Achieving optimal sales efficiency requires that the sales team is strong enough. This, made up of various profiles, is one of the keys to a company’s success. Because a sales force cannot be invented, it is created!
The commercial organization of a company is structured around a wide variety of profiles. Among them, the Account Executive, also called Account Manager, is responsible for ensuring customer relations and finalizing sales. Throughout the sales process, the Account Executive is responsible for one or more customers and ensures their satisfaction. Its missions range from the organization of the meeting to the commercial negotiation while passing by the management of the potential problems relating to the sale. In other words, the Account Executive has a pivotal function: he operates at different points in the sales process and knows precisely the history of the clients for whom he is responsible.
As for his skills and soft skills, the Account Manager is a very versatile person. Beyond his perfect knowledge of the market and the customer accounts for which he is in charge, the Account Manager must demonstrate good interpersonal skills in order to best manage any problems that may arise.
Customer success manager
The role of the Customer Success Manager (CSM) has become essential for any company that wishes to make customer satisfaction its priority. This relatively new function is interesting for ensuring customer satisfaction over time. The Customer Success Manager acts on three aspects: developing, satisfying and retaining customers. While keeping an eye on the loyalty of his customers, he designs a development strategy based on the customer experience.
To provide the best possible customer experience to its customers, the CSM becomes the privileged interlocutor between the customer and the company. He therefore takes care of supporting and advising the client. According to the feedback, he draws up action plans to achieve lasting improvement in customer satisfaction. Its objective is therefore to preserve the satisfaction of as many people as possible and to always obtain more positive feedback.
In short, the CSM is at the crossroads of several universes: sales, marketing, digital and communication. Thus, it is not confined to a single service and works towards collective performance. When he decides to establish an action plan, he consults with the various departments of the company (sales, IT, general management, etc.) in order to establish an optimal solution. As a result, we could say of the CSM that it occupies a pivotal place within the sales force since it brings together several types of profiles around it.
Having this role of federator supposes being of a rather empathetic and dynamic nature. The CSM knows that he has an important role to play in the good coordination of the sales force and must be inclined to work often in groups. The improvement of the customer relationship is conceived in several and combining strengths is a real advantage. His ease of expressing himself and his interpersonal skills make him a major element in the company!
Finally, the CSM is involved in so many different missions that he must have a certain sense of organization. Project management, communication, sales process… Nothing escapes him! Ace in new technologies, he has a certain mastery of digital tools and is not afraid to learn new things.
Building a sales team that matches the company’s ambitions is a task that requires a lot of attention. The sales manager is overseeing this project and making sure to form a team that is both competent and complementary. Because if there are many salespeople, none is like another! And if finding the perfect alchemy between the different profiles is sometimes a long-term job, this association of forces is often the key to great success.
Once the team is formed, team management takes place. An action plan is defined and the different profiles are aware of the commercial strategy to be adopted. The objectives are set and the methods to achieve them explained. The key is to ensure that each element of the sales team is aware of the objectives to be addressed as a priority.
In order for harmony to continue between the members of the sales team, it is essential that the latter be continuously trained in new products, services, methods and tools developed by the company. Becoming an expert supposes real training work behind the scenes… But thanks to the digitalization of training tools, knowledge is always at hand! Salespeople are therefore more educated about the products or services they offer, thus inspiring confidence in customers.
Stéphane Renger is an entrepreneur, specialist in commercial performance. This text is taken from his book “Le guide du Super Commercial”, published in 1min30 editions, 200 pages, 19.90 euros.