Construindo um modelo de gestão de vendas : a contribuição da liderança, pessoas, processos e ferramentas.

Abstract

For many years, sales managers had believed that whether you had a high performance sales team your company could reach outstanding results and sustained competitive edge. However, we need a new sales approach nowadays, once competition for market share has been increasing more and more. Such approach should be based on science and add some new dimensions that go beyond the human factors. The aim of the present study is to suggest a broader sales management model based on scientific findings that could provide better performance patterns. It is an exploratory study carried out through deep interviews with a group of sales managers previously selected according to the profile sample defined for the study. The main topics of the interview script were four key-dimensions for a successful sales management found in a literature review. These four key-dimensions were also included in the model originally proposed in this study. The research approach adopted allowed participant managers to contribute to the improvement of the original model and the indicators of each dimension by identifying new variables. The techniques used for collecting data were the critical incident and the test of concept, which made possible to scientifically validate all the information collected. This information was also analyzed and validated through the speech analysis method. As a result, new indicators were included in the original model and a new system was constructed, called supportive system. Additionally, all the dimensions and indicators included in the final model were characterized. Thus, the final model is a combination of the original model created from the literature review with the contributions made by the participant managers through test of concept and positive and negative critical incidents reported. This model will help sales management to become more scientific and enable us to better understand the different indicators composing the sale management process. Finally, the managerial and academic implications of the work are presented, followed by a discussion about its limitations and some recommendations for future studies.