Sales Management for the Performance of a Real Estate Company

Imobiliário, Gestão de Vendas para o Desempenho de uma Empresa do Setor

doi:10.22167/2675-6528-202603292

Article

October 13, 2026

Sales Management for the Performance of a Real Estate Company

Sales Management for the Performance of a Real Estate Company

Milleny Cabral Carósio; Lidiane Mendes Barbosa

DOI: 10.22167/2675-6528-202603292

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

Sales management plays a strategic role in organizational performance, especially in real estate development sectors, characterized by commercial complexity. This study aimed to analyze the contribution of sales management practices to the commercial and organizational performance of a company in the real estate sector, considering its operating model and commercial structure. The research was characterized as exploratory, with a qualitative and quantitative approach, adopting a single case study. Data were collected through triangulation, using documentary research and a structured questionnaire applied to the outsourced sales team. The results indicated that the company structured its commercial management practices with monthly and annual goals, marketing campaigns, and incentive systems. Performance was monitored by quantitative indicators, such as sales volume and goal achievement percentage. In the analyzed period, 179 sales were made, corresponding to 74.6% of the established annual goal. Opportunities for improvement were observed in the alignment between commercial planning, performance monitoring, and strategy effectiveness. The brokers’ perception pointed to limitations in the incentive systems, such as the absence of progressive commissions and the duration of bonuses. It was concluded that, although sales management influences organizational performance, there are weaknesses in the alignment between effort, reward, and sales force motivation. Strengthening systematic monitoring, improving communication, defining more realistic goals, and implementing progressive incentives were recommended to enhance commercial results.

Keywords: Sales strategies; Sales force; Commercial management; Performance indicators; Real estate sector.

1. Introduction

The contemporary business environment has been marked by a high level of competitiveness, driven by increasingly frequent economic, technological, and market changes. In this context, organizations operating in competitive markets need to develop strategies capable of generating sustainable competitive advantage, seeking to maximize their results in the face of market volatility (Porter, 2008).

In the face of this scenario of constant transformation and competitiveness, sales management assumes a relevant role for organizations, regardless of their size or segment, to achieve their objectives, as it represents the main link between the company and the consumer market (Kotler and Keller, 2012). According to Churchill et al. (2011), sales management is not limited to the act of selling, but involves a systemic and continuous process of planning, implementation, and control of sales force administration practices, whose objective is to ensure strategic alignment, superior performance, and sustainable commercial results. Studies on sales management highlight that goal setting, control mechanisms, and incentive systems directly influence commercial and organizational performance (Anderson, Hair, and Bush, 2012; Zoltners, Sinha, and Lorimer, 2012). Kotler and Keller (2012) reinforce this perspective by defining sales management as the planning, direction, and control of personal selling activities, including the processes of training and managing the sales team, necessary to ensure the achievement of desired results.

In the Brazilian context, the real estate and civil construction sector presents significant economic relevance and high operational complexity. According to data from the Brazilian Chamber of the Construction Industry (CBIC, 2023), the sector represents a significant share of the national Gross Domestic Product, in addition to playing a fundamental role in job and income generation. Commercial activities in this sector are characterized by prolonged sales cycles, high value-added products, and the involvement of various stakeholders, which demands a more structured sales management (Ofori, 2015; SECOVI-SP, 2022).

Despite the extensive scientific literature related to sales management and organizational performance, it is observed that a large part of empirical studies focuses on sectors such as retail, industry, and services. In these cases, research has highlighted the importance of management control systems, commercial strategies, and investments in the sales force as relevant factors for organizational performance. However, there is a lower incidence of studies specifically focused on the real estate development sector, especially in companies that act simultaneously as developers and land subdividers. These organizations have unique characteristics, such as longer sales cycles, marketing of high value-added products, and the recurrent use of outsourced sales forces, which demands specific management, control, and incentive practices.

Thus, a gap is identified in the literature regarding the in-depth analysis of sales management practices in real estate development companies with hybrid operations, which reinforces the relevance of the present study. Therefore, the objective of this study is to analyze how the sales management practices adopted by a company in the real estate development sector contribute to its commercial and organizational performance, considering the specificities of the operational model and the adopted commercial structure.

2. Material and Methods

This research was characterized as exploratory, with a qualitative and quantitative approach, using the methodological strategy of a single case study. This design was adopted with the objective of deepening the understanding of the relationship between sales management practices and organizational performance in the specific context of the real estate development sector, according to the guidelines of Gil (2002) and Yin (2015).

The study was conducted in a company in the real estate development sector, acting simultaneously as a land subdivider and developer. The organization develops and markets projects characterized as mixed-use subdivisions, including residential and commercial units. The company is located in the municipality of Monte Azul Paulista, in the interior of the state of São Paulo, and operates predominantly in the regional market.

The analyzed subdivision, the empirical object of the study, is located in the municipality of Fernandópolis/SP, characterized as a mixed-use development, inserted in an expanding urban context. To preserve institutional confidentiality, the company’s name was not disclosed in this work. The company is classified as a microenterprise, according to the criteria of the Brazilian Micro and Small Business Support Service (SEBRAE, 2023) and the Brazilian Development Bank (BNDES, 2023).

The commercial structure adopted by the company is based on the use of a outsourced sales force, composed of autonomous commercial brokers. This organizational configuration, with prolonged sales cycles and high value-added products, justified the company’s choice as a field of study to investigate the relationship between sales management and organizational performance.

The research was formally authorized by the company through a term of acknowledgment and institutional authorization, which permitted the use of information exclusively for academic purposes. The confidentiality of strategic and operational data was ensured, in accordance with the ethical principles applicable to academic research.

Methodological procedures were adopted to minimize possible biases in data collection and interpretation. The use of institutional documentary data was prioritized, a standardized data collection instrument was employed, and the analysis of the results was based on theoretical frameworks consolidated in academic literature.

Data collection occurred through source triangulation, encompassing documentary research and the application of a structured questionnaire. The documentary research involved the analysis of internal sales reports, monthly and annual goal spreadsheets, commercial performance indicators, and documents related to incentive campaigns and awards for the fiscal year 2025.

The structured questionnaire was electronically administered to the professionals comprising the company’s outsourced sales force in January 2026. The instrument was developed based on the literature on sales management, sales force performance, and incentive systems (Kotler and Keller, 2012; Churchill et al., 2011; Anderson, Hair, and Bush, 2012).

The questionnaire consisted of 15 questions, 13 of which were closed-ended and 2 were essay questions. The closed-ended questions were organized on a five-point Likert scale and structured into four main dimensions: (i) definition and clarity of commercial goals; (ii) incentive and reward systems; (iii) support and effectiveness of marketing actions; and (iv) monitoring and control of sales performance.

The instrument was developed using the Google Forms platform and sent electronically to the seven sales force professionals. Voluntary participation, anonymity, and confidentiality of responses were ensured, in accordance with the ethical principles applicable to academic research.

The collected data were analyzed through qualitative and quantitative approaches. The quantitative data, from documentary research and the questionnaire, were treated using descriptive statistics, including calculation of frequencies, means, and percentages.

The open-ended responses, eventually present in the questionnaire, were analyzed descriptively and interpretively, seeking to identify perception patterns related to sales management practices. The integration of different data sources allowed for a consistent analysis of the relationship between the adopted sales management practices and the commercial performance of the analyzed company.

3. Results and Discussion

The analysis of the results, based on the triangulation of data obtained through documentary research and a questionnaire applied to the sales force, allowed for an in-depth understanding of sales management practices and their contribution to the commercial and organizational performance of the studied company. It was verified that the organization adopts structured mechanisms for sales management, including the definition of goals, the implementation of marketing campaigns, and the use of incentive systems. However, the findings revealed opportunities for improvement in the alignment between commercial planning, performance monitoring, and the effectiveness of the adopted strategies, especially regarding the motivation of the outsourced sales force.

The results are organized into analytical blocks that address the characterization of the sample, sales management practices, and commercial performance indicators. The discussion is carried out in line with the literature on sales management and commercial performance, seeking to interpret the findings in the specific context of the real estate sector. The research sought not only to describe the data but also to explain the meaning of these findings in light of the research problem and the study’s objective, according to the applied methodology and the theoretical frameworks that guided the original work.

Respondent characterization

The questionnaire was directed to seven professionals who make up the company’s sales force, of whom five responded to the instrument, resulting in a response rate of approximately 71%. The sample consisted of a sales coordinator and four outsourced commercial brokers, reflecting the predominance of the operational sales force in data collection. This composition is methodologically coherent with the study’s objective, as it allows capturing the perception of those who act directly in the marketing of the lots, representing the main link between the commercial strategy and its practical execution in the market.

The analysis of the respondents’ tenure at the company revealed a diversity of experience. One participant had been working for less than six months, another between six months and one year, two between one and three years, and one for more than three years. This variety of experience is beneficial for the analysis, as it allows for the capture of perceptions from both professionals with greater familiarity with commercial processes and those with a more recent and potentially more critical view. The presence of respondents with previous experience in the organizational context strengthens the consistency of evaluations on goal communication, incentive systems, and results monitoring, as highlighted by Churchill, Ford, and Walker (2011).

Communication of commercial goals and objectives

The analyzed company adopts formal sales management practices, which include setting commercial goals, establishing campaigns and challenges, implementing incentive and reward mechanisms, communicating objectives, and systematically monitoring results. This formalization of commercial management is crucial for directing team behavior, monitoring performance, and aligning brokers’ actions with organizational objectives, especially considering that the sales force is outsourced and composed of autonomous professionals. The management mechanisms, in this scenario, are essential instruments for aligning the actions of external professionals with the company’s strategies.

Regarding clarity in communicating business goals and objectives, the questionnaire results indicated a predominantly positive perception. Forty percent of respondents fully agreed and another forty percent partially agreed that sales targets are communicated clearly and objectively, and that they understand the business objectives defined by the company. However, twenty percent of participants fully disagreed with these statements. Although the majority have a favorable perception, the existence of a portion that does not recognize clarity in the objectives points to an opportunity for improvement in communication and alignment of business guidelines, an aspect that can influence the sales force’s ability to direct their efforts towards the organization’s strategic priorities.

The compatibility of the established goals with market reality also presented a diversified perception among respondents. Forty percent fully agreed and twenty percent partially agreed that the goals are compatible with market reality. However, twenty percent partially disagreed and another twenty percent fully disagreed. These data demonstrate that, although sixty percent of the participants have a favorable perception of the adequacy of the goals, forty percent expressed some degree of disagreement. This divergence of perceptions among the sales force members suggests the need for a periodic review of the goals, in order to keep them aligned with market conditions and the commercial team’s capacity for achievement.

When analyzing the open-ended responses about aspects of sales management that could be improved, relevant points emerged related to incentive systems. One respondent highlighted that “the commission is the same regardless of the sales volume achieved, with no additional reward.” Another participant indicated that “the targets for rewards are based on very long periods, which makes them difficult to reach.” These accounts demonstrate that, despite clarity in goal communication, there is a perception of misalignment between the established objectives and the associated incentive mechanisms, which can impact the commercial team’s engagement.

Monitoring and control of results

Regarding the monitoring and control of commercial performance, the company predominantly uses quantitative indicators. The main ones are the volume of sales made and the percentage of achievement of monthly and annual goals. These indicators serve as the basis for evaluating the performance of the sales force and for granting incentives. The respondents’ perception confirmed the existence of systematic monitoring of commercial results, with a predominance of positive responses on the Likert scale regarding periodic monitoring.

The comparative analysis between the established annual sales target and the volume of sales actually achieved revealed a mismatch. The annual target was 240 sales, but 179 sales were made in the analyzed period, representing a difference of 61 sales compared to the objective. This means that the company achieved 74.6% of the established target, with 25.4% of the objective not achieved. Although the achievement percentage is significant, the result highlights a relevant difference between planning and commercial execution, suggesting that the mere existence of targets and monitoring mechanisms does not guarantee the full achievement of expected results.

This mismatch between the planned goal and the effectively obtained result indicates that, although the company has formal planning and control mechanisms, they were not sufficient to ensure the full achievement of commercial objectives. The positive perception of respondents regarding the clarity of goals and periodic monitoring was not fully reflected in the achieved result, suggesting the influence of other factors on the team’s performance. Among these factors, the incentive system adopted by the company stands out as a critical point.

Participants’ responses pointed to limitations in incentive systems, such as the absence of commission differentiation according to sales volume and the establishment of awards over periods considered long. This possible disconnection between the salesperson’s additional effort and the perceived reward can negatively impact the commercial team’s engagement. Literature, such as Churchill et al. (2011), emphasizes that effective incentive systems must establish a coherent relationship between effort, performance, and reward. Zoltners et al. (2012) complement that poorly calibrated incentive policies can compromise engagement, especially in sectors with high value-added products and prolonged sales cycles, such as real estate.

Complementarily, the open-ended responses regarding sales management practices that most contribute to performance highlighted the importance of factors such as lead generation, marketing support, and alignment between management and the sales team. Reports indicated that “good company support with updated materials, along with constant lead follow-up, increases sales conversion” and that “marketing work and early campaign promotion contribute directly to results.” However, the perception of fixed commission, regardless of sales volume, emphasizes the need for incentive review.

It was also observed that performance monitoring focuses predominantly on bottom-line indicators, with less emphasis on intermediate metrics of the sales process. According to Churchill et al. (2011), the exclusive use of final indicators can restrict management’s ability to identify bottlenecks along the commercial process and to adopt corrective actions in a timely manner. Thus, the company, despite having structured monitoring and control practices, has opportunities for improvement in the design of the incentive system and in the expansion of the set of indicators used to strengthen the relationship between sales management and organizational performance.

Recommendations of management practices for the improvement of commercial performance

Based on the results obtained, the importance of strengthening management practices related to sales monitoring, communication with the sales team, goal setting, and incentive mechanisms becomes evident. Considering that the performance of the sales force is directly related to how objectives are established, monitored, and communicated, it is recommended to adopt practices that promote greater integration between company management and the professionals responsible for marketing the ventures, aiming for a more organized commercial process and better conditions for achieving objectives.

A first recommendation consists of implementing more systematic monitoring of commercial results. This can be done through periodic monitoring of indicators such as sales volume, percentage of goal achievement, number of proposals, customer conversion, and sales evolution over the period. Such monitoring would make it possible to identify deviations from established objectives more quickly, allowing management to adopt corrective measures more agilely and proactively, optimizing the response to market dynamics.

Another best practice is to improve communication between the company and the sales team. The research results reinforce the relevance of keeping sales professionals informed about goals, results, strategies, and product marketing conditions. For this, it is suggested to hold periodic meetings with objective agendas, offering a space for salespeople to present difficulties, perceptions, and suggestions related to the market. This communication should be continuous, not limited to moments of demanding results, contributing to a closer and more collaborative relationship between management and the sales team.

Regarding the definition of goals, it is recommended that they be established considering not only the company’s financial objectives, but also the characteristics of the venture, sales history, real estate market conditions, stock availability, and the sales team’s performance capacity. The sales force’s participation in this process can contribute to establishing more realistic goals aligned with conditions directly observed in the market, making the goals serve a guiding and stimulating function, rather than being perceived exclusively as collection instruments.

It is also recommended to strengthen the practices of incentive and recognition of sales professionals. In addition to remuneration linked to sales made, the company can evaluate the use of incentive campaigns, performance recognition, awards for individual or collective results, and other forms of professional appreciation. The adoption of these practices should be associated with clear criteria previously communicated to the team, so that professionals understand which behaviors and results are valued by the organization, promoting greater coherence between effort, result, and reward.

Another important recommendation is related to the continuous training of the sales team. Training on sales techniques, negotiation, knowledge of the developments, product characteristics, customer profiles, and objection handling can significantly contribute to the improvement of the salespeople’s performance. In the real estate sector, in particular, in-depth knowledge of the product and sales conditions can favor a more secure and adequate approach to customer needs, increasing confidence and effectiveness in commercial interactions.

Additionally, it is recommended that the company use the sales team’s experience as a source of information for managerial decision-making. By maintaining direct contact with customers and market conditions, the sales force possesses relevant information about objections, consumer needs, price perception, payment terms, and factors influencing the purchase decision. The creation of mechanisms to collect and analyze this information can contribute to adjustments in commercial strategies and a greater alignment between management decisions and market reality, making strategies more assertive.

Finally, it is recommended that the implemented practices be periodically evaluated through performance indicators, allowing their effectiveness to be verified and the necessary adjustments to be made. In this way, sales management can be conducted in a more structured manner, using the results obtained not only to evaluate past performance but also to guide future decisions. Thus, the recommendations presented seek to contribute to the improvement of the sales management of the studied company, especially through greater monitoring of results, more efficient communication, definition of goals aligned with market conditions, team appreciation, training, and utilization of information from the sales force.

In summary, the results of this research indicate that sales management plays a crucial role in the performance of the analyzed company, providing guidelines, goals, and control mechanisms. However, the findings also reveal significant opportunities for improvement, especially in the alignment between goals, incentives, and performance indicators. Overcoming these weaknesses can enhance commercial results and strengthen the strategic contribution of sales management to organizational performance, ensuring greater engagement of the sales force and more effective achievement of commercial objectives in the real estate sector.

4. Conclusion

The study aimed to analyze the contribution of sales management practices to the commercial and organizational performance of a real estate company, considering its operating model and commercial structure. It was found that the organization structured its commercial management with monthly and annual goals, marketing campaigns, and incentive systems. Performance was monitored by quantitative indicators, such as sales volume and percentage of goal achievement. In the analyzed period, 179 sales were made, corresponding to 74.6% of the established annual goal. Opportunities for improvement were observed in the alignment between commercial planning, results monitoring, and strategy effectiveness. The brokers’ perception pointed to limitations in the incentive systems, such as the absence of progressive commissions and the duration of awards, indicating weaknesses in the alignment between effort, reward, and sales force motivation. The study’s main contribution lies in proposing recommendations to strengthen systematic monitoring, improve communication, define more realistic goals, and implement progressive incentives, aiming to enhance commercial results.

As a limitation of the study, the analysis of a single company and the use of a small sample of respondents stand out, which restricts the generalization of the results. In this regard, future research can expand the investigation to larger companies and different regions, enabling comparative analyses between distinct organizational contexts. It is also suggested to conduct studies that compare the perception of internal and external salespeople, as well as the inclusion of other relevant actors, such as sales managers and clients, in order to obtain a more comprehensive view of the sales process. Additionally, it is recommended to apply quantitative approaches with larger samples and the use of more detailed sales funnel indicators, allowing for a deeper understanding of the relationship between commercial management practices and organizational performance in the real estate sector.

Bibliographic References

Anderson, R.E.; Hair, J.F.; Bush, A.J. 2012. Administração de vendas e marketing de vendas. 2ed. Cengage Learning, São Paulo, SP, Brasil.

Banco Nacional de Desenvolvimento Econômico e Social [BNDES]. 2023. Classificação de porte de empresas. Disponível em: https://www.bndes.gov.br. Acesso em: 2 nov. 2025.

Churchill, G.A.; Ford, N.M.; Walker Jr., O.C.; Johnston, M.W.; Tanner Jr., J.F. 2011. Sales force management. 10ed. McGraw-Hill, New York, EUA.

Câmara Brasileira da Indústria da Construção [CBIC]. 2023. Indicadores e conjuntura da construção civil. Disponível em: https://cbic.org.br. Acesso em: 2 nov. 2025.

Gil, A.C.2002. Como elaborar projetos de pesquisa. 4ed. Atlas, São Paulo, SP, Brasil.

Kotler, P.; Keller, K.L. 2012. Administração de marketing. 14ed. Pearson Education do Brasil, São Paulo, SP, Brasil.

Ofori, G. 2015. Nature of the construction industry, its needs and its development: a review of four decades of research. Journal of Construction in Developing Countries, 20 (2):115–135.

Porter, M.E. 2008. Estratégia competitiva: técnicas para análise de indústrias e da concorrência. 2ed. Elsevier, Rio de Janeiro, RJ, Brasil.

Serviço Brasileiro de Apoio às Micro e Pequenas Empresas [SEBRAE]. 2023. Classificação das empresas por porte. Disponível em: https://www.sebrae.com.br. Acesso em: 2 nov. 2025.

Sindicato da Habitação [SECOVI-SP]. 2022. Panorama do mercado imobiliário. Disponível em: https://www.secovi.com.br. Acesso em: 2 nov. 2025.

Yin, R. K. 2015. Estudo de caso: planejamento e métodos. 5ed. Bookman, Porto Alegre, RS, Brasil.

Zoltners, A.A.; Sinha, P.; Lorimer, S.E. 2012. Sales force design for strategic advantage. Palgrave Macmillan, New York, EUA.

Article originating from the Final Course Work of the Specialization in Business Management of the MBA USP/Esalq

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The study analyzed factors associated with student performance in the National High School Exam (Enem), considering the historical relevance of educational assessment in Brazil. Its objective was to evaluate the predictive performance of the XGBoost model and identify the variables most associated with the participants’ average performance. Microdata from Enem from 2015 to 2023 were used, restricted to the state of São Paulo, organized into student, school, and socioeconomic questionnaire levels. After cleaning and standardization, a final database with 1,886,735 records was constructed. The XGBoost model was configured with hyperparameters to balance predictive capacity and generalization, including native handling of categorical variables. The results indicated that XGBoost showed performance compatible with educational studies. Interpretation by internal contribution values revealed the predominance of institutional and socioeconomic factors in explaining performance, with emphasis on the school’s administrative dependence and variables related to the family context. The research demonstrated that predictive approaches based on trees were capable of capturing relevant patterns without the need for traditional hierarchical models, offering a methodological alternative for understanding educational inequalities. It was concluded that the combination of large data volume, machine learning techniques, and interpretation by contributions allowed the identification of relevant factors for Enem performance and provided subsidies for reflections on educational policies.

Keywords: Machine learning; Educational performance; Enem; Socioeconomic factors; XGBoost.

Health

October 13, 2026

O elo perdido da transformação da saúde

Por que inovar não basta para provocar mudanças nas organizações e nos sistemas de saúde A transformação digital consolidou-se como prioridade estratégica para os sistemas de saúde em todo o mundo. Prontuários eletrônicos, inteligência artificial, telemedicina, monitoramento remoto e análise de dados passaram a integrar a agenda estratégica de governos e organizações de saúde. Paradoxalmente, […]

Marketing

October 09, 2026

Bitcoin or pets: what Artificial Intelligence would not see

A real-life consumer intelligence case shows what gets left out of the brief A few years ago, an American insurance company hired a specialized consumer intelligence firm to answer three questions: The insurer was also considering launching paid insurance in bitcoin. At the time, the consultancy’s workflow was as follows: the analyst created a query […]

School Management

October 06, 2026

The school is not a casino: when trading cards become currency in the playground

Why, for certain students, does school manage to offer so few experiences of achievement? The World Cup is over. Brazil left the competition, the school holidays came, the final was played and the football calendar moved on. It would be reasonable to imagine that, with the end of the tournament and the return to classes, […] would also begin

Energy Transition

September 30, 2026

Renewable energies: the Brazilian advantage

Brazil needs to invest in the capacity to transform natural resources into innovation, productivity, and development. Talking about energy is talking about development. Behind industry, transportation, services, cities, and increasingly artificial intelligence, there is an energy infrastructure that sustains the economy. Understanding a country’s energy matrix is understanding […]

Data Analysis

September 30, 2026

When the data changes, has reality changed?

An analysis of almost 20 million teaching positions-year between 2020 and 2025 shows how changes in population composition and record production can alter the interpretation of historical series Between 2020 and 2025, the number of formal teaching employment positions identified in RAIS (Annual Relation of Social Information), from the Ministry of Labor, […]

Artificial Intelligence

September 28, 2026

Artificial intelligence and the trends

Why do so many people join in on the fun with ChatGPT? I was never the trend person. I still am not. Some pass through my timeline, I see them, I find them interesting but not to the point of trying them out. This was the case, inclusive, with some recent waves of images made by artificial intelligence, like the 80s trend, the one that […]

Project Management

September 25, 2026

AI accelerates answers; who makes the decisions?

The speed of technology only becomes an advantage when it is accompanied by the capacity to understand, verify, and assume responsibility for the results. Imagine a team that starts producing in an afternoon the analyses that previously required a week. The change seems to justify the investment in artificial intelligence. But, before counting the gain, it is worth asking who examined […]

Innovation

September 14, 2026

We do not just read words

As new codes, technologies, and forms of communication expand what we need to learn to interpret. Being literate is usually understood initially as: recognizing letters, forming words, comprehending sentences, and producing texts. For a long time, it was mainly from this domain that we defined what it meant to know how to read and, consequently, to participate in different spaces of society. […]

Social Networks

September 14, 2026

The effect of influence on consumption

What the Youpix/Nielsen 2026 survey shows about the advancement of the Creator Economy In 2025, 80% of Brazilian consumers bought some product recommended by influencers. In 2026, the rate reached 81%. The stability at such a high level indicates that purchasing by influence is no longer a behavior restricted to certain audiences. The […]

Tax Management

September 01, 2026

Tax reform and estate planning in the countryside

Efficiency in managing taxes facilitates governance and allows for the organization of family succession. Rural wealth organization has become a strategic measure in light of the tax reform in Brazil, which came into effect this year. The planning of activities and rural wealth management, through tools such as the transition from an Individual to […]

Renata de Gaspari Valdejão Almeida

Artificial Intelligence

August 05, 2026

Inside the company and off the radar: the risks of Shadow AI

According to Microsoft, 75% of professionals already use artificial intelligence at work without company approval. The use of generative artificial intelligence is already part of the corporate routine. Tools like ChatGPT, Copilot, and other platforms help professionals produce texts, analyze data, create presentations, and accelerate tasks in practically all sectors. But this advance […]

Renata de Gaspari Valdejão Almeida

Strategy

July 02, 2026

The future as a competence

Academic interest reinforces the projection of scenarios as an essential tool for decision-making. While some companies are still trying to get the next step right, others are already working with multiple possible futures — and preparing for all of them. But after all, what does it mean to “think about the future”? Is it a trend, a strategy, or a new competence that […]

Renata de Gaspari Valdejão Almeida

Innovation

Technology

May 21, 2026

Agro SP Corridor: innovation, institutional articulation and future

Pecege commands the executive operation of the 400 km ecosystem activities that became known as the Brazilian agro Silicon Valley In 2025, in addition to taking over the management of the Piracicaba Technology Park, the Pecege Institute was also designated to command the executive operation of the State Agribusiness Innovation Corridor activities, the so-called […]

Education

April 27, 2026

How to turn a TCC into a business

New management of the Piracicaba Technology Park offers consulting to MBA graduates The new project director of the Piracicaba Technology Park (PTP), Alexandre Barreto, often says that one of the greatest rewards he has ever had in life was seeing his MBA USP/Esalq students structure companies from their final projects […]

Technology

March 20, 2026

The human repertoire in the age of AI

Critical thinking and creativity are irreplaceable in the work of a marketing professional Artificial Intelligence (AI) is capable of incredible feats, but it does not yet possess the judgment, empathy, intuition, and strategic creativity necessary to do the job of a good marketing professional. In this area, it is important to know how to use the tool to automate […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

February 23, 2026

ESG as a growth strategy in a cooperative in RS

Santa Clara balances social and environmental responsibility with innovation Founded in 1911 by Italian immigrants in Carlos Barbosa, in the Serra Gaúcha region, Cooperativa Santa Clara is an example that it is possible to balance economic growth with social and environmental responsibility. From a small cheese production company, the organization has evolved into a […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

January 22, 2026

Brazil free of Foot-and-Mouth Disease: what changes for Brazilian beef?

With a herd of over 200 million head of cattle, the country is currently the leader in exports. Brazil recently received, for the first time, the certification of country free of foot -and-mouth disease without vaccination, conferred by the World Organisation for Animal Health (WOAH). The seal strengthens the country’s position as a reliable supplier of meat for the […]

Renata de Gaspari Valdejão Almeida

Innovation

December 09, 2025

Innovation: the new cycle of the Piracicaba Technology Park

Instituto Pecege assumes management, betting on the creation of new businesses Starting in 2026, Instituto Pecege will assume the management of the Piracicaba Technology Park (PTP). Among its responsibilities will be the administration, operation, maintenance, and expansion of the park, in addition to fostering activities in innovation, entrepreneurship, and science and technology. The choice was made […]

Renata de Gaspari Valdejão Almeida

July 06, 2026

Large-Scale Architecture: DSR-SCRUM Change Management

Mônica Alessandra Guerios; Maria do Carmo Assis Todorov Abstract generated by ResumeAI, an artificial intelligence solution developed by Instituto Pecege focused on synthesis and writing. Architecture and urbanism are configured as essential bases in an increasingly complex and challenging urban space, where the intrinsic connection between social, environmental, and technological issues […]