DO YOU RECOGNIZE YOURSELF
What sales managers go through with scattered field teams
Performance gaps between regions remain unexplained
Some regions outperform, others stagnate or disengage. But without mapping real skills, it is impossible to know if it is a market, management or mixed-race problem, and therefore impossible to intervene in the right place.
You control the results, not what produces them
Revenue, conversion rate, average basket - you have all these indicators. But behind these figures, you don’t know who really masters technical argumentation, objections management or product knowledge. The skills data does not exist.
The increase in skills depends on the local manager
A good manager develops his teams. A manager who is overwhelmed or less pedagogical does not do so. The progress of a sales engineer is therefore as much a matter of luck as of process, and this can be seen in the results.
The onboarding of new sales reps is long and random.
A sales engineer often takes 6 to 12 months before being fully operational on a complex portfolio. Without a structured path, this increase in skills depends on the right meetings, the right clients, and the right timing – not on a reproducible process.
Sales training is not transferred to the field
Sales seminars, product training, e-learnings - your teams follow them. But two weeks later, we don’t know what was selected, let alone what is applied in client appointments. The transfer to the field is not measured.
Sectors involved
Agro & distribution
B2B services
Industry & equipements
Energy & utilities
Pharmacy & medtech
Building & materials
THE PROBLEM
Why traditional approaches don’t work for field teams
CRM & reporting tools
They measure activities and results, not skills. Knowing that a salesperson has 8 appointments per week says nothing about the quality of their technical argument.
Annual HR evaluations
Too far apart, too subjective, too disconnected from the real situation. They photograph a perception, not a measured mastery in a work situation.
Annual in-person training sessions
Effective in creating cohesion, insufficient to anchor complex technical skills. The return to the field erases in a few weeks what has been seen in theaters.
Ad hoc coaching of managers
Valuable but unstructured. Without a common frame of reference, each manager accompanies according to their own vision of the good salesperson, which creates as many definitions of excellence as there are managers.
DAYLINDO'S ANSWER
Measure actual skills. Drive what produces performance
Daylindo structures the skills development of your technical sales staff directly in a work situation, and gives you the visibility to manage not only the results, but also what generates them.
We structure the framework of sales and technical skills
We work with you to identify the key skills of a successful sales engineer: product mastery, argumentation, objection management, consulting posture. This repository becomes the shared definition of excellence in your team.
1
Assessment of skills in a real situation, not on a declarative basis
Each skill is evaluated in the field, during a client meeting, a product demonstration, or a negotiation. Not in a quiz. Not based on a manager’s impression. On a structured observation with defined criteria.
2
Individualized progression paths, accessible on mobile
Each sales rep receives a path tailored to their actual shortcomings, not a generic catalog. Accessible from the field, between two appointments, without physical constraint.
3
Central visibility by region, by team, by skill
You finally know why the South region surperforme and why the East region is falling behind. You intervene on the right gaps, in the right place, with the right levers, not by intuition.
4
Local managers are becoming real talent developers
The platform equips your local managers to structure their field support. The development of skills no longer depends on the available time or the manager’s profile, it becomes a traceable and reproducible process.
5
DOCUMENTED RESULTS
What does it concretely change
« Using Daylindo not only allows to meet the requirements of a complex market but also to maximize business performance by cultivating a dynamic and adaptive learning environment. »
Hugo Montjaux
Directeur commercial, Moulins Soufflet
Moulins Soufflet
National sales force
Soufflet’s sales management could not explain the performance gaps between regions, nor intervene in a targeted manner. Daylindo has set up a work-based assessment of the entire sales force, making it possible to map out each technician’s actual skills.sales, to individualize the progression paths and strengthen customer relations in a homogeneous way across all territories.
Context
National sales force dispersed in regions
Problem
No visibility on actual field skills
Market
Complex, requiring strong product mastery