes”, adds the engineer. Unfortunately, in these situations, there is often no intervention, either for emotional reasons or because of a lack of effective measurement of the work to support a removal.

In terms of financial diagnostics, he warns that audits often uncover what he calls “Bowling Pin Syndrome”, a common phenomenon characterized by unclear accounting information and/or erratic cash flows, something that usually goes unnoticed “because the owner feels that the business has been doing well”, but which may be generating large losses.


At the corporate level, the professionalization of an organization is not merely the academic improvement of its members: it is to make it visible, optimize it and standardize its operation through a clear and assessable corporate structure, thus generating a “shield”,

to consolidate its position in the market as well as to face its ups and downs. Something that can be complex to achieve in a space where things have often been put together on the fly.

This requires a company accompaniment – developed by external advisors – characterized, in the first instance, by the creation of management committees, which will define rules, procedures, roles and authorities, and regularize the provision of information for decision making. “The objectives must be clear, nothing can be left to interpretation,” he says, adding that an alignment of senior management, with commitment and a strategic outlook, is fundamental to the success of this.

“In Chile, it usually happens that when companies go bankrupt, especially medium-sized ones, they do so because of cash flow problems”, stressing that a restructuring of the financial administration may be required, consciously analyzing the suitability of the roles, not only in this area, but at a general level, since “the neural network of the company is sometimes different from the network of authority and you have to be able to identify who is who, to make the most of human capital and see where the elements that give meaning to the process are”.

In this sense, it is vital to measure the performance of each of the parts of the gearbox. “Progressively each member should be advised that they will begin to be evaluated. Methods and goals are established, and the person will have to start performing. If he or she doesn’t, there is an objective argument for moving him or her; in addition, a signal of transparency will be given to the rest of the organization.”

However, it is asserted that success in the process stems from the ability to visualize the value of the process. “There are people whose business is so good, that they won’t make the effort to become more efficient, because they like the familiar. And no matter how much they are told that such a person is a ‘disaster,’ they won’t take him out.”


It should be clear that the experiences of professionalization counseling vary from case to case, and according to the specific needs, although all of them require long-term and, in the first stage, intangible work. Depending on the organization of the company, after approximately 6 to 18 months, the necessary radical changes begin to be identified: who is really useful, who has potential, as well as who and what no longer worked”. However, contrary to what one might think, in the expert’s opinion, these are very simple stages that begin with the loyalty of the information. “When you have the appropriate information, you start with one area, normally administration and finance, which is the one that summarizes everything, then you combine it with the commercial area, with the logistics area, and in the end you make the whole unit work together in a great delivery of regular and stable information. And with that you can make key decisions to give projection to the company”.