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How to be a Successful Manager

How to be a Successful Manager.
Today we will talk about the Commercial Manager

For any position that requires organizing a team of people to have a clear definition of tasks in their job description should be fundamental, however there are many companies where this documentation does not exist or is delayed and it is intended that the professional gets to almost “define the position”, we are talking about SMEs companies, because in corporate companies there is usually staff dedicated to this. In order to clarify How to be a Successful Manager, in this blog we will discuss the role and responsibility of the Business Manager.
In our experience we have generated a base of elements for management positions, since sometimes they arise from people who do not have the experience but do have great capacity and commitment, or also because in family businesses family loyalty is privileged over technical skills. Whatever the case may be, we will leave some basic tasks for any commercial manager.
Distinguishing that the commercial task involves not only sales but also management, relationship, strategy and marketing activities, since it is common to hear the commercial manager only about sales.

Generic Description of the role of the Commercial Manager

“Efficiently plan, organize, direct, control and coordinate the commercial system, designing strategies that allow the achievement of business objectives, directing the development of marketing activities and sales conditions.”

How does this work? Or what should this type of manager normally spend his or her time on?

1.- Define or update its Business Model:
If we are not clear about our business model, it will be difficult to analyze the results of our company. If it does not exist, it must be urgently constructed so as not to make decisions based on the intuition of the partner-managers. This is part of the organization that everyone must be aware of in order to be aligned. A model clearly determines what is the added VALUE that we are giving to customers, and its updating is fundamental given that the market is changing abruptly these days.

2.- Define and measure your Sales Force:
The sales force must be based on what the business model determines as basic characteristics of our services or products and above all the added value of such.
These teams should be monitored with tools such as CRM software with clear measures of their time usage and responses to campaigns that the company determines.
On the subject of profits, commissions are always suggested based on business margins and not on sales. This requires rigorous and clear costing.

3.- Activate Media Marketing campaigns:
The traditional marketing of common media such as press, radio and TV, was complemented by social networks, even leading the former to suffer certain possibilities of disappearance.
Digital marketing is much closer to customers and almost immediate which adds service challenges. No company can be exempt from being active in social networks and include practices to approach its customers through omnichannel processes.
and as a result of AI activities (business intelligence applied to commercial data analysis in this case).
In SMEs it is important to assume that managers now have a role of “reporters” as they must systematically add content to the network managers.

Defining a digital marketing scheme requires the generation of both technical and human contents, which provide proximity of what we do to the customer, either through B2B or B2C, that is, whether our business trades with companies or end customers.
Since last year, customers have increased their demands on companies and this forces them to have a “behavior” of contribution to the community and marketing fulfills this social and commercial role.

Management Control:
The use of control tools, such as a CRM, establishes the measurement of the stages of the sales process, progress, salespeople’s goals, KPIs or management indexes.
Added to marketing and its ratios to achieve purchase intent and/or positioning.

These reports, taken to the general manager and/or board of directors on a regular basis, provide a rich source of management information and adjustments.

As you can see, the Commercial Manager is becoming more and more technologized and must manage current strategic and technological variables. Moreover, traditional marketing managers have migrated into the commercial role, and there are many mergers of this. The world changes and we must change with it.

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