B2B structure and processes
Consulting to structure commercial execution and make it predictable
Most organizations do not have a talent problem. They have a system problem.
When the way of selling depends on each person, results become variable and difficult to scale. We design and implement a sales organization model that aligns roles, processes and follow-up routines, turning commercial activity into consistent results.
Signs of a sales organization that depends on key people
Each of these symptoms can be solved. But first they must be clearly recognized.
Results depend on who sells
A relevant part of the business is concentrated in a few people. The process is not in the system. It is in their experience.
New salespeople take too long to perform
New salespeople take too much time to become productive. There is no clear sales method and no structured onboarding process.
Lack of pipeline visibility
The CRM exists, but it is not used consistently. Forecasts are based on intuition, not on reliable data.
High activity, low conversion
The team works hard, but performance does not follow. There is no clear visibility on where opportunities are being lost.
Management by urgency, not by value
Commercial effort goes to the customer who puts the highest pressure, not to the customer who creates the highest value. The portfolio grows in volume, not in profitability.
Product-based selling, not value-based selling
The sales message explains product features, not customer results. The customer does not perceive the value, and the price always seems high.
Four pillars of the commercial system
Measurable systems — Operational indicators
We define the indicators that really measure commercial health: conversion rate by stage, price by segment, pipeline coverage and acquisition cost. Not activity metrics. Result metrics.
Explicit commercial rules — Governance
We document the rules that currently exist only in an implicit way: who can approve which discount, how an opportunity is qualified, what criteria define account priority. Only written rules can be improved.
Commercial discipline — Management routines
We implement the management routines that turn strategy into habit: weekly pipeline review, monthly forecast with real probabilities, quarterly review of key accounts. Discipline is not culture. It is design.
Margin clarity — Margin intelligence
We build margin visibility by customer, channel and business line. Not to control after the fact, but to make commercial decisions with data: where to grow, where to defend and where to exit.
How a commercial system is implemented in 16 weeks
Weeks 1–3
Mapping of the current sales process, interviews with the team and analysis of real pipeline, price and margin data.
Weeks 4–7
Definition of the commercial architecture: roles, rules, indicators and management routines. Validation with management before implementation.
Weeks 8–14
Direct support to the team in adopting the new model. Real-time adjustments according to resistance, learning and practical evidence.
Weeks 15–16
The system is documented, installed in the company's tools and transferred to the team. No dependence on Synedria.
“At the end of the project, the system belongs to the company. Not to Synedria. That is the only way measuring success makes sense.”