The Regional Sales Manager at the heart of the company's commercial success Episode 12

This week, we take a closer look at the crucial tasks of the Regional Sales Manager. By highlighting the tasks that have an undeniable impact on the company's sales results, our informed analysis will identify promising profiles destined to take on the role of sales managers, the very people who will be the pillars of our business success.

4.4. The Regional Manager, a key player in the management of sales contests

In their quest to improve sales performance, companies often use so-called "push" actions, aimed at stimulating sales teams or the distribution network to sell more, expand the range or target specific customers or prospects. These actions are different from "pull" actions, which seek to encourage customers to buy through advertising, promotional offers, merchandising, etc. It is important to understand that these sales contests come usually in addition to the bonuses and commissions that make up the salesperson's compensation package. Typically, a salesperson who receives a bonus of 30% of his fixed salary for a sales target achieved over a given period (month, quarter, year) could benefit from an additional one-off bonus (in cash or in the form of a gift) if, for example, a certain percentage of his customers buy a new product during the first three months of its launch. Push actions follow one another, punctuating the seasons of a sales team.

The sales force manager must fully invest in the follow-up of the contests by his team. Indeed, the implementation of these incentive actions is a powerful tool for the company's performance, but also very costly. Moreover, they can have perverse effects that need to be monitored. Let's keep in mind that the salesperson is an individual with a sharp critical sense and a certain independence of action. We should not assume that the sales force will blindly follow a "push" action simply because the company launches it. The manager is therefore essential to the success of such an action.

Let's put ourselves in the shoes of a salesperson. When he/she is informed of a sales incentive, he/she analyzes the ins and outs and decides whether or not to invest in it. They look at several criteria, which vary from one salesperson to another depending on their particular situation. Is the competition accessible? Is the effort required to achieve the goal reasonable? Will the effort take away from the time he has available to reach the monthly, quarterly or annual sales goal? Does the product or service offered in this promotion jeopardize its long-term relationships with its customers? It is important to note that these conditions for a salesperson to invest in a "push" action are not cumulative, but exclusive; if only one of these conditions is not met, the salesperson could decide not to execute. The Regional Manager must therefore be present to monitor the implementation of the action. If, after discussion with a salesperson, the RM feels that the competition will ultimately have a negative impact on the territory, he/she should be able to authorize the salesperson not to devote too much time and energy to it. The RM should in this situation quickly inform the sales and marketing department.

But the role of the Regional Manager is not limited to overseeing the performance of his or her sales team. Indeed, the RM must also make sure to maintain a regular level of information with his collaborators. This is especially true when it comes to sales contest results. It is through this communication that the RM can create a positive dynamic and motivate his troops to reach and even exceed the set objectives. A contest that does not incorporate effective performance communication is doomed to failure. It is wiser not to initiate it.?

In addition, the RM must also show initiative and creativity in proposing effective sales actions to the marketing teams or to his/her management. These contests must be adapted to the specific needs of his market and his team, to maximize the chances of success.

The Regional Manager must therefore be a true player, capable of leading his team with professionalism, knowing how to communicate clearly and demonstrating a keen sense of business strategy. He/she must be an outstanding motivator and a force of proposal for the sales management, thus actively contributing to the success of sales contests which are essential to the commercial success of the company.

4.5. For the Regional Manager to become an effective coach

The role of the Regional Manager in developing the salespeople on his or her team is paramount. Although techniques and training exist to achieve maximum effectiveness in this area, the personality of the RM is key to making each team member a better professional, and more importantly, a better salesperson. A disposition for others, empathy, emotional intelligence, all these qualities are essential to shine in the role of coach.

However, it is important to note that the profile of a Regional Manager is not fixed and can evolve according to the situation. In a crisis, he/she will be more of a manager, but must also be able to be a trainer to teach and educate his/her sales team members. More than any other manager, the sales manager must be a leader, encouraging to do rather than simply asking to do.

It is therefore essential for the RM to know how to align the roles and missions entrusted to the members of his team with their intrinsic skills. To do this, it is essential to look for the RM desire to help others. Teaching skills, the desire to pass on knowledge, patience and open-mindedness must be natural qualities in the Regional Manager, so that he or she can invest sufficient time and energy in his or her coaching mission.

To be successful in this role, the RM must also be able to develop transparent and regular communication with his or her team members, creating a climate of trust conducive to learning and professional growth. He or she must be attentive to the needs of each member of the team, while at the same time being able to establish the discipline necessary to ensure optimal productivity.

In addition, the RM must be able to motivate and stimulate his or her salespeople, creating a positive dynamic within the team. To do this, he/she must be able to define clear and ambitious objectives, while adapting them to the specific needs of each member of his/her team. The RM must also be a role model for his colleagues, setting an example through his own attitude and professionalism. In marketing, the combination of push and pull actions contributes in parallel to commercial success? In terms of sales team management, the RM who pulls with these teams by going to the gates with them always gets the best results.

?To paraphrase Johnny Halliday (Famous French singer), the Regional Manager must make his teammate want to want to give everything they can for the benefice of the company. In short, the RM must be a role model, setting an example through his or her professionalism, passion for the business and inspiring vision for the company's future.