Structuring and Operating Commercial Channels
Consumption habits and customer profiles are constantly evolving. External factors, such as the COVID-19 pandemic, for example, accelerated the adoption of digital channels, which were already experiencing growth driven by technological advances and improved purchasing experiences.
Changes, desired experiences, and expectations are not uniform and vary significantly across different customer segments.
Structuring the most efficient channel model possible is a major challenge. Balancing expectations, regulatory requirements, customer service and after-sales needs, as well as commercial and financial objectives, is a demanding task.
How should this challenge be addressed? We must start by understanding the market, customer segments, and their needs, while considering the company’s commercial and economic-financial objectives as boundary conditions.
Market and segment information provides us with the map of the game, indicating how to distribute channels and commercial actions.
The next step is to detail the objectives of each channel, such as:
– Sales volumes;
– Product and/or service mix and results by SKU;
– Presence in competitive areas, for example, customer experience channels with our products and services;
– Customer service and/or after-sales support;
– And others.
Once the objectives are defined, we can move on to defining the channels to be developed, detailing:
– The mission of each channel;
– Definition of operating regions;
– Channel-specific offerings;
– Commission and incentive models;
– Supporting tools and processes;
– Criteria for defining capillarity;
– … And the fundamental performance indicators for monitoring results, whether commercial, financial, and most importantly, customer satisfaction.
In established and consolidated operations, we begin GTM initiatives, channel optimization, and related efforts with a diagnostic phase, mapping figures, activities, processes, and customer perceptions.
Benchmarking completes the understanding of our position relative to customers and competitors.
Based on this knowledge, we structure opportunities for optimization and development.
Contact our specialists, who can help deliver immediate results and support the critical work of preparing for the medium to long term.
Frederico Barbosa
Co-founder / Sr. Partner at BFG Consult Engineer graduated from UFMG, with an MBA from INSEAD (France). Extensive experience in management consulting, with a strong track record across multiple industries and geographies. I help companies overcome challenges and achieve tangible results by driving revenue growth, improving commercial and financial performance, enabling expansion into new markets and offerings, and enhancing customer satisfaction.