In a climate of rising sales costs and increasingly stringent retailer requirements, pooling sales forces has emerged as a strategic lever for many brands.
Widely used in large-scale retail and hypermarkets, this approach allows multiple companies to share the same field sales team in order to optimize costs, expand store coverage, and accelerate business growth.
However, successful pooling of resources is not simply a matter of sharing salespeople. It relies on precise organization, clear objectives, and rigorous management.
Here are the keys to successfully pooling your sales force.
What is a shared sales force?
Pooling involves sharing a sales team among several brands or manufacturers.
The concept is simple: a single sales representative represents several complementary companies during their field visits.
This approach is particularly well-suited for:
- for small and medium-sized enterprises
- for DNVBs looking to enter the retail market
- for brands in the launch phase
- for manufacturers seeking nationwide coverage at a reasonable cost
Pooling can occur at several levels:
- sales prospecting
- store resale
- merchandising
- establishment
- sales promotion
- field surveys
Why do brands choose to pool resources?
Reduce sales costs
Building an in-house sales force is a significant investment:
- salaries
- vehicles
- management
- CRM tools
- recruitment
- training
Pooling allows these costs to be shared among multiple parties.
Result: significantly lower land access costs.
Quickly expand your store coverage
A shared sales force often provides immediate access to:
- a national network
- sales representatives who have already been trained
- an operational field organization
This significantly speeds up:
- opening accounts
- in-store presence
- resale shares
Gain flexibility
Field requirements are constantly changing:
- seasonality
- promotional campaigns
- product launches
- activity peaks
Pooling resources makes it easier to adapt:
- the number of visits
- the areas covered
- the resources deployed
The keys to successful pooling
Select compatible brands
This is one of the most important points.
Shared brands must be:
- additional
- non-competing
- commercially sound
A sales representative must be able to deliver a smooth and credible pitch to the store.
For example:
- complementary organic products
- snacking world
- accessories and related equipment
- brands that share the same distribution channels
Conversely, mixing competing offers or offers that are too dissimilar can hurt performance.
Set specific business goals
Effective pooling requires clearly defined KPIs:
- number of visits
- DN/DV
- resale rate
- locations
- orders received
- promotional presence
- industry coverage
Without specific metrics, pooling resources quickly becomes difficult to manage.
Structuring on-site management
Operational management is essential.
The following must be implemented:
- consistent reporting
- standardized field reports
- a shared CRM
- regular performance reviews
- corrective action plans
Management ensures:
➡️ quality of execution
➡️ business consistency
➡️ the program’s profitability
The Strategic Role of Merchandising
Collaboration should not be limited to order processing.
In hypermarkets and supercenters, the quality of in-store execution directly impacts sell-out.
A high-performing shared sales force also operates in:
- locations
- shelf visibility
- end caps
- markup
- product availability
- assortment management
Merchandising thus serves to accelerate product turnover.
Why is data becoming indispensable?
Today, modern mutual aid relies heavily on field data.
Brands are waiting:
- transparency
- real-time reports
- sell-in/sell-out analyses
- proof of performance
Digital tools make it possible to track, in particular:
- the visits conducted
- field photos
- discontinuities
- shelf space
- performance by brand
Data-driven management significantly improves sales ROI.
Common mistakes to avoid
Seeking to pool competing brands
This is the most common mistake.
It creates conflicts of interest and reduces sales effectiveness.
Underestimating on-site management
Even when shared, a sales force requires:
- supervision
- animation
- follow-up
- continuing education
Without strong leadership, performance quickly declines.
Neglecting product training
Sales representatives must have a thorough understanding of:
- sales pitches
- the profits generated
- sector-specific issues
- store objections
Credibility on the ground remains crucial.
Manage solely based on cost
Pooling resources should not be viewed solely as a means of saving money.
The goal remains:
➡️ sales performance
➡️ sell-out growth
➡️ store execution quality
Pooling and outsourcing: what are the differences?
The two concepts are often confused.
Outsourcing
A brand outsources its sales force to a dedicated service provider.
Pooling
Several brands share the same sales team.
Pooling is generally:
- more flexible
- more economical
- more accessible for growing organizations
Why seek guidance?
The success of a pooling arrangement depends on:
- recruiting the right candidates
- trademark compatibility
- field operations
- sales management
- reporting
- performance management
Expert guidance enables:
- to accelerate deployment
- to minimize errors
- to optimize commercial profitability
Sharing sales teams has become a key strategy for brands seeking to accelerate their growth in supermarkets and hypermarkets while keeping sales costs under control.
When properly structured, it allows for:
➡️ Better field coverage
➡️ enhanced store operations
➡️ reduced fixed costs
➡️ accelerated business development
Success depends above all on:
- brand consistency across shared brands
- the quality of management
- field performance
- the smart use of data
Are you looking to set up an effective shared sales force?
Distriplus supports brands in the deployment, management, and optimization of shared sales initiatives in supermarkets and hypermarkets.
Learn how to build a profitable and scalable field organization.
Contact us for a personalized assessment