Commercial Structure

Competitiveness of the commercial structure, its development and its integration into the strategy and the market.

Below is the detail of some Commercial Structure developments implemented by the professionals of Shocron Benmuyal & Associates in different companies and countries. These developments are implemented within the framework of the Management Processes and not in isolation, which guarantees the achievement of the results sought by the company.

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CUSTOMER DEVELOPMENT

An obvious and fundamental factor in any company’s growth process is to have more customers and greater alignment between supplier and customer. Shocron Benmuyal & Associates customer development models work on three basic pillars: greater focus of the company on customers, customer training so that they get more benefit from what they get, and a higher number of customers with the same profile.

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INCENTIVE PLAN

The commercial dynamics demand and require that the sales force is permanently motivated and constantly focused on goals. SB&A Management develops and applies its incentive plan models by aligning corporate objectives with a concrete approach that permanently generates challenges for the sales team, avoids habituation and encourages positive results.

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VARIABLE COMMISSIONS

At SB&A Management we have found that the commission system (percentage of sales) is inferior in its ability to generate results than a target-based remuneration model, and generates undesired effects.  However, for very entrenched cases or with the need to maintain the commission scheme, we have developed mixed alternatives that provide a progressive curve with the desired goals.

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COMMERCIAL DEFAULTERS MANAGEMENT

Commercial default is an active client who does not pay in terms for a short time. At Shocron Benmuyal & Associates we have applied models in different activities and we understand that should be treated with tools that are tailored to each activity, understanding the flow dynamics of each customer segment, with mechanisms to maintain the business relationship and that the problem does not escalate.

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SALES MEETINGS

The Sales Meetings model that Shocron Benmuyal & Associates implements in the companies is oriented to present seasons and harvests, analyze results, incentivize and reward, generate exchange, and consolidate loyalty to the company. Sales meetings, coordinated with the rest of the tools, are also an ideal mechanism to communicate, receive and manage the market.

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CRM

Customer relationship management is not only about knowing who the customer is, but also about having a canned application. SB&A Management’s CRM processes are integrated with existing applications in each company and/or generate their own external support, to provide contact and decision making staff with the necessary elements to work towards corporate and specific objectives.

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LOYALTY SYSTEMS

Loyalty systems cannot be a simple assignment of points. At Shocron Benmuyal & Associates we understand the concept as something much more complex and dynamic, that interacts with CRM and Customer Experience, that must be recreated annually to generate real value, and that represents an investment that must give results and consolidate the relationship with the client over the years.

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CUSTOMER EXPERIENCE

Regardless of whether it is about products or services, whether it is BtoB or BtoC, providing an adequate customer experience is fundamental. Shocron Benmuyal & Associates develops together with the teams of each company the elements that make the difference, seeking to focus on the pillars of value of the organization and achieve a higher standard than the competition.

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CUSTOMER SERVICE - MOMENTS OF TRUTH (MOT)

Every time a customer comes into contact with a product or service, he/she forms an opinion about it and generates a “Moment of Truth”. Shocron Benmuyal & Associates generates models to manage the Moments of Truth and includes customer service in them, since only an adequate perspective of what the customer needs allows us to serve and retain them.

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PROFITABILITY PER CUSTOMER

Customers are the most rational and necessary source of income for companies and define their survival and growth. SB&A Management, based on the experience that each client can be very profitable or very harmful if its performance is not properly measured, develops revenue and incremental cost models to achieve a management of this key aspect.

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DIFFERENTIATED MARKETS

Generating a market expansion implies entering a space that generally other companies already occupy, which generates the challenge of surpassing what already exists in them. Shocron Benmuyal & Associates generates its models of differentiated markets so that the penetration is based on the idiosyncrasy of the target market and not only of the company itself, and this way the results are enhanced.

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COMMERCIAL MANAGEMENT TOOLS

Growth and expansion processes require monitoring and business management tools tailored to the strategy being implemented. Its use is not standard or permanent, but applied, and therefore SB&A Management collaborates with the systems teams of each company in its design and implementation, and thereby provide decision-making with the elements to optimize management.

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MULTIPLE SCENARIOS

The global, regional and local context of each country evolves fast and influences the design and execution of the results of each company. Shocron Benmuyal & Associates Multiple Scenarios model has been applied and improved for decades in different industries and countries and is one of the keys to the main success of our implementations with a high level or resilience.

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DEVELOPMENT PLAN - DISTRIBUTION & DEALERS NET

The evolution of any company requires that its distribution and dealers business network evolves at the same time or it will generate serious problems to achieve results, requiring huge investments. SB&A Management works with distribution channels to share investments and create a synergy that generates commitments and profits for both parties.

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GROWTH AND DEVELOPMENT OF OPERATING CENTERS

SB&A Management’s Growth and Development models for operational centers (commercial, technical, logistic, etc.) include the determination of targets, resources, flows to achieve them, remuneration systems and success incentives for their management, as well as the operational, financial, logistic and information systems interrelationships with their head office.

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CUSTOMER PORTFOLIO DEVELOPMENT

An essential aspect why companies open centers is to retain and capture clients, however, they usually do not have a systematic and consistent management of these accounts. SB&A Management’s Portfolio Development model for operating centers is aligned to the strategic profile of each center model and the peculiarities of each business model.

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BRAND DEVELOPMENT

Usually a brand of an expanding company is stronger in its places of origin, where it has been in place for longer and where it concentrates executives, dedication and experience, and is more complex to sustain in the operational centers.  SB&A Management’s general brand model and local adjustment is oriented to generate presence and results based on the commitment with its environment and the loyalty of its clients.

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SPECIFIC COMMERCIAL CREDITS

Whether to the end client, to distributors, to channels in general, etc., most companies explicitly or implicitly grant credit for consumption, production or commercialization to their stakeholders. In most cases credit is not the end but a tool, and at SB&A Management we design a tailor-made model for each activity that guarantees the continuity of the relationship and the benefit for both parties.

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BUSINESS INTELLIGENCE

Business Intelligence models and tools require a special design and maintenance that is not exclusive of systems or strategy, but of the combination of both, since they are focused on the creation of knowledge, through the analysis of existing data.  Shocrón Benmuyal & Associates has a long trajectory in the design of BI models applied to business strategy and management, optimizing the use and rationalizing the investment.

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COMPETITION AND MARKET MANAGEMENT

All companies talk about competition and the market, but it is generally treated as something external to the company and therefore the understanding of its dynamics is distorted by the stereotypes that the company itself has formed over the years. Shocron Benmuyal & Associates models of competition and market analysis, combining formal and playful tools, rationalize situations by removing harmful preconceptions.

Finance & Costs

Profitability, strategic costs and cash flows, mostly-particularly in organizations where factors change.

DETAIL BY INDUSTRIES

Below you can see a detail of experience for each industry in actions implemented within the framework of the Shocron Benmuyal & Associates‘ Management Processes, as well as the specific activity areas within that industry and from what year companies of that particular activity started.

Commodities
& Agribusiness

Banking, Fintech
& Insurance

Energy

Technology &
Communications

Industry

Retail
& Services

Agrindustry &
Agro Services

Health

Construction
& Roads

Logistics &
Transportation

Leisure &
Entertainment

Environment