This article contains 14 tables in total. Friends who need these tables can reply "tables" in the official account to get them.
Sales reaching 10 to 30 million is exactly the watershed between the "entry stage" and "formation stage" for distributors. After sales exceed 10 million, distributors easily encounter a situation: as business scale expands, personnel increases, links multiply, and markets deepen, original management experience no longer works, leading to confusion, low efficiency, and difficulty controlling many matters, suddenly feeling powerless.
This passive situation is mainly due to the widening of management span without corresponding management tools, causing information failure and frequent problems in the distributor's decision-making system.
How to grasp relevant information from all dimensions of business management, regain confidence in controlling the market, avoid gradual decline in work efficiency, and solve the "shepherd-style" management state? Let's start with the information organization tables for distributor business scheduling.
Table 1: "Monthly Performance Summary Table" This table summarizes and reflects the planned sales amount, sales amount, payment collection amount, completion progress, and ranking indicators for salespeople, departments, and systems in the current month, making it easy to conduct intuitive comparative analysis and filter out problems and information. With this table, you can see the overall performance of departments, regions, and salespeople, and make direct horizontal comparisons, with overall sales data at a glance.
The table also includes "historical advanced indicators" and "same period last year indicators," making it easy to compare with historical performance and observe development trends. The company should reward those who rank high this month. The principle we follow is: differentiate by ranking, with a reward coverage of 50%, and the bonus amount should not be too large, mainly using ranking as an incentive. This table can also be set up for ten-day reports, 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 Detail Table" 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 analyze the most basic components of a salesperson's sales performance, and find market gaps and potential points. The rankings in the table help sort out key customers and potential customers among the salesperson's served customers, helping departments and salespeople determine work priorities and directions.
The table also includes "historical advanced indicators" and "same period last year indicators" for comparison with historical performance to judge this month's performance.
Table 2 is a supplement and further explanation of Table 1.
Table 3: "Monthly Sales Structure Summary Table" Tables 1 and 2 analyze data from the path of sales amount. Tables 3 and 4 go a step further, searching for factors that constitute sales by product variety composition, to find directions for expanding sales 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 sales amount composition of each system, department, and salesperson is summarized and listed, allowing you to intuitively see sales gaps caused by different sales compositions, achieving multi-dimensional analysis of salesperson performance reasons.
Table 4: "Monthly Sales Structure Detail Table" This table is set up by salesperson, one per person, listing all products sold to customers by brand. Based on this table, analyze the most basic components of a salesperson's sales performance product composition, find market gaps and potential points. This table helps diagnose the distribution rules of product regional sales and determine the focus and direction of product regional development. The table also includes "historical advanced indicators" and "same period last year indicators" for comparison with historical performance to observe product promotion cycles.
Table 4 is a supplement and further explanation of Table 3, achieving multi-dimensional analysis of salesperson performance reasons.
Table 5: "Monthly Sales Outstanding Summary Table" Sales outstanding is a difficult point in distributor management. Many distributors have several million yuan in outstanding debts, of which more than half are not necessary for business but accumulated due to lax management. In principle, the initiative for outstanding debts should be in the hands of the distributor and should not be a problem. But in reality, most distributors suffer greatly 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. Only when funds stop moving do they collect, and the initiative falls into the hands of the debtor customers. Table 5 is designed for dynamic management by department, clearly showing the initial outstanding debts of each department, the current month's new outstanding debts, and the increase or decrease compared to last month, and directly linking the increase or decrease amount to the department head's assessment, prompting department heads to track outstanding debt management, allowing the distributor to see the process management of outstanding debts in a timely manner.
This table is a tool for the finance department to manage departmental outstanding debts and also an information channel for the boss to understand capital occupation.
Table 6: "Monthly Sales Outstanding Detail Table" This table is a tool for department heads to track and manage outstanding debts handled by salespeople. It is also a tool for assessing salespeople on outstanding debts.
Table 7: "Monthly Customer Sales Outstanding Detail Table" This table is a tool for salespeople to track and manage customer outstanding debts. It can be used to evaluate the salesperson's management status based on the total column data, and also to monitor specific customer outstanding situations. Each customer's new outstanding debts, overdue outstanding debts, and control targets are clear at a glance, helping to implement 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" Rank customer sales performance to grasp the company's key customer list, compare differences between 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 Table" This table is used to assess the promotional expenses invested and the effects produced by promotions, to evaluate the value generated by promotional work, and also to evaluate the work ability of salespeople based on the promotional benefits organized by different salespeople.
Table 11: "Special Promotion Activity Customer Performance Table" This table is used to assess the performance of special activities, the execution ability of salespeople, and the ability of salespeople 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 and Exchange Statistics Table" Assess the situation of salespeople returning and exchanging overdue and expired products.
The above tables are the business tables that distributors with sales of 10 to 30 million should review at month-end.
In the next issue, we will share special tables for organizing market information after two market sessions.
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