Click 'Read Original' for details. When a distributor's sales reach 10 to 30 million, they are at a critical juncture between the 'entry stage' and 'growth stage.' After surpassing 10 million, distributors often encounter a situation where, as business scale expands, personnel increase, processes multiply, and markets deepen, original management experience no longer works, leading to confusion, low efficiency, and a sense of being overwhelmed. This passive situation mainly arises because after the management span widens, the corresponding management tools and methods haven't kept up, causing information failures and frequent problems in the distributor's decision-making system. How can distributors grasp relevant information across all dimensions of business management, regain confidence in market control, avoid declining work efficiency, and solve the 'shepherd-style' management state? Let's start with the business scheduling information tables.
Table 1: Monthly Performance Summary This table summarizes the planned sales, actual sales, collections, completion progress, and ranking indicators for salespeople, departments, and systems for the month, making it easy to compare and analyze, and to identify problems and information. With this table, you can see the performance of departments, regions, and salespeople at a glance, and make horizontal comparisons, with overall sales data fully visible. The table includes 'historical best indicators' and 'same period last year indicators' for easy comparison with historical performance to observe trends. The company should reward those with advanced rankings for the month; our principle is to differentiate by ranking, with a reward coverage of 50%, and the bonus amount should not be too large, focusing on ranking-based incentives. This table can also be reported every ten days and posted on the wall to remind and motivate salespeople in a timely manner. This table is the main basis for performance appraisal of salespeople and department heads.
Table 2: Monthly Performance Details This table is set up by salesperson, one per person, listing all customer performance contributions served by the salesperson. Based on this table, you can analyze and compare the performance contribution of each customer in each salesperson's area, delve into the market to understand the basic factors of sales performance, and identify market gaps and potential points. The rankings in the table help sort out key and potential customers among the salesperson's clients, and help departments and salespeople determine work priorities and directions. The table includes 'historical best indicators' and 'same period last year indicators' for historical comparison and judgment of monthly performance. Table 2 is a supplement and further explanation of Table 1.
Table 3: Monthly Sales Structure Summary Tables 1 and 2 analyze data from the perspective of sales amounts, while Tables 3 and 4 go a step further, analyzing the composition of sales by product variety to find factors that drive sales, identify directions for expansion, and clarify the sales contribution of each product brand. Based on the product sales weight and trends in the table, you can judge the product's stage and think about the company's product mix strategy. At the same time, the table lists the sales amount composition for each system, department, and salesperson, allowing you to see sales gaps caused by different sales compositions and achieve multi-dimensional analysis of salesperson performance reasons.
Table 4: Monthly Sales Structure Details This table is set up by salesperson, one per person, listing all products sold to customers by brand. Based on this table, you can analyze the basic factors of sales performance product composition, identify market gaps and potential points. This table helps understand the distribution patterns of product sales by region and diagnose the focus and direction of regional development. The table includes 'historical best indicators' and 'same period last year indicators' for historical comparison and observing product promotion cycles. Table 4 is a supplement and further explanation of Table 3, enabling multi-dimensional analysis of salesperson performance reasons.
Table 5: Monthly Sales Outstanding Summary Sales outstanding is a difficult point in distributor management. Many distributors have millions in outstanding receivables, of which more than half are not necessary for business but accumulated due to lax management. In principle, the initiative should be in the hands of the distributor, and it shouldn't be a problem. But in reality, most distributors suffer from it because of a lack of rigorous follow-up management; some sell on credit, but no one collects. When debts form, they just store the IOUs in a safe without dynamic management, leading to repeated accumulation, and only when funds stop moving do they collect, giving the initiative to the debtor. Table 5 is a dynamic management design by department, showing the beginning outstanding for each department, the new outstanding formed in the month, and the increase or decrease compared to the previous month, with the increase/decrease directly linked to the department head's assessment, prompting department heads to track outstanding management, and allowing distributors to see the process management of outstanding in a timely manner. This table is a tool for the finance department to manage departmental outstanding and a channel for the boss to understand capital occupation.
Table 6: Monthly Sales Outstanding Details This table is a tool for department heads to track and manage the outstanding handled by salespeople. It is also a tool for assessing salespeople on outstanding.
Table 7: Monthly Customer Sales Outstanding Details This table is a tool for salespeople to track and manage customer outstanding. It can be used to evaluate the salesperson's management status based on the total column, and to monitor specific customers' outstanding situations. Each customer's new outstanding, overdue outstanding, and control targets are clear at a glance, facilitating process tracking.
The above 7 tables are for collecting sales management information for business scheduling. The following 7 tables are designed for special business work assessment, research, and decision-making:
Table 8: Monthly Top 50 Customer Sales Performance Ranking Ranking customer sales performance helps identify the company's key customer list, compare differences among customers horizontally, and discover the tiered distribution of customer sales scale, providing valuable reference for company planning and market research.
Table 9: Monthly Top 50 Customer Sales Ranking for Key Products This table is used to check the sales progress of key products, observe customers' response to key products, and find directions for further layout of key products.
Table 10: Customer Input-Output Ratio Statistics This table is used to assess promotional expenses and the effects of promotions, evaluate the value generated by promotional work, and evaluate salespeople's work ability based on the promotional benefits they organize.
Table 11: Special Promotion Activity Customer Performance Table This table is used to assess the performance of special activities, evaluate salespeople's execution ability, and their ability to mobilize customers.
Table 12: Customer Gross Profit Contribution Table Evaluate the value customers create for the company from the ultimate purpose.
Table 13: Salesperson Gross Profit Contribution Table Evaluate the value salespeople create for the company from the ultimate purpose.
Table 14: Overdue and Expired Product Return/Exchange Statistics Assess salespeople's situations regarding overdue and expired product returns and exchanges.
New Distribution will hold the 2019 (5th) FMCG + Internet Conference during the Chengdu Spring Sugar and Wine Fair from March 15-18. This conference will focus on the topic 'Breakthrough' , with in-depth discussions with brand owners, supply chain service providers, distributors, retailers, and others. Compared to previous conferences, this summit will be fully upgraded. In addition to original topics like channel innovation, city distribution logistics, and distributor transformation , it will add parallel forums on new marketing cases, IP + FMCG empowerment, community group buying, and innovative retail . Through three days of ten high-density, high-quality expert sharing sessions, we believe every brand owner and distributor can learn the latest business models, expert opinions, and practical methods, finding new tools and methods for their own breakthrough in 2019 and returning to a path of high-speed growth.
Review of Previous Conferences
-END-