The universe of telecom SMEs lives a curious moment. On one side, demand grows, the lines remain steady and everyone wants to protect a smartphone with a brand-new screen protector. On the other, many stores and technical assistance shops still operate in “survival” mode, with improvised processes and management done on courage. But a new generation of entrepreneurs is turning the game around with simple technology, good practices and, mainly, a more mature mindset about how to run the business. Three specialists in the sector help to understand this transformation and show why the mobile retail sector is about to enter its most interesting phase.
A sector that is waking up to processes
Telecom SME retail spent years operating on autopilot. Demand was so large that it was enough to open a little door on the main street of the neighborhood to sell. But the world changed, the customer changed, and the market demands efficiency. And it is no longer possible to keep sales control in the notebook in the drawer. According to Sebrae, the mortality rate of Brazilian small companies is high: among individual microentrepreneurs (MEIs), 29% close after 5 years; for microcompanies (MEs) the rate is 21.6% and for small-size companies (EPP) it is 17%. This indicates that a significant percentage is leaving the market before management maturity is reached.
“There is a store that does not even know how many services it did in the day. The operation stays in the dark,” notes Thiago Noronha, founder of Assistências Lucrativas. The sentence is direct and describes a common scenario: unstructured processes, salespeople without a script and owners who feel that they work too much, but profit too little.
Victor Andrade, founder of Fone Ninja, says that “the problem is not lack of energy. It is lack of direction”. The criticism is subtle, but surgical. Without minimum organization, even businesses with great potential end up stagnated.
Technical assistance shops leave improvisation and enter the management era
If retail suffers with disorganization, technical assistance shops live a similar scenario. The ability to repair devices is usually impeccable, but the management behind the counter does not always follow this level of excellence.
“The technician fixes the device, but who fixes the company is the manager,” says Thiago Noronha. “Many entrepreneurs still confuse profit with salary. There are those who call pro labore what was left in the month. This is not salary. It is luck, if there is no math and a rule behind it,” he jokes.
The lack of preparation of teams also weighs. In many cases, family members are placed in service without training. “In these cases, it is not about lack of will to sell. The person simply does not know how to sell,” explains Rafael Martinez, director of global operations of WiWU. Result: customers lost, fragile reputation and compromised margin.
Technology is the new superpower of SMEs
The good side of the story is that there have never been so many accessible tools for small companies. CRM solutions, traceability, product classification and data on turnover and margin are available in simple, pluggable formats and suitable for small-scale operations — some, even, with free versions for basic use.
Sebrae reports that the Digital Maturity Indicator (IMD) of micro and small companies reached 37 points on a scale from 0 to 80 in 2024, representing a growth of 6% compared to the previous year. A study by FGV points to a similar index, but presents another data: the trade sector recorded the lowest average among the evaluated areas. This shows that, although there is progress, the level is still in the intermediate range, indicating opportunities for improvements.
Alan Santos, CEO of Fone Ninja, states that the lack of inventory control is one of the biggest villains of the sector. “If you do not know the origin and the quality of the accessory that you are buying, you become hostage to the supplier. And returns compromise profitability in a severe way.”
Marcos Matos, cofounder of Assistências Lucrativas, reinforces the role of data: “Without measurement, the owner thinks that he knows where he loses money, but, almost always, his perception is mistaken.” He explains that understanding indicators such as average ticket, margin and conversion rate transforms the salesperson into a consultant, not only someone who delivers a screen protector.
And what about artificial intelligence? It also advances in the sector, however gradually. “AI does not replace the owner, it only enhances the operation,” he summarizes.
Training became mandatory
After years treating training as “luxury”, the sector begins to recognize that the salesperson needs to be trained. Service is technique. Closing is technique. Cross-selling is technique.
“There is no naturally good salesperson, there is a well-trained salesperson,” says Rafael Martinez, from WiWU. “When the team receives continuous training, the result appears quickly — sometimes, in weeks. Feedback, clear goals, review of speech and constant practice are the new mantras. And companies that adopt these processes as routine, and not as emergency, already begin to stand out.”
Mobile retail enters the adult phase
Despite the stumbles, there is a clear movement of maturation in the sector. Owners of stores, technical assistance shops and small retailers begin to understand that professionalizing the operation is not complicated: it is repeating the basics consistently – adopting processes, monitoring numbers, training teams and organizing inventory.
“The market became more demanding. The customer wants speed, confidence and experience. Who does not organize the house now will lose space,” says Victor Andrade.
The good news is that the sector is full of opportunities. Demand exists, the consumer is willing to buy, and technology has never been so accessible. What was missing was management – and it, finally, entered the game.
CBM is the epicenter of the transformation of telecom retail
If there is a turning point for the small and medium entrepreneur in the telecom sector, it passes through one place: CBM – Congress Brazil Mobile. The event is the meeting point for those who live, breathe and fight in mobile retail. It is there that the store owner who faces these challenges firsthand finds the complete ecosystem to change his reality.
At CBM, the store owner not only meets new products and negotiates directly with manufacturers, but also discovers solutions that change the day-to-day of the operation. The event brings together accountants specialized in the niche, CRM and ERP tools developed for small teams, more efficient logistics platforms, management software and consultancies that have already served hundreds of similar businesses.
Everything concentrated in the same space, ready to improve the routine of those who do not have time to waste. In addition, there are more than 10 thousand store owners from all over the Country circulating through the corridors, exchanging true experiences, the kind that only those who live the counter understand. Entrepreneurs of different sizes and stages participate, from those who inaugurate the first unit to those who manage consolidated networks. All with similar pains and valuable learnings. CBM became this place where the sector recognizes itself, strengthens itself and projects itself to the next level.
