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How to develop a turnkey sales System: the main idea and scheme of the joint venture

How to develop a turnkey sales system in the foreseeable future? How to start building a sales System? What to start from? What is primary? What is the first step and what are the next steps? What should be the final result? Why is a sales System built in a certain way the strongest competitive advantage and provides significant sales growth? Alexander Cherny, author of courses on strategic business development and business practices, answers these and many other questions
In this series of articles, I propose a step-by-step algorithm for developing a turnkey sales System using a specific example-12 steps of the author’s methodology. I hope that readers will be interested in the proposed algorithm, especially since it is quite difficult to find something like this on the Internet.

In the third article of this series of articles, “developing a turnkey sales system: modeling the main business process of the sales System”, Step 5 was considered — the main business process of the sales System (hereinafter referred to as the SP) was modeled, according to the main example.

This article will cover Steps # 6 and # 7 of the author’s methodology-the N levels of the proposed sales System will be justified, the main idea and scheme of the joint venture, as well as the main ideas of the organization of the lower levels of the joint venture.

Step 6: Preparation of the sixth section of the document “development of the sales System — -” Justification of the N levels of the proposed sales System, the main idea and scheme of the joint venture»

“The future must be laid in the present. This is called a plan. Without it nothing in the world can be good»

Georg Christoph Lichtenberg

Why, according to the main example, the proposed joint venture has 5 levels? Below is the justification for the sufficiency of 5 levels of JV on the “top-down” principle in the first example and the justification for the need for 5 levels on the “bottom-up” principle in the second example.

Example 1. New financial year, annual planning, sales plan planning.

The PLC sets a strategic goal for the CD and coordinates it with it. Why does it agree? Because if the sales plan is too large, which means that it is unrealistic, the managers of the directions and sellers can simply leave the company, because they will clearly understand that the sales plan is not feasible, which means they will not receive bonuses.

KD distributes and coordinates sales plans according to the directions. The logic is the same. It is clear that at this stage of approval, the plan can return to the level of the PLC-CD.

The result of this planning will be sales plans and quality goals for areas and individual sellers. At the same time, the number of telesales and assistants is also planned, since the CD and the direction managers understand what the sales funnel should be and what forces to create it in order to fulfill the sales plan.

Of course, new customers will be required. This means that sellers will set tasks for calling telesales, and telesales, in turn, will set tasks for assistants to prepare information for customers to call them effectively.

Thus, the strategic goal set by the PLC is automatically transformed into a list of sub-goals and tasks for employees of the entire sales Department.

The logic is this.

Entry-level and mid-level sellers must spend the lion’s share of their time working with clients and moving deals to the next stages. If they do not succeed, they pull their managers to this work.

Telesales should make “cold” calls, arrange calls and meetings, send emails and generate reports to make it clear what works and what doesn’t. Assistants should provide telesales with information for the most effective “cold” calls. This results in 5 sufficient functional levels in the joint venture. Additional levels are not visible.

Example 2. What happens if a certain level is excluded?

To be honest, no level can be excluded from such a joint venture. Why? See Fig. One

Rice.1. Implementation of the strategic goal by the sales Department

CD cannot be excluded. This is understandable. Someone must manage sales, represent the company at a fairly high (their) level, participate in complex sales, rebuild and improve the joint venture, and perform a whole range of functions corresponding to their position.

It is theoretically possible to exclude the head of an industry direction. Then who will be the bearer of the main industry knowledge? And then who will pass this knowledge to sellers? CD? And if there are more than five industries, or even more than those? Will KD be able to know the key industries that the company works with, since they should be known by the managers of the areas that work with them every day? Probably not. This means that the head of an industry direction cannot be excluded, since someone must be the main carrier of industry knowledge and also be responsible for the sales plan in the industry and fulfill it.

Is it possible to exclude sellers? The question is rhetorical. Of course not. This is the main force that promotes and sells the company’s solutions. Sales can and should involve both the head of the industry direction and the CD. But the main work with customers is still carried out by sellers. You can replace some with others by firing ineffective sellers.

Is it possible to exclude telesales? You can exclude it. Question- “Who will generate a stream of “warm” customers for sellers?”That’s right, the sellers themselves! Is it economically feasible? No! Is it real in large volumes? No! What happens when a single seller “hooks” into 3-4 customers and starts working closely with them? That’s right, the flow of new customers will run out. At the same time, a number of sellers may not “catch on” for a single client for months, since they will not be engaged in cold calls in a large volume! What will happen to them? That’s right, they will be fired and … new ones will be taken in their place. The same. Then the action will repeat. And so in a circle.

The idea is for well-trained and permanently trained telesales to be high-class specialists in “cold” calls and generate “warm contacts”. This is their bread!

Is it possible to exclude assistants? The answer is the same: “Theoretically possible.” Question: “then Who will prepare information for telesales, first of all, contact information, as well as information about customers? Who will physically send out emails and perform a lot of simple, but routine work?”Anyone? Or the telesales themselves?

1. If there is “someone” every time, then the quality of this work will be quite low and the business process will not work effectively. Telesales are constantly growing, they constantly have new requirements for the information they need to call, because they are the ones who call! And helpers are constantly growing. Therefore, a permanent link “telesale assistant” is necessary.

2. If the telesales themselves, then their main function will not be calling potential customers, but a number of functions: find contact information, find information about the client, study it, then call, then put everything he found into a single database, etc.it is Unlikely that in such a situation, he will be able to generate the necessary and sufficient flow of “warm” customers. Its main function is blurred! A lot of routine functions will be added to the main function and … telesale performance will quickly drop! And getting through to new customers is not the easiest task, if not one of the most difficult.

The idea here is for trained and permanently trained assistants to quickly, accurately, and efficiently execute telesales ‘ orders, understanding them well, and be specialists of a fairly good level in this part of the work. This is their bread!

At the same time, assistants can and should obey their assistant group leader, but work in close conjunction with telesales. We are not surprised when sellers together with presale managers work with clients, for example, at the time of preparation of the tap or jointly meet with clients. In the same way, sellers and telesales, as well as telesales and assistants, must interact. This results in 5 required functional levels in the joint venture.

Functional structure of the sales Department

Why is the functional structure of the sales Department proposed instead of a linear one?

The idea is that each employee specializes in performing specific activities. Why is this structure more preferable in large companies, especially those that provide complex services and implement complex technical projects?

Arguments for the advantages of a functional structure as opposed to a linear structure (for a project company):
In a functional structure, it is easier to focus on specific functions and specific work. This means more professional work at every stage of the sales cycle;
The functional structure is more cost effective;
The most important “weapon” of the seller is his knowledge of the product. Therefore, the functional structure is more appropriate if the company’s product line is wide and quite complex, since it is possible to distribute sellers by product groups;
The seller does not work alone, as in a linear structure, but in a team. It’s easier, more interesting, and more effective. It performs only its main functions and improves in them. He learns and grows. From level to level.
You can give a number of arguments and all of them will add competitive advantages.

While sellers are working with customers in the field, other employees (telesales) are looking for new potential customers (call, send emails, or something else), and when there is a need to meet with a client at a higher level, managers are connected. That is, it is both a bigger “sales Lever” and a conveyor at the same time.


This JV does not imply administrative subordination of Level 5 (assistants) to Level 4 (telesales), or subordination of Level 4 (telesales) to Level 3 (sellers). It involves meaningful collaboration and meaningful interaction-setting tasks at a higher level to a lower level. At the same time, the managers agree.

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