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Having realised not one ten projects on sale optimisation in the trading companies, we have found out one interesting law. The management of the companies in words always agrees with necessity of carrying out of radical changes for the organisation of sales, motivation of selling managers and so forth, but seldom enough finishes introduction of new system and in the confirmed terms.
We began to find out with what it is connected. Rather accurate logic, the general for the majority of the companies with which we could work began to appear. Having spent the first portion of organizational changes, the management sees considerable positive results and asks a question: «If the desirable effect of increase in sales is already received what for to strain still?»
Actually, in such approach there is nothing paradoxical. Organizational changes are interfaced to considerable time costs and demands notable pressure of forces. Many proprietors who are already rather provided people, the work connected with necessity so long to strain. After all standard time of realisation of the project on sale optimisation in the company occupies about two months before introduction to which it is necessary to add on 1-2 months on introduction of the first part of changes. In a result, in many cases organizational structure and schemes of motivation of managers stiffen in certain intermediate, a transition state, thus all the same providing the best results than earlier.
Time has come to answer a question, and what factors actually and provide fast increase in sales without carrying out of radical changes. On the basis of the analysis of design experience it was possible to establish that such factors only two – optimisation of work with key clients and the organisation of regular work on attraction of new clients. However both that, and another factors not so are simple as look at first sight.
First, the problem by definition of key clients (key accounts) is absolutely not trivial. There are two basic approaches to definition of key clients. The first approach provides allocation from 3 to 10 largest clients of the company, the second approach suggests to define key clients not only on turns, but also under their status and popularity. We had been developed essentially other approach – we carry all clients to key clients as with actual volumes of purchases more than a certain indicator, and all clients, capable to buy such volumes. Thus such clients can be more ten but their total turn should not exceed third of a company total turnover.
Secondly, work on search and attraction of new clients should differ essentially from the organisation of work with existing clients. After the client ceases to be new to the organisation, he should be passed in a zone of responsibility of the manager who is carrying out regular sales.
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