Define a sales strategy that allows us to meet the budgeted sales and contribution goals, through a sustainable expansion of market share and gross margin, promoting solutions that satisfy and even anticipate customer needs.

Solving the ‘hedgehog’ dilemma, or the intersection between:

1. What kinds of products do we “like to make”? It might be because:

   1. How our facilities are prepared.

   2. The type of market in which we operate.

   3. Our competition.

   4. Our history.

   5. Others.

2. In what products or types of products, strategies, etc., are we really the best?

3. What acts as a company engine from a sales point of view?

In other words or terms, what is our profitable competition in terms of company, product and / or service, that we want to keep and for which we are willing to fight?

Define and implement the human and material resources to carry out all of the above.

Define the value proposition and develop tools that allow its effective presentation to clients. Discover what they need and want.

Definition and management of volume and margin products and markets.

Implementation of sales networks adapted to the markets and type of product.

Identify and explore new potential markets -> ensure growth.

Monitor the performance of the competition. Proposals to change the product / service offer and implement and launch new value offers to gain or maintain competitive advantage.

Collaboration agreements with companies that complement our product and increase the added value of the entire operation.

Creation of the figure of a KAM to manage large clients.

Launch of new products.

Diversification and creation of new sales channels.

Determination of the optimal product portfolio for plants: Master Plan.

Support and help the implementation of investments aimed at improving the quantity and / or quality of products and customer service.

Develop and implement an appropriate marketing plan.

Prepare Customer Satisfaction Surveys.

• In general, the cadence is every two years at the beginning, and then every three years, that is, one for each strategic plan, more or less.

• They can also be done occasional, unplanned, before important events in the company, of which the client wants to know the opinion: for example, having been taken over by an international group, or another corporate movement.

• They can be general, but they can also be particular: an example would be to know the opinion of the client after attending an important fair or similar event.

Creation of façade cladding channel.

Small canning -> smaller lots, higher price and margin.

Powerful sales team. Here we do not have to be stingy. In any circumstance, the best ones must be in the sales department, and the rest of the departments must know it and share this principle.

Customer Relationships Management -> it is important to have a customer relationship management system adapted to the needs of our company, in order to improve customer service and relationships with potential customers, on all three levels:

• Sales management.

• Marketing.

• After-sales service.

• Most ERPs have a CRM installed, but it is generally a paid option to have it active. In a transformation project it must be executed, without a doubt.