An efficient design and management of a commercial network requires a lot of work and an over-effort on the part of the organization. It goes without saying that when we speak of a commercial network we are referring to the group of people in charge of directly selling our products and/or services in our company. In this definition, which is what you will find in any marketing manual, I do not share it in its entirety, because I particularly like to include not only those people who sell directly and who we pay for that concept, but I usually recommend and introduce in this commercial network all the people.
Who directly have an impact on the customer's purchase decision, prescribers, customer service, after-sales service, Community Manager, etc... In this list and according to how it is conceived the organization, I include all those who have direct work with the Gmail Email List client in any format, what we call the front office of the organization. As you will understand, this does not facilitate, much less, the management of the commercial network, and introduces the need to create plans with objectives, actions and monitoring for each of these figures, Once we are perfectly clear about who makes up my sales network, we need to generate different action plans for each of these figures, vendors, prescribers, etc..
Although it is recommended that we bear in mind and start from common policies (this it is determined by the personality of each company), I expose those that seem to me that can help to achieve better results for the efficiency of the network: A commercial network cannot be created without professional criteria, time must be spent designing and redesigning its format and operation, procedure and follow-up according to the needs of the organization and the market where it will carry out its work. The selection of members of the network (who will belong to it) cannot be improvised, by references, familiarity, guided by intuition or by the results obtained by the candidate in other organizations.