Sales (Re)structuring & Selection in Kortrijk
Why here
Two peculiarities that do not arise elsewhere decide what a sales department looks like here. The first is a year shaped by a fair calendar: everything fills up in autumn, after which half a year passes with nobody following up systematically. The second is a distributor network that grew historically, in which some parties perform and others mainly occupy a territory. Structuring here therefore means more than defining stages; it means redistributing the year: which weeks are preparation, which are follow-up, and who owns the eight weeks after an edition when your competitors stop calling. Then comes the territory conversation, which can only be held commercially once there are numbers per distributor. In hiring we look for the profile that can do both: steer a network and sit at the table personally. Those are rarely the same people.
No list of offices — just honesty: we work remote-first and come on-site where it truly matters, by plane if that is what it takes. Travel costs are charged on.
Our approach
Two axes shape the first weeks: what happened to the fair contacts, and what each distributor actually turned over. That second one has often never been put on a single sheet before. We then set a definition and an exit criterion per stage and test them against live files. After that we lay out the year, from preparation to follow-up, and establish who is responsible for what in each period.
Frequently asked questions
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Our selling hangs off the fair season. What does a year look like then?
Not like one peak with a hole behind it. In the setup we use, the weeks before an edition start with locking in specific meetings, the fair itself runs as a qualification moment, and the eight weeks after are reserved entirely for follow-up with a fixed interval per contact. The months that follow are filled with signal-driven prospecting and with keeping contacts warm until the next edition. That way the whole year stays usable.
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Should we replace our distributors with our own salespeople?
Rarely all of them, and never before you know what each territory does. A distributor who performs is less demanding than an in-house team and sits closer to the customer; a distributor who merely occupies a territory blocks your growth without anyone measuring it. We first map per territory what happens and what is realistically possible, and convert that into agreements on visits and reporting. Only when those agreements go unmet does replacement become a real option.
What you invest depends on what we build. The homepage says where it starts.
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