What does the job of indirect channel strategy consultant involve?
The indirect channel strategy consultant at GTM connects the company’s strategic vision with commercial execution among partners. We design and implement plans to increase channel efficiency and profitability. We analyse data, identify opportunities and propose solutions to align performance with quality.
In the area of commercial development, we manage actions that simplify the partner’s experience, from prospecting to sales, including training, incentives, and integrated processes. The job requires a 360° vision, connecting marketing, products, training, and sales to ensure consistent results.
What does it involve?
In practice, it involves developing strategies to increase the sales capacity of indirect channels, creating commercial levers and developing new and more efficient sales channels.
We also work on defining KPIs and monitoring partner performance, ensuring that the actions implemented have a real impact on the business.
Another essential point is managing partner relationships. The consultant must have a deep understanding of their needs, challenges and potential in order to offer customised solutions that improve performance. In short, it is a role that combines strategic analysis with practical execution, always focused on results.
What professional profiles work in this area?
Professionals in this area usually have experience in analytics and project management, and they hone their skills with knowledge of sales and sales channel management. The job requires influence, negotiation and building solutions with multiple stakeholders. Adaptability and collaboration are essential, as the consultant connects strategies from different areas with the reality of each sales channel.
Why is it important for companies?
Its importance lies in the strategic role it plays in managing indirect channels; when this management is efficient, it has a direct impact on Vivo’s B2B revenue. The consultant prepares partners to sell more and better, creating a sustainable ecosystem.
In addition, it expands the company’s market presence without increasing internal costs, ensuring capillarity, speed and competitiveness. In short, it is a function that drives growth and profitability for Vivo.
How does it differ from other types of strategy consultants?
This role is different in that it directly links strategy and execution in indirect channels. While other strategy consultants focus more on macro planning, our approach is to transform strategy into concrete results, ensuring that partners are prepared to sell efficiently and profitably.
In addition, we connect internal and external areas, translating objectives into practical actions, which requires a 360° vision, analytical skills and a close relationship with stakeholders.
To clarify the concept, what types of indirect channels exist?
There are different types of indirect channels in Vivo’s B2B, such as: customer service, remote, consulting, e-commerce, and B2C channels. Each has its own particularities, remuneration model, and focus products. However, the synchrony between the strategy applied, the DNA of each channel, and the appropriate audience assigned to each is what guarantees successful results.
Customer service channels are responsible for serving the entire customer base and also for actively and responsively selling products. In addition, they have a great responsibility in reducing churn due to the high number of mobile and fixed-line loyalty programmes.
Remote channels act as hunters in the market, focusing on FTTH and mobile sign-ups.
Consulting, currently the channel with the largest number of salespeople, is responsible for building customer loyalty, increasing profitability through more sales and attracting new customers to Vivo.
E-commerce works with one of the few E2E channels, building the omnichannel nature of Vivo’s indirect digital channels.
The B2C channels have great capillarity, with approximately 1,800 points of sale distributed throughout Brazil and a solid door-to-door sales team, prepared to meet the needs and opportunities of B2B customers within the B2C channel.
In terms of the operating model, customer service and remote channels operate as a call centre focused on quick sales, with multiple calls per day. The Consultative model combines face-to-face customer service, a great strength due to its capillarity, with inside sales.
For their part, e-commerce and B2C channels operate receptively within their specificities, taking advantage of all opportunities.
As GTM, we are responsible for keeping all these channels aligned with their objectives and DNA, always seeking to sell more and better every day.
