{"id":4283,"date":"2021-04-26T00:11:15","date_gmt":"2021-04-26T05:11:15","guid":{"rendered":"https:\/\/willardmanrique.pe\/?p=4283"},"modified":"2021-10-26T00:12:37","modified_gmt":"2021-10-26T05:12:37","slug":"como-definir-los-incentivos-para-la-fuerza-de-ventas-pqs","status":"publish","type":"post","link":"https:\/\/willardmanrique.pe\/en\/2021\/04\/26\/como-definir-los-incentivos-para-la-fuerza-de-ventas-pqs\/","title":{"rendered":"PQS"},"content":{"rendered":"
<\/div><\/div>

\u00bfC\u00f3mo definir los incentivos para la fuerza de ventas?<\/h3><\/div>
<\/div>

En la gesti\u00f3n comercial, los incentivos a los vendedores se suelen definir en funci\u00f3n de las ventas. Estas son el resultado de la estrategia comercial y habitualmente reflejan el ciclo de ventas, que casi siempre se miden a corto plazo: la semana, el mes o a veces el d\u00eda. Aunque, no necesariamente son la mejor manera de medir el desempe\u00f1o de un vendedor.\u00a0Independientemente del producto, servicio o sector, el resultado de un vendedor se debe a tres factores: cartera, perfil del vendedor y esfuerzo.<\/p>\n

La cartera es aquello que habitualmente est\u00e1 fuera del alcance y manejo del vendedor: el turno asignado en tienda, la lista de clientes a atender o visitar, la zona geogr\u00e1fica a cubrir, la ubicaci\u00f3n del punto de venta, etc. En ciertos casos \u2013como la venta de servicios- el desarrollo de la cartera tambi\u00e9n es responsabilidad del vendedor. Durante el confinamiento, la atenci\u00f3n a los clientes actuales y la b\u00fasqueda de nuevos ha sufrido cambios importantes y los vendedores y empresas han adecuado sus medios de atenci\u00f3n y ajustado sus intervalos de visitas presenciales.<\/p>\n

El perfil del vendedor tiene dos componentes: su personalidad y las competencias adquiridas. Aunque suene extra\u00f1o, la personalidad del vendedor es medible y existen tests que ayudan a ello. Es clave en la gesti\u00f3n comercial conocer y gestionar el perfil de vendedor que mejor se adapta a la empresa. Muchas veces un vendedor con excelentes resultados cambia de organizaci\u00f3n, en un mismo rubro, y no le es posible repetir el \u00e9xito antes logrado porque su personalidad no \u201ccalza\u201d con la organizaci\u00f3n. El tercer factor, las competencias requeridas de producto y t\u00e9cnicas de ventas, son f\u00e1ciles de gestionar si implementamos planes de capacitaci\u00f3n y evaluaci\u00f3n a la fuerza de ventas.<\/p>\n

No necesariamente quien\u00a0\u201cm\u00e1s vende\u201d es \u201cel mejor\u201d vendedor. Medir y recompensar el esfuerzo es el verdadero desaf\u00edo al que muchas empresas se enfrentan. Debemos procurar dise\u00f1ar sistemas de incentivos que fomenten el esfuerzo. La definici\u00f3n de las variables que mejor reflejen el esfuerzo depende del proceso de ventas: n\u00famero de visitas, contactos, cotizaciones, llamadas, leads, proformas, entre otros.<\/p>\n

El \u00e9xito de la estrategia comercial se basa en la \u201ccoherencia entre variables\u201d. Idealmente, todos los elementos de la ejecuci\u00f3n comercial deben estar alineados y conversar entre s\u00ed. Pol\u00edtica de distribuci\u00f3n, canales de venta utilizados, esfuerzos de marketing e incentivos a la fuerza de ventas necesitan alinearse para lograr los resultados. Si una parte relevante de los incentivos se fijan en funci\u00f3n del esfuerzo de los vendedores, hemos dado un paso m\u00e1s hacia una mayor coherencia comercial.<\/p>\n<\/div>

<\/div>
Revisa la nota completa<\/span><\/i><\/a><\/div>
<\/div><\/div><\/div><\/div>
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