When sales reach 10 to 30 million, distributors are at the watershed between the 'entry stage' and 'maturity stage.' After sales exceed 10 million, distributors often face a situation where, as business scale expands, staff grows, processes multiply, and markets deepen, old management experience no longer works, leading to confusion, inefficiency, and a sense of losing control. This passive situation mainly arises because management tools and methods have not kept pace with the widening management span, causing information failure and frequent problems in the decision-making system. How can distributors 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 business scheduling.
Table 1: Monthly Performance Summary Table This table summarizes the monthly planned sales, actual sales, payment collection, completion progress, and ranking indicators for salespeople, departments, and system markets, making it easy to compare and analyze, and to 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 all sales data at a glance. The table 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 ranked at the top for the month. Our principle is: differentiate by ranking, with a reward coverage of 50%, and the bonus amount should not be too large, focusing on ranking incentives. This table can also be expanded to include 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 understand the basic components of a salesperson's performance, and identify market gaps and potential. The rankings in the table help identify key and potential customers among the salesperson's clients, and help departments and salespeople determine work priorities and directions. The table includes 'historical advanced indicators' and 'same period last year indicators' for comparison with historical performance to judge current month 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 perspective of sales amount. Tables 3 and 4 go a step further, analyzing the composition of sales by product variety 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 visually see the sales gaps caused by different sales compositions, and achieve 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, you can analyze the basic components of a salesperson's sales performance, identify market gaps and potential. This table helps understand the distribution patterns of product sales by region, and helps diagnose the focus and direction of regional product development. The table 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, enabling 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 millions of yuan in outstanding receivables, of which more than half are not necessary for business but accumulated due to poor management. In principle, the initiative should be in the hands of the distributor, and it should not 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 are formed, they just put the IOUs in the safe without dynamic management, leading to repeated accumulation. Only when funds stop moving do they start collecting, and the initiative falls into the hands of the debtor customers. Table 5 is designed for dynamic management by department, showing the opening outstanding for each department, the current month's new outstanding, and the increase or decrease compared to the previous month, and directly linking the increase or decrease to the department head's assessment, prompting department heads to track outstanding management, 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 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 the outstanding handled by salespeople. It is also a tool for assessing salespeople on outstanding.
Table 7: Monthly Customer Sales Outstanding Detail Table 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 customer outstanding situations. Each customer's new outstanding, overdue outstanding, 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 Ranking customer sales performance helps 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 customer 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 of promotions, to evaluate the value generated by promotional work, and 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/Exchange Statistics Table Assess the situation of salespeople returning or exchanging overdue and expired products.
In late August, the '2018 China Digital Innovation Conference (2018FDIC)' with the theme 'Finding New Engines for Growth' will be held in Shanghai, hosted by the China FMCG Industry Association and organized by New Distribution. The conference will last 3 days, focusing on two main themes: marketing and supply chain, with six parallel forums on brand, channel, communication, B2B, same-city logistics, and innovative retail. We will invite industry experts, CEOs, and brand executives to deeply interpret the trends and drivers of digital transformation in the FMCG industry. This conference will have over 5,000+ enterprises participating. This grand event brings together outstanding explorers and promoters of digital transformation across industries, sharing case practices of digital transformation from industry enterprises and partners, discussing digital technology development trends and cutting-edge applications, building a bridge for brand owners, distributors, retail enterprises, and marketing agencies, helping FMCG manufacturers obtain the latest information and understand the best application practices. Help brand owners and distributors find new engines for digital growth in the Internet era!
Conference Time August 22-24, 2018
Conference Venue Shanghai Baohua Marriott Hotel
Conference Content August 22: Full-day check-in Afternoon 14:00-17:30 Distributor Same-City Logistics Parallel Forum Evening 18:30-21:00 New Distribution Night Gala Dinner August 23: Theme: Marketing Digital Innovation Morning 9:00-12:00 Marketing Digital Innovation Main Forum Afternoon 14:00-17:30 Brand, Channel, Communication Parallel Forums August 24: Theme: FMCG Supply Chain Digital Upgrade Full day: FMCG Supply Chain Conference
Registration Method Registration is now open. Long press the QR code below or click 'Read Original' to register. Limited to 200 early bird tickets at half price, while supplies last!
Registration Consultation Ticket inquiries: Media cooperation inquiries:
Highlights of New Distribution's Previous Conferences Click the links below to review the highlights of the 1st, 2nd, and 3rd FMCG + Internet Conferences: -END-