Do you ask yourself…

Is your business strategy/company strategy the most appropriate for this particular moment in time? Is your organization facing important changes (internal, market or customers)? Do you sense the need for a strategic shift to help the organization reposition itself in the market and within its environment? If your company is dedicated to the sale of products or services, do all your points of sale have the appropriate dimensions, structure and organization? What specific support does your brand have? What are the expected sales standards? What is your customer’s shopping experience like? Do you have an omni-channel strategy in place? Is your sales process optimal and the most suited to your customers’ needs? What role should transactional online sales have in your organization? Is your closing rate adequate given your sector? Are the average sales per salesperson realistic? Is your marketing and communication strategy as good as it could be? Do you really have a sense of the profitability that your marketing and communication efforts are generating? Can you optimize your network or sales team’s productivity by improving your compensation or royalty model? Is there a better remuneration system in the network or a more optimal channel for your business at this time? What should it include?

Did you know?...

Client behavior and expectations have radically changed since the financial crisis.  Since then, how we buy has undergone a drastic transformation. Therefore, how we sell should follow suit. Therefore, business strategies and organizations need to adapt to these changes.


Sales teams spend less than 50% of their time selling and the rest on administrative tasks. Store managers cite these burdensome tasks as the main obstacle keeping them from carrying out other sales and marketing activities. A well-designed and well-implemented sales process increases commercial effectiveness exponentially. In addition, a deep evaluation of core, fundamental business processes can result in significant cost savings while at the same time radically increasing customer satisfaction.

A solid compensation model in the channel that includes both quantitative and qualitative factors greatly boosts service quality and management efficiency. A focused, decisive and effective marketing, communication and CRM strategy at the POS during launch yields five times greater chance of success.

If any of these questions or statistical outcomes speak to you, at Dakota we have the solutions you and your organization are looking for. Specifically, we are able to provide our clients with results due to our experience in:

Business/company strategy
Network and team structure, scope and organization (MOS organization and service manuals)
Product and positioning
Network and channel objective setting
Network and channel compensation
Management objectives and sales forecasting
Omni-channel sales
Sales policies and campaigns
Sales efficiency and shopping experience
Procurement and distribution logistics
Client prospecting and capture
Local marketing and communication in distribution networks
Lead management, loyalty management and win-back lost customer programs
Up and cross-selling programs
CRM 2.0
Web 2.0 and social media planning
CSR reputation