Sales Strategy & Operations assists companies to increase sales effectiveness, productivity and revenue growth through deployable strategies, processes, training, communication and technology. It aims to enable and support the sales team by acting as an advisor to commercial leadership. Key roles include managing the sales pipeline and forecasts, customer success, sales enablement through training and coaching, and ensuring consistent control, reporting and alignment through sales methodology, process engineering and performance management. The purpose is to establish a structured and scalable sales organization that delivers predictable revenue growth and creates loyal customers through continuous improvement.

1. SALES STRATEGY &
OPERATIONS
EMERSON SCHIVITZ
2018

2. OPERATIONAL DEFINITION
In a Business Unit, which has a structured
Commercial Area or that is being structured,
Sales Strategy & Operations assists
companies to sell better and more precisely,
encourages innovative thinking, identifies
trends and uncovers opportunities in order to
Enable & Support the Sales Team in increasing
their effectiveness, productivity and revenue
growth; based on a really deployable strategy,
process, training, communication and technology.

3. Be the Business Area Facilitator, specially in
Sales Strategy, Support and Control; acting fully
in line with the Chief Commercial Officer (CCO)
and the Chief Marketing Officer (CMO)
"THE IDEA BEHIND THE CONCEPT”
Provide Useful Solutions and Tools for the
Salespeople work with Knowledge, Focus on
Results, Process and Technology
Be the Trusted Advisor of the Commercial Chief

4. Deliver Scalable & Predictable Revenue Growth
Increase Margins & Reduce Sell-Cycle Timeline
Better Motivation & Healthy Work Environment
Integrate Sales Methodology & Process into
the Sales Team DNA
Technology as a Booster for the Sales Area
Create Loyal Customers
Continuous Improvement
PURPOSES
Enable a Sales Structure with Traction that…

5. STRATEGIC
PLAN
CEO
ORGANIZATIONAL CHART EXAMPLE
OPERATIONS
HUMAN
RESOURCESMARKETINGSALES
SALES
MANAGER 4
SALES
MANAGER 3
SALES
MANAGER 2
SALES
MANAGER 1
SALES
STRATEGY &
OPERATIONS
FINANCE

6. Control
Consistent Control
& Reporting
Operation
Supporting to Sell
Better: People, Business,
Customers, Process and
Technology
Strategy
Thinking and Pursuing
Opportunities, Trends
& The Best Sales Team
VECTORS
Alignment
Alignment,
Adjust & Adapt
Plan
1
Check
3
Do
2
Adjust
4

7. THINKING AND PURSUING THE
BEST SALES TEAM & RESULTS
VECTORS & SOME ROLES
• Run Sales Enablement:
Training, Equipping & Coaching
• Pipeline & Forecast
Management
• Customer Success
Management: Up & Cross
Sell, Satisfaction &
Retention
• Sales Project Management
• Interface between
Sales Area and other areas
(MKT, R&D, FIN, HR, …)
• Management All Sales
Performance Indicators,
including Opex & Capex
• Sales Systems & Tools
Control and Adjustment
• Pipeline & Forecast
Reporting
• Sales Commission
Calculating and Reporting
• Sales Reports and
Presentations
SUPPORTING TO
SELL BETTER
CONSISTENT CONTROL,
REPORTING & ALIGNMENT
• Commercial Strategy Drive
• Market Intelligence Data
• Sales Plan Build up - Size,
Type, Goals, Segmentation
• Sales Methodology
• Sales Process Engineering
• Sales Technology - CRM,
Systems and Tools
• Sales Education & Training
Plan; Motivation
• Sales Commissioning Plan

8. TOOLS
STRATEGY OPERATIONS
External Environment
Internal Environment
Customers
Internal Clients
DRIVEINPUT/OUTPUTTOOLS
• Ansoff Matrix, Porter’s Five Forces
• 5W+2H, SWOT, BSC, BCG Matrix
• Market Oppotunity Analysis
• Go-to-Market (GTM) Strategy
• Pareto Efficiency, Ishikawa Diagram
• BM Canvas, GUT Matrix
• Predictable Revenue Framework
• Growth Hacking
• Sales Methodology
• Agile Engineering
• Design Thinking, Scrum
• Empathy Map
• Eisenhower Matrix
• Nine Box Matrix
• RACI Matrix, QC-Story
• Visual Management
• Change Management
• Sales Process Engineering

9. TOOLS
External Environment
Internal Environment
Customers
Internal Clients
• Competitors, market share, threat of new entrants, threat of
substitutes products, GDP, industry growth rate,
international economy trends & situation, …
• Company’s Vision, Mission, Values and Strategy; People,
Organizational Culture, Structure, Goals & Objectives
• Clients, potential clients and prospects. Customer Success
Management, Bargaining power of customers.
• All Sales Force people (Director, Managers, Salespersons,
…) and Company’s other areas (Board, Marketing, R&D,
Finance, Controller, Human Resources, …)
Where:

10. FALLOUTS THAT SALES OPs CLEARS UP
Absence of
a structured
sales area &
process
Weak field leadership
Poor lead generation
Lack of customer loyalty
Salespeople working at cross-purposes
High
turnover of
salespeople
Unreal goals
Lack of
mentoring &
coaching
Non
Custumer-Centric
sales process
Higher
susceptibility
to crises
High churn & lost business
Plan, goals and commissioning
model changing several times
Tension & exaggerated pressure in sales area

11. SO, LET’S ARRANGE IT!
Marketing
Commercial

12. THANK YOU!
Emerson Schivitz
eschivitz@hotmail.com
+55 11 97567 1972
LinkedIn:►
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https://www.linkedin.com/in/emersonschivitz