How to use CRM to control the schedule of all branches in a company

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Many companies think its okay to grow too much. After all, growth is a great sign, isn’t it?

Big mistake. It is not just a company’s lack of growth and lack of success that can cause it to close down. Disorderly growth and lack of management can also.

We have sometimes seen desperate customers wanting to know how to better control their companies’ branches, as the commercial area was all fragmented, without organization.

Bonus: make your team achieve high sales performance with our CRM platform

Agendor is a CRM and business management platform that works as a control panel and personal assistant for B2B sales teams.

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The fact is that orderly growth, effective management and planning are essential for the growth and sustainable development of a company, regardless of the number of branches it has.

Many entrepreneurs do not know how to control their branches for lack of knowledge in software (such as CRM systems, for example) and other tools that help control productivity.

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What many companies are unaware of and have no idea is that it is possible to control branch schedules through CRM in a practical and simplified way.

Some companies use Google Calendar to do this and find out what new business opportunities each affiliate is working on. However, Calendar does not provide a global view of the sales process and business opportunities in general.

See how CRM can be useful for this organization:

#1. Use the task calendar

Through CRM, you can create a task calendar for all your branches and distribute it among all your employees and salespeople.

With the task calendar, it is possible to know what each branch or salesperson must do and monitor whether the task was carried out effectively. So each salesperson or employee knows what they need to do to reach their goals.

The task calendar is very similar to the Google Calendar we mentioned above.

However, when you use a task calendar synchronized with CRM, you ensure that tasks are centralized in the histories of the customers and the salesperson who is serving the customer.

Thus, information is centralized, avoiding any type of loss, in addition to being stored in the history of the commercial relationship, making it possible to visualize the commercial scenario of all sellers and all customers.

Calendar-centric tasks and contact histories

#two. Centralized registration and history of customers

CRM helps a company to control its customer base globally, regardless of the branch that serves the customer.

Thus, it is possible to have an overview of the number of customers, compare the effectiveness of each branch based on the number of orders, average ticket and purchase frequency.

This facilitates the feasibility study of each branch, since knowing if one of its branches makes a profit or loss, the company is able to plan its next steps more efficiently and focused on the desired results.

In addition, the customer is the company, not a salesperson. When a seller, from any branch, leaves his position, the company is able to transfer the customer to another seller and thus continue the business relationship.

Keep a centralized registry and history.

#3. Sales map and funnel

Every manager wants to know if their company is selling as much as they planned, or if branches are meeting – or exceeding – sales targets.

With the map and the sales funnel, it is possible to identify how the commercial effectiveness of each salesperson and branch is, even being able to visualize the opportunities that were left behind, so that they can be recovered later.

In addition to being able to see the performance of each salesperson and branch, it is also possible to monitor the goals and sales quotas of each professional. In this way, the matrix knows who closes the most sales, who opens the most opportunities, who is the best negotiator, and so on.

These dashboards show the real barometer of business opportunities broken down by branches and/or vendors and make it easy to forecast future sales and targets.

Find out how business is going with the panels.

#4. Facilitated communication between the team

The biggest challenge in managing and administering branches is the lack of communication. With this, the head office ends up moving away from the branch and forgetting to help direct sales.

This is one of the main reasons that make a branch lose productivity: the lack of interactivity between it and the head office.

Every manager knows that he needs to monitor the performance of his branches on a daily basis so that the performance remains as expected and so that he does not have any unpleasant surprises.

The best way to do this is continuous communication. With CRM, the head office can monitor the work of the commercial team in real time, knowing what is being done, which sales, negotiations or new customers are appearing.

When there is this constant monitoring of business performance, there are no surprises in the performance of a branch and thus, the head office is able to get around any indicator of poor performance in time

CRM facilitates communication between members of a team.

#5. Create segmented sales processes

The sales cycle of one affiliate will not always be the same as another. Often, it is necessary to adapt the sales process according to each company for it to work.

When we do this, we adapt each branch to its process, paying special attention to the profile of customers served.

This allows each of them to better explore the opportunities of each customer because the process was created thinking about the profile of the customers they serve.

Define the important steps for your business processes, following the evolution of each step of the business in a personalized way for each branch. Thus, your process will be totally focused on the specific needs of each company.

Create a sales process specific to your company.

#6. Separate the customer base by a salesperson

A big problem in most sales teams is the customer base. Salespeople who go over others to sell more, customers who are forgotten or else, cases where the same customer is being served in several branches.

By separating the customer base by salesperson, your company effectively controls which customer is served by which salesperson, so that each team member cannot service the other’s customer.

So, in addition to preventing salespeople from serving customers who aren’t theirs, when a salesperson leaves, the manager can easily pass a salesperson’s wallet on to the rest of the sales team.

#7. Detailed reports

It’s no use controlling several branches with different sales processes, different goals and different customers, if your company doesn’t know how to measure the performance of each branch.

Detailed reports allow you to analyze not only sales teams in different branches, but also monitor the performance of all salespeople in general.

With this, the head office not only controls the branch that has the best or worst performances but also manages to create metrics to assess salespeople, customers and the profitability of each branch as well.

With detailed performance control, the head office is able to draw the complete scenario of each branch, in addition to correcting errors and imperfections during the commercial process.

Information is the best way to analyze branch performance.

The easiest way to control processes

It is not enough to just grow, or expand the number of units of a company. You must ensure that your performance is satisfactory and that all branches are achieving the expected results.

CRM helps to measure the health of each branch and monitor the performance of the sales force, ensuring they are under control and if not, showing where the error is so that it can be corrected immediately.

In this way, the head office will always have a map of the effectiveness of each branch, knowing when to act or change the scenario, according to the performance of each unit or seller.