Vous êtes tiraillé entre les priorités des ventes et des opérations. Comment trouver le bon équilibre ?

Sorry to say there is no good answer. You have to do both! Sloppy operations will eat into any sales revenue and income you might celebrate having. And without sales the IRS says you are just a hobby. I advise creating a schedule and maintaining consistency around it. It’s ok to flex and lean into sales sometimes but you cannot make it a habit at the cost of managing operations. When you have a team you need to match people’s talents to the task. Not everyone is good at sales and plenty people are poor at operations. I expect proficiency in all areas but I focus on matching the right talent to the right need and maintaining the same consistency. Also communication, sales and ops need to understand and complement one another.

One thing I have found helpful is to bring everyone along. While sales and Ops have conflicting goals, once you put both in the same room together, magic can happen. CPP reduces much easier and at pace once additional sales are earned. Knowing the pain points on the Ops side can help sales avoid pitfalls in front of the customer. Explain the why and bring everyone along.

variables to consider: 1. Startup vs maintaining customers 2. Sales-driven or operationally driven org. 3. Large entity with layers of approvals or agile small executive teams. One formula does not fit all. Start with evaluating what the business need is and double down.

Too often sales and operations end up working in opposite directions. It is key to be sure that goals for sales and operations are aligned in a way that allows everyone to make sure that they are pulling the cart in the same direction. This can be done through a strong sales operations function that bridges the gap between sales and operations.

Assess Risk Management Develop contingency plans for scenarios where sales might exceed operational capacity or where operational disruptions could impact sales. This prepares both teams to handle unexpected challenges without derailing overall performance.

Balancing sales and ops starts with understanding their shared goals: sales drives customer acquisition, while ops provide seamless support. When priorities clash, they're not opposing forces but parts of the same strategy. To find clarity, consider the impact of each priority. I use the "island" exercise: "You can’t see the island when you're on it". By stepping back, you gain perspective on the bigger picture, which often reveals where to focus. Next, use a visual tool like Figma to map each step, showing dependencies and impacts. This layout clarifies the flow, guiding you to prioritize based on maximum impact. Happy sales!

Analyzing the impact of decisions on both sales and operations is vital. Consider how changes in one area might affect the other to ensure benefits in one do not disadvantage the other, maintaining a harmonious balance.

In the realm of business, understanding the ripple effects of each decision is crucial. I excel at analyzing how changes in operations can influence sales performance and how new sales strategies might affect operational efficiency. My approach involves anticipating the broader implications of decisions to ensure that benefits in one area do not create disadvantages in another. By maintaining a holistic view, I strive to balance the objectives of sales and operations, fostering a harmonious environment that supports overall business success.

Sales processes and operational tasks should go hand in hand, where everything should be focused on improving the efficiency and quality of sales. Pay attention to steps in the sales process and your day-to-day operations that can be improved to better align with revenue goals and minimize the time you waste on non-selling tasks.

Absolutely spot on with prioritizing based on strategic needs! Additionally, clear communication channels between the sales and operations teams are crucial. Facilitating regular cross-departmental meetings can help align goals and expectations. Implementing a shared dashboard to track progress and critical metrics ensures everyone is on the same page, enhancing transparency and cooperation. This holistic approach not only balances priorities but also drives overall business efficiency and growth.

If there’s a surge in customer demand, prioritize sales efforts to capture the opportunity, but ensure that operations can meet the increased demand without compromising quality. If operational inefficiencies are hindering growth or causing significant issues, address these first to create a solid foundation for sales activities.

Sales activities should be prioritized, and among the operational activities, prioritize the ones that directly help you sell more efficiently. In general, operational improvements should be discussed with the team, first aligned with the sales process and then implemented in a way that helps the entire team be more efficient.

It took a while, until we understood, how important the wise qualification of the customer with his project is. Since we look very clear on the figures, if the project meets our requirements regarding size, complexity and profit, we also have more time to focus on our strengths on the operational side. It also makes more fun for all involved parties. Also for the customer, since we can show all our expertise in hight tech, he gets the confidence to get the maximum for his invested money.

Here’s one thing I’ve noticed as a business owner, The struggle between sales and operations should not be overlooked , it’s all about finding a balance without this resources would be utilized in the wrong way . This involves understanding the sales strategy, key performance indicators, and other elements. Here are some tips that can help: Prioritize impactful tasks: Focus on the most relevant and impactful tasks to avoid wasting time and resources. Create an action plan: Outline an action plan and establish a timeline for each objective. Break down tasks: Break down tasks make them clear and communicate effectively

Align both teams and priorities toward the same goal—revenue and happy customers. Operations should then support sales and make more time available for selling activities.

Maintain open lines of communication between sales and operations teams. Share updates on market conditions, customer feedback, and operational issues to foster collaboration. Address conflicts or bottlenecks through collaborative problem-solving. Both teams should work together to find solutions that satisfy both sales goals and operational efficiency.

Clear communication between sales and operations is crucial for collaboration. Regular meetings and updates ensure both teams are informed and engaged, fostering transparency and mutual support.

Everyone has to be on the same page . As simple as poor communication can ruin the effectiveness and strategy of a business . Each side or team ( sales & operations) need to understand what is at stake and what is expected of them . Goals , objectives and timelines need to align. Resources need to be prioritized the right way and strategy with adequate feedback needs to be taken note of as at when due .

Communication is the key for efficient operation of any function . Moreover inter-function it is the most crucial element . Clear communication between Sales and operations team fosters a culture of mutual support and trust. Employees are much more clear for their tasks leading to more engagement. This ultimately leads to efficient functioning.

Especially for sales admin and operational tasks, try to automate these as much as possible. Salesperson should not waste time on tasks that can be automated with tools.

Leveraging technology like CRM and ERP systems helps balance sales and operations by providing a comprehensive view of business activities, enabling better forecasting, inventory management, and customer data analysis.

Cross-Functional Training: Providing cross-functional training opportunities for sales and operations teams can help them better understand each other's roles, challenges, and priorities. This can lead to improved teamwork, empathy, and a shared commitment to achieving organizational goals. 4.

Já passamos por muitos momentos manuais nos negócios. Hoje temos e podemos usar a tecnologia como um instrumento favorável às demandas que o negócio exige. Modernizar nossos espaços, trazer isso de forma a gerar grandes avanços, conforto e agilidade favorável aos nossos processos é algo sem preço. Porém mais do que tecnologia avançadas, precisamos de um ambiente humanizado e cheio de calor humano. Com colaboradores que entendem que a tecnologia é para agilizar um atendimento, e não mandar um cliente embora sem ouvir um bom dia, boa tarde, boa noite.

Interessante observação, o uso de ferramentas tecnológicas para auxiliar a gestão de vendas, bem como as demais áreas da empresa. Destaque para o uso, "correto " do CRM. Não obstante, o que encontramos na maioria das empresas, é um "bando de dados", e não informações qualificadas e úteis para planejar e agir.

Continuously monitor key performance indicators (KPIs) for both sales and operations to assess the effectiveness of your strategies, allowing you to adjust as needed and maintain a dynamic equilibrium.

To monitor results effectively: 1. Set Clear Metrics - Define key performance indicators (KPIs) for both sales and operations. 2. Regular Reviews - Schedule regular reviews to assess progress against goals. 3. Use Dashboards - Implement dashboards to track real-time data and performance. 4. Feedback System - Gather feedback from both teams to understand issues and successes. 5. Adjust Strategies - Be ready to adjust strategies based on performance data. 6. Report Findings - Share findings with both teams to keep everyone informed and aligned. Consistent monitoring helps ensure goals are met and allows for timely adjustments.

A grande satisfação da mãe é ver o filho crescer com saúde. Acompanhar as Metas, ver o crescimento, saber que os resultados chegaram, estão robustos. Realmente isto sim, define um esforço em vendas e operações alinhadas com a necessidade do cotidiano. Pois no final de cada etapa bem estruturada os pilares mestres da satisfação é ter vendas, operações e metas batidas. Este cálice de equilíbrio em forma de cristal, mostra quão positivo fomos e quanto nos conectarmos dentro dos ideais da empresa. Ou seja, o crescimento é inevitável. Ele vem como resposta. Por isso, a preocupação com uma venda planejada e uma operação calculada e colaboradores treinados, o resultado são: Novas unidades abertas.