He had been at the beginning of that company, and also in its growth from 0 to 40 commercials,

His roadmap was as follows:

tajarat properties strives strives to be Pakistan's biggest real estate developer ever, guaranteeing the highest international standards, prompt execution, and lifetime customer loyalty. With projects like lahore smart city location

1) Create several teams of 8 commercials in each one

The reason is that a person is not capable of managing well more than 8 commercials directly.

For this reason, you need to create teams of 8 sales representatives, with a deputy director for each team, and a director for the deputy directors. Thus, the deputy directors manage 8 people, and the director manages only the deputy directors.         

The way to create several teams is to first make a team of 8, and not stop until all 8 make objectives. 

If you want to know before how to create successful small sales teams, I have written 5 posts about it: 1) Create a sales pitch 2) How to create sales teams the first time 4) How much to pay sales people 5) How to manage small sales teams .       

And now yes, when you already have your first team of 8 working, you divide it into 2 teams of 4 commercials each, and you are putting new commercials in one and the other until they are 8. When one of those teams is already working you can divide it again into 2, and thus create another team of 8, which in total make +20. 

2) Have a recruiter and trainer

As you already know, the turnover in a commercial team is very high, because when there are several teams it is already a job in itself.   

That is why the company must be in continuous selection of commercials.

And for this it is necessary that there is a person who is a recruiter and trainer whose job is only to select and train new salespeople, in order to supply teams   with salespeople already trained and ready to sell.

3) Welcome a new commercial

When the recruiter sends a new salesperson to a team, they are already trained in both the product and the sale, but the street is very tough … so they have to have a welcome process. 

The welcome consists of:

- First week: The new salesperson accompanies each of the old salespeople on their team to sell, so they can learn how they sell in real life.  

- Second week: Each of the old commercials accompanies you to sell. They do not interrupt you throughout the meeting, and at the end they explain what you did wrong.  

- Third and fourth weeks: You have to sell alone without anyone accompanying you. 

If he does not sell, the deputy director gives him a warning, and if after a month and a half he still does not sell, he has to fire him, and then the recruiter will supply the team with a new commercial. 

4) A deputy director for each team

The vice-directors have to do the same thing the director did until he created the first team of 8, and divided it into 2 teams.

In one of the previous posts I explained what tasks a commercial director must perform to manage a small team of salespeople.  

In summary they are:

- Daily review of mini-goals for calls and meetings.
- Weekly Roleplays of calls and meetings. Of course, the roleplays should be daily for new commercials. - Listen to the calls of the commercials to review arguments. - Accompany meetings for the same.    

If you want you can continue reading that post here. 

What I do not put in that post, but which is super important, is that the deputy director must be the great personal help (not only professional) of each commercial. 

5) A commercial director for the deputy directors

The tasks of the commercial director, now that he has deputy directors, are more executive:

- Study the market to improve the call and meeting arguments. - If a sale arises to a large company, it is he who continues it and closes it.   

And also what he did with the commercials but now with the deputy directors:

- Follow-up of the mini-objectives of the teams with each deputy director. That is to say, of the global of each team and not of each commercial in particular.
- Roleplays of calls and meetings with the deputy directors.  

And most importantly, get all deputy directors and salespeople to be

To stardom ... or starry

In our case, trying this strategy, and not being successful, caused us to burn a lot of money. In fact, we have not recovered.

I think it was not successful because the founders were not 100% in the company and not being able to be in the details. But during the whole trip I had the feeling that well executed it would work. 

Now that I am 100% in Effigy , and that we also carry out commercial management in a much easier and more useful way using a CRM (you know which one here), I am sure that if at some point we decide to try again, we will succeed.     

How to apply it to your company

The idea of ​​this post is to tell you what I have learned about sales and that now with Effigy I am reapplying.