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Como estructurar un departamento de ventas
Las ventas en el país están viviendo una gran transformación. Se requiere mayor compromiso de las empresas y de la academia para desarrollar esta actividad crítica en los mercados.
Las ventas siempre serán la principal fuente de ingresos de cualquier organización. Ya sea en la oferta de un producto o un servicio, el nacimiento, el crecimiento y la continuidad de las empresas están en las ventas. En este campo de acción, en Colombia hay una brecha entre las empresas nacionales y las multinacionales. Las primeras todavía tienen un gran camino por recorrer en la profesionalización de sus vendedores y en la estructuración de departamentos comerciales más eficaces. La venta como se concebía anteriormente -"el arte de convencer a alguien de que me compre algo"- ya no existe. El nombre del juego ahora es agregar valor a la venta y mirar a los clientes como compradores de largo plazo. Las ventas se han convertido en un único elemento estratégico que no se puede delegar en outsourcing. Es el mejor termómetro del desempeño empresarial y de la percepción en los mercados. Por eso, es la cantera de muchos de los presidentes de empresas, ya que la gente de ventas es la que está en contacto más cercano con las necesidades y gustos de los clientes. En suma, las ventas están en el corazón de los negocios y por ello hay que tratarlas de forma profesional y dedicar recursos para su mejoramiento. He aquí unas pistas claves para empezar.

SIN CIMIENTOS
Lamentablemente, el desarrollo conceptual y práctico de las ventas en el país no tiene fundamentos sólidos. Por los años de la Segunda Guerra Mundial, este tema se convirtió en el centro de atención de universidades y empresas principalmente en Estados Unidos. El consultor Enrique Luque Carulla comenta que las multinacionales empujaron el tema de las ventas en el país y que el primer intento nacional se dio en 1960 con el nacimiento de Diriventas, una asociación de expertos para intercambiar experiencias. De hecho, en 1965 esta institución creó la primera escuela de ventas del país. Sin embargo, Luque dice que este esfuerzo se vio frustrado cuando llegaron las primeras teorías de mercadeo a Colombia. "En ese momento, la responsabilidad de formar vendedores se debilitó y los esfuerzos en las universidades se concentraron en investigar y difundir el mercadeo", afirma. Esta tendencia de ir con las modas gerenciales y no dar continuidad a la investigación propia tiene consecuencias en los mercados. De alguna forma, la academia no aportó ni los vendedores ni los conceptos que requerían los departamentos de ventas. Además, esto hizo que la actividad del vendedor perdiera status. Cuando alguien intentaba ayudar a un pariente con trabajo era común escuchar la frase "ayúdeme a conseguirle un puesto, así sea de vendedor". Rafael Acosta, profesor de gerencia de ventas en la Universidad Javeriana, explica que por esta razón han aparecido cargos como asesor comercial y ejecutivo de cuenta, como un esfuerzo para cambiar el status del vendedor. Este fenómeno hizo que en el país las estrellas de ventas -personas con talento

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comercial y años de experiencia- se formaran en las empresas y no en las universidades. Pero según Enrique Luque, la apertura cambió este panorama. "Antes, las ventas se hacían casi solas y no había incentivos para ofrecer valor agregado. La compra se realizaba, pero no había incentivos para vender. No obstante, con la apertura, el industrial perdió poder de negociación y dejó de poner las condiciones". Es más, Luque piensa que el colapso de la industria nacional en esos años se dio por no tener fuerzas de venta profesionales. El incremento en el número de proveedores y el desarrollo tecnológico hicieron que los compradores supieran más que los vendedores de sus productos, y eso puso a los departamentos comerciales en jaque. Los hipermercados ilustran la crisis de finales de los 90 entre compradores y vendedores, pues empezaron a tener información completa en las estadísticas de ventas y ubicación de sus productos. Como en una negociación la información es el principal factor de éxito, los vendedores empezaron a tener problemas. Cuando en un mercado el poder de negociación está de forma evidente en manos del comprador, esto se presta para que se den prácticas comerciales poco sanas. El profesor Carlos Mansilla, de la facultad de administración de los Andes, resalta la necesidad de fortalecer una ética en el proceso de ventas. En la medida en que las compañías que no jueguen con lealtad, la pérdida de objetividad se traducirá en una disminución en los beneficios del cliente final. Mansilla asegura que lamentablemente los compradores operan con una visión de costos y beneficios, y por momentos se olvidan del valor para los clientes. "En la misma forma en que los vendedores se deben profesionalizar más, también tienen que hacerlo los compradores", asegura. ¿Qué hacer para enfrentar estos desafíos?

LA PERSONA QUE USTED NECESITA
La solución está en un nuevo perfil de vendedor. Las estadísticas lo comprueban ampliamente. Gabriel Jaime Soto, coordinador del área académica de ventas de la universidad EAFIT, ha realizado una serie de estudios exploratorios sobre el comportamiento del gerente de ventas colombiano. Soto identificó en la literatura cómo sería la distribución de tiempo óptima de un gerente comercial en distintas actividades. Esta distribución es del 40% a planear, desarrollar políticas y estrategias de ventas; el 15% a dirigir; el 30% a controlar, y el 15% restante a otras actividades. En cambio, los datos que él recogió para el caso colombiano muestran la tendencia contraria: los gerentes nacionales dedican más del 80% de su tiempo a dirigir y controlar, y dejan solo 15% a planear y organizar. La conclusión es clara, los gerentes comerciales del país se preocupan más por cumplir los presupuestos de ventas y no dedican tiempo suficiente a estructurar departamentos de ventas estratégicos y efectivos. Primera recomendación: identifique si su gerente de ventas tiene habilidades gerenciales y va más allá del control de presupuestos. Otra tendencia que marca la nueva forma de operar entre el gerente de ventas y sus vendedores es la del acompañamiento y el aprendizaje. Carlos Mansilla denomina esta función como formación proactiva, un concepto similar al coaching y refleja la capacidad de mejorar el desempeño comercial de todo un equipo de trabajo. En sus investigaciones, a partir de 383 encuestas a gerentes de ventas, concluye que en la

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parte comercial de las empresas hay una altísima rotación del recurso humano. Esto, asegura, porque los gerentes no son capaces de explotar las competencias de su gente. En la actual tendencia en que los vendedores ya no se forman en las empresas, sino que salen de las universidades, cada vez es más cierto que los mejores no nacen, se hacen. Segunda recomendación: asegúrese de que su gerente de ventas sea un buen mentor. Otro elemento que está transformando el panorama comercial del país es la profesionalización de la gente. Además de las competencias clásicas que debe tener un vendedor -seguridad, sociabilidad y agresividad comercial-, ahora es fundamental tener una noción muy amplia de los mercados. Una persona preparada, que lea constantemente y se empape de todos los temas que rodean los productos y servicios que ofrece. De los análisis exploratorios del profesor Soto se puede concluir que el país avanzó mucho en este campo en los últimos años. El 87% de los gerentes comerciales tiene estudios profesionales y el 40% de ellos tiene posgrado. Las carreras de ingeniería predominan entre estos gerentes, el 39% tiene esta profesión y el 12% corresponde a ingenieros mecánicos. A los ingenieros les siguen los administradores de empresas con 26% de participación. Tercera recomendación: esté al tanto del nivel de profesionalización de su gente. El profesor Alejandro Sánchez, del CESA, dicta un taller de ventas en el que realiza un estudio de competencias comerciales en sus alumnos. En estos estudios salen a flote interesantes conclusiones. Los alumnos son fuertes en temas como agresividad comercial, combatividad y seguridad, pero tienen que mejorar en dos aspectos centrales: tolerancia a la frustración y compresión. Estos dos elementos, agrega, son fundamentales en la vida profesional de un vendedor. Colocarse en los zapatos del cliente y admitir el fracaso son temas que se pueden desarrollar desde la academia. Las responsabilidades en ventas son tanto de las empresas como de los empleados. Según Rafael Acosta, el vendedor requiere garantías, estabilidad y motivación permanente. "En esta EL MERCADEO actividad, la motivación es un proceso individual, que APORTA BUENOS puede ser afectado por la familia o por los compañeros PRODUCTOS, de trabajo. La empresa debe generar un entorno amable pues la motivación del vendedor afecta PRECIOS directamente su desempeño". En este punto, las MENSAJES Y empresas fallan porque su prioridad es obtener LUGARES. EN resultados y no medir desempeño. El vendedor necesita que el resto de la empresa funcione, pues él es quien CAMBIO LAS pone la cara ante el cliente y representa a la empresa; VENTAS APORTAN cuando un producto no llega a su destino, el vendedor LAS SEÑALES es quien se perjudica. Esta condición de estar siempre al frente de los sonidos del mercado hace del vendedor PARA QUE ESTOS el principal recurso de investigación de mercados. ELEMENTOS Incluso cuando no hay recursos para contratar servicios FUNCIONEN. externos, una buena recomendación es escuchar a los vendedores sobre las percepciones del mercado antes de acudir a terceros.

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ORGANICE SUS FICHAS
El tema de las ventas es tan importante que muchas veces representa el tránsito de un negocio a una empresa formal. El gerente de una pyme dedica la mayor parte de su tiempo a vender, así nace una empresa y de ello depende que tenga éxito. Cuando el gerente entiende que debe delegar esta función pues no le da tiempo para las otras responsabilidades que van surgiendo, constituye las ventas como un área funcional. Esto es bueno, pero es vital saber cómo hacerlo tanto en empresas grandes como pequeñas. La gran discusión en este punto, dice Mansilla, es dónde situar la parte comercial y dónde la de mercadeo. En algún momento se colocó al mercadeo por encima de las ventas o también se trabajaron unidos. La tendencia actual es trabajarlos en el mismo nivel e incluir un espacio de investigación de mercados. Lo más importante aquí es la comunicación: mercadeo tiene una función de planeación y ventas, de ejecución. La información y la operación de cada uno son fundamentales para el buen desempeño del otro. "El mercadeo aporta buenos productos, precios, mensajes y lugares para lograr vender. En cambio, las ventas aportan las señales para que los otros elementos funcionen", afirma Mansilla. Esta comunicación de la parte comercial con mercadeo se debe extender a todas las áreas de una empresa, financiera, producción, etc. Lo realmente nuevo en ventas es que ese departamento debe ser el interlocutor entre todos los componentes de la empresa con el mercado externo. Así lo hace Procter&Gamble en Colombia. Juan Carlos Trujillo, quien lidera el nuevo enfoque de ventas de esta multinacional en el país, explica que dejaron a un lado el esquema transaccional, en el cual la responsabilidad comercial recaía en una persona, que era el vendedor. Ahora tienen unidades de desarrollo de negocio con el cliente, que trabajan como grupos multidisciplinarios que involucran todas las áreas de la compañía. Su filosofía no es vender por vender, sino ayudar a que sus clientes vendan más y así establecer relaciones comerciales de más largo plazo. El tema de ventas es muy extenso. Gabriel Jaime Soto trabaja en tres frentes: diseño, administración y mejoramiento. Solo en la parte de diseño identifica las funciones: tipos de ventas y perfiles, estructura de la fuerza de ventas, territorio de venta, planeación y compensación. Cada uno es susceptible de mejorar con las herramientas gerenciales adecuadas. En cuanto a la compensación, el esquema de comisiones, que está tan difundido en el país, cambiará únicamente cuando las empresas aprendan a utilizar la tecnología en el proceso de ventas. Esta es la posición del profesor Mansilla, quien opina que en las empresas que segmenten mejor sus clientes y entiendan sobre sus gustos y comportamientos con el uso de call centers, el riesgo de no venta tenderá a caer y por ende la necesidad de comisiones tan altas. Una muestra de que el país requiere mucha investigación en ventas por parte de la academia y la motivación de las empresas para incorporar prácticas comerciales cada vez más modernas. Es el momento de tomar la bandera de las ventas para escalar con mayor facilidad la competencia que se avecina.

LA TENDENCIA DE IR CON LAS MODAS GERENCIALES Y NO DAR CONTINUIDAD A LA INVESTIGACIÓN PROPIA TIENE CONSECUENCIAS EN LOS MERCADOS.

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...Name: naiara Date: Period: A Raisin in the Sun —Open Mind Diagram Directions: Put yourself into Mama’s place. Fill in the open mind diagram below with objects, images, symbols and quotations from the play to provide a picture of what might be going through her mind. Reflect on Mama’s feelings as she talks with her daughter. List thoughts and images that might be going through Mama’s mind. You must include at least 2 quotations in your open mind diagram. Extra Credit: On the following page, write a paragraph explaining what you drew and wrote inside the open mind. Mama Younger Never put someone else infront of your family Because family is blood. [pic][pic] Don’t judge someone if you don’t know their true colors. Quote 1: “There are some ideas we ain't going to have in this house. Not as long as I am at the head of this family” Qoute 2: “Honey . . . life don't have to be like this. I mean sometime people can do things so that things are bet” What I put in my thinking head is FAMILY. You should never give up on your family even if your falling off and don’t have nothing no money you will always have your family there to support each other no matter what the struggle is. You should always fight and never give up because you never know a miracle might happen and your life could change in a snap of a finger. You shouldn’t put nothing before your family because your family is blood...

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