Mémoire-projet

Abstract

The implementation of effective sales coaching has become a strategic lever for supporting commercial transformation in organizations. This thesis focuses on Group S, a Belgian company that recently shifted from a non-profit to a private legal structure and introduced a new client segmentation model (Small, Middle, and Large Accounts) aimed at improving commercial performance and tailoring services to specific customer needs. In this context of organizational change, the research investigates how sales coaching, when combined with resource management and extrinsic motivation, can support the adoption of this segmented commercial model and enhance the performance of Business Development Managers (BDMs). Drawing on a solid theoretical framework, including self-determination theory, the study explores the impact of coaching on motivation, behavioral alignment, and long-term engagement. The methodology combines an in-depth literature review with a qualitative study based on 17 semi-structured interviews with BDMs across Wallonia, Brussels, and Flanders. The findings emphasize the importance of coaching personalization based on both the sales segment and the individual experience of the BDMs. Additionally, the research highlights the need for clear strategic integration and well-defined managerial practices to legitimize coaching and strengthen its motivational impact.

Practically, the thesis provides actionable recommendations for implementing a long-term tailored sales coaching strategy at Group S. These proposals aim to support a sustainable transition toward a segmented commercial approach while boosting the motivation, autonomy, and performance of the sales teams involved.