Sales (Re)structuring & Selection in Sint-Niklaas
Why here
Nearly every supply or transport company here has the same setup: an internal desk taking orders, writing quotations and resolving complaints, and nobody else. That works excellently as long as the phone rings. The problem is that the same person is also expected to work new market, and urgent work always beats non-urgent work. So restructuring starts here with one separation: order handling stays where it is and gets a clear commercial task inside existing accounts, while new market goes to someone else with a calendar of their own. We then adjust the stages to what you actually sell, because your deal is usually not a one-off order but a framework agreement with a volume and a term. And the labour market weighs into hiring: Antwerp, Ghent and Brussels all sit within the hour, so role and growth path count for more here than elsewhere.
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
A normal week at your internal desk gets shadowed, counting where the time goes. Almost always it turns out prospecting is not a leftover but entirely absent. We then fix the division of roles, with a concrete commercial task inside existing accounts and a separate owner for new market. After that we rewrite the stages around framework agreements and volumes and test them against the files currently running.
Frequently asked questions
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Our internal desk does everything. Do we absolutely have to hire someone?
Not necessarily, but you do have to designate someone. The problem is not headcount but the blending of two tasks with different urgency. In smaller companies it often works to put new market with one person for two fixed half-days a week, with that time blocked and the phone handled by a colleague. If that rhythm holds and the inflow grows, a hire becomes the logical next step rather than a bet placed up front.
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Salespeople do not stay here long. How do you hold on to them?
By making the role more interesting than the alternative half an hour up the road. People who leave here rarely leave over the work but over the prospect: a larger employer has a path and here there seldom is one. What helps is a role with a clearly owned territory and real decision latitude, remuneration tied to new customers rather than to total revenue, and a manager who genuinely coaches every week. That last one gets underestimated, and it is exactly what people do get elsewhere.
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