What is at stake?

In an extremely competitive world, the quality of management of a sales team is critical to reach a high level of performance.  Previously salesmen themselves, sales managers sometimes have difficulties assuming their new role. The best salesman is often appointed manager without enough support to prepare him to his new role.

Many managers of sales teams spend little time to really manage their teams, they are often in the role of 'super seller'. They often act as the 'band leader', close to their team, but with a real  difficulty to manage.

To drive change in the managerial practices of a company, it is not enough to send occasionally managers to a training. Although the training programs in question are generally of quality, managers eventually put into practice only a small part of what they have learned:  "In our company, it is not completely appropriate ...".

Our value proposition

- A review of management practices based on:

• Interviews with managers and employees from the Executive Committee to field management,
• Positioning of current practices against 'best practices',
• A comparison between the vision of managers and those of employees on the main management practices of the sales team.

- Design and implementation of a management charter (corporate management values, what they mean for managers and employees in their everyday interactions, schedule of meetings between managers and employees in line with the HR calendar, ...)

- A practical training targeting all hierarchical levels, from the Management Committee to local management

Expected results

- A clear understanding of the strengths and areas for improvement of the management practices at each hierarchical level in the company

- An action plan addressing the real issues of corporate management

- Perceived changes in less than 6 months => This approach is particularly efficient when deploying a new business strategy, by speeding up its implementation