Many distributors have already started using sales management software for terminal sales, mostly for convenience in management, checking the market operations of sales staff, and avoiding various problems caused by handwritten orders. However, what most distributors do not know is that the data generated during your business operations is a huge treasure. Data can bring the following benefits to distributors:

  1. Track the completion of various sales targets;
  2. Track and remind sales staff of various abnormal sales statuses;
  3. Supervise and check the execution progress of various project plans;
  4. Continuously apply pressure to the team through data. Generally speaking, as long as distributors strictly require their teams to use sales management software for sales, and persist for more than one year, the data will have accumulated enough for annual-level data analysis. The analysis methods generally include: overall sales analysis, individual sales analysis, product analysis, profit analysis, market operation analysis, etc. The analysis perspectives are generally from business, market, product, and customer levels. Through analysis, a quick and effective portrait of the actual market situation can be obtained, allowing distributors to clearly understand market dynamics without leaving their homes, achieving true strategic planning. The following are key points for analysis based on the actual needs in the daily management of distributors, using data that can be quickly exported from sales management software: Product Sales Comparison Analysis: Through overall, by-item, and peer-to-peer data comparison analysis, corresponding management, rewards, and penalties can be implemented, achieving effective data basis for tracking. 1. Overall/Salesperson Daily/Weekly/Monthly/Annual Sales Data Analysis: Through sales data analysis, a horizontal comparison can be made between the company/salesperson's performance and the same period, as well as differences with colleagues. 2. Target Gap Analysis: Compare with the same period last year, last week, and last month's sales figures. Through such data comparison analysis, the salesperson's performance in the local market can be further tracked, providing a preliminary analysis of the effectiveness of the salesperson's operations. 3. By-Item Daily/Weekly/Monthly/Annual Sales Data Analysis: Through sales data analysis, a horizontal comparison can be made between the salesperson's sales of each item and the same period, as well as differences with colleagues' by-item performance. 4. By-Item Sales Structure/Share Data Analysis: By analyzing the proportion of each item's sales in total sales, the profit structure of each item, and the comparison between sales product structure and sales amount structure, the differences and problems between the sales volume and profit of currently sold items can be effectively identified. Find the shortcomings in the product structure, the effectiveness of resource allocation for key products and new products, and make effective decisions for product structure design. 5. By-Item Sales Share Analysis: By analyzing the proportion of each item in the salesperson's total sales, the distribution of product sales by the salesperson can be analyzed. Combined with the distribution rate data of each product, a basis for decision-making on expanding product sales can be provided. 6. In-Store Item Count Analysis: By counting the active outlets (outlets with more than one order for an item in a month/two months) for each single product in the overall market, and the active outlets for each product in the salesperson's area, the distribution rate of each product and the terminal sell-through situation can be calculated. 7. Order Analysis: Analyze the number of stores per salesperson, the number of orders in the corresponding time period (day/month/quarter), average order value, and average SKU per order to analyze the salesperson's efficiency. 8. Product Replacement Analysis: Through the terminal replacement situation of each single product, understand the near-expiry and slow-moving situations at the terminal. By retrieving the distribution date of the batch number, understand the salesperson's pressure stocking and operations at the terminal. 9. Sales Anomaly Analysis: Focus on abnormal fluctuations in regional and product sales data, and through actual communication with salespeople, understand problems that have emerged or may emerge in the market, and make corresponding decisions in a timely manner. Channel Analysis: Through analysis of store sales, profits, order frequency, TOP sales of key items, and outlet layout, understand the operations of customers, products, and salespeople at the terminal. 10. TOP Store Sales/Profit Analysis: By analyzing TOP sales and TOP profits, identify KA customers in the market and prioritize their maintenance. 11. Store Sales Frequency Analysis: By analyzing TOP active stores and their purchase amounts, design and optimize sales visit routes, improve visit efficiency, and reduce operational costs. 12. Key Item TOP Analysis: By analyzing the TOP stores for key products in the current month/quarter, the proportion of these TOP stores to the overall sales of the item, and their active frequency, analyze the product's market sell-through and distribution situation. 13. Outlet Distribution Analysis: Analyze the number of outlets, distribution, and visit routes for each salesperson to analyze the rationality and effectiveness of visit routes. 14. Outlet Visit Frequency Analysis: Identify stores in the system that have not been visited, missed visits, or visited only 1-2 times in the current month, focus on analyzing the reasons, and optimize sales visits based on actual conditions. Promotion Analysis: 15. Store Promotion TOP Purchase Amount Analysis: By analyzing the ranking of TOP store purchase amounts during the promotion period, understand the execution effect of the promotion in the market and the execution ability of salespeople. 16. Market Expense Input-Output Ratio Analysis: Compare the TOP investment amount of market expenses with the sales amount of TOP stores, and make decisions on market expense allocation based on the input-output ratio. 17. Salesperson Sales vs. Expense Investment Comparison Analysis: By analyzing the comparison between the salesperson's monthly sales and promotion investment, expense investment, understand the salesperson's efficiency and the comparison of market expense investment for that business. Salesperson Operation Analysis: 18. Terminal Store Visit Analysis: Compare the number of stores in the salesperson's terminal device with the local population to understand the market distribution data of the salesperson. 19. Daily Store Visit Time Analysis: By checking the time of the first order in the morning and afternoon, the interval between store visits, and the time of the last order, understand the salesperson's market operations. 20. Store Operation Photo Analysis: By checking photos of product shelves/refrigerators/multi-points/vivid displays in stores, analyze the salesperson's hands-on ability at the terminal. 21. Salesperson Visit Route Analysis: Use GPS maps to view the salesperson's route, combined with the number of stores visited in the market, analyze the salesperson's efficiency in the market and optimize visits in a timely manner. 22. Salesperson Daily Efficiency Analysis: Analyze the number of stores that should be visited on the day's route, actual visits, visits outside the route, new stores added, and closed deals to analyze the salesperson's actual daily operations, combined with daily sales for efficiency analysis. The above data analysis only provides a reference for distributors. In actual operations, distributors can use the backend data for personalized analysis based on their own company and market conditions. In addition, distributors should learn to use the analysis results for corresponding management tracking. The tracking process must be procedural:
  5. Tracking should be tabulated and systematic. A unified table and logic are essential; otherwise, it will lead to unnecessary arguments.
  6. Use sales meetings for tracking; morning meetings and weekly meetings are good tracking tools.
  7. Process-oriented results are more conducive to tracking. For example, instead of directly tracking sales, break down sales into by-item sales and customer unit price for separate tracking, which is more effective. 4. Tracking must have results; merely "chasing" without "ending" is meaningless. It should be emphasized here: try to process-oriented your sales indicators, and track everyone's performance in real-time throughout the process, supplemented by various sales incentive games to motivate salespeople to achieve their goals. During tracking, you can appropriately use some techniques to improve tracking efficiency: Data Comparison Method: Comparison creates gaps, pressure, and problems. There are two forms of comparative analysis: absolute value comparison and relative value comparison. Our common sales ranking list is absolute value comparison, while the sales contribution ranking list is relative value comparison. By using the comparison between absolute and relative values, encourage salespeople to form a mindset of catching up and surpassing. If you want to track a salesperson's sales completion, first look at the year-on-year comparison. If that is good, then look at the month-on-month comparison. If that is also good, compare with other sales data. In short, find the "problems" from the data, and then make them work harder to achieve the target. Effectively use maximum and minimum values for tracking There are many maximum and minimum values in sales that can be used for tracking, such as the highest daily/monthly sales record, sales peak during activities, maximum sales in the current month, historical lowest sales... Sales is a process of constantly breaking through oneself. Excellent salespeople enjoy this breakthrough process, so a good tracking method is to guide salespeople to continuously break their own highest records while raising their lowest records. Distributors can set some breakthrough awards, such as the highest single-product historical award, the first place in monthly new product distribution, etc. Extended Reading: -END- The best FMCG distributor learning platform in China Focusing on providing professional, practical, and actionable tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get the corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent Article Selection | 002 Distributor Market Operations | 003 Terminal Visit Management | 004 Sales Supervisor Skills | 005 Sales Improvement Techniques | 006 Channel Expansion | 007 Managing Distributors | 008 Distributor Development | 009 Distributor Internal Operations Management | 010 Team Management | 011 Efficient Distribution Techniques | 012 Sales Manager's 18 Skills | 013 KA Operation Methods and Strategies | 014 First Lesson for New Salespeople | 015 Internet, Brands | [Long press QR code to follow] To join QQ/WeChat groups, please click: Read the original text