---
title: "8 Major Directions and 69 Questions to Help You Clarify How to Achieve Next Year's Sales Growth Targets!"
description: "As the year-end approaches, the annual sales targets have been handed down. Naturally, the task volume is bound to increase. The sales targets are broken down by month, quarter, and year, and further subdivided by channel, all within a few hours. But then we face the 365 days of next year's sales achievement. How can we meet the sales targets? Under the pressure of sales, there are policies above and countermeasures below. Based on the peak and off seasons, we can appropriately lower targets for months when sales can be achieved, ensuring overachievement for several months to secure salary and bonuses first, while the rest of the sales targets are all pressed into months that cannot be completed. It's painful..."
author: "栾玉东"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-12-25"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/pIG0ktZRws9_imJd_P-GGg"
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# 8 Major Directions and 69 Questions to Help You Clarify How to Achieve Next Year's Sales Growth Targets!

> As the year-end approaches, the annual sales targets have been handed down. Naturally, the task volume is bound to increase. The sales targets are broken down by month, quarter, and year, and further subdivided by channel, all within a few hours. But then we face the 365 days of next year's sales achievement. How can we meet the sales targets? Under the pressure of sales, there are policies above and countermeasures below. Based on the peak and off seasons, we can appropriately lower targets for months when sales can be achieved, ensuring overachievement for several months to secure salary and bonuses first, while the rest of the sales targets are all pressed into months that cannot be completed. It's painful...

As the year-end approaches, the annual sales targets have been handed down again. As the name implies, the growth of the task volume is inevitable. The sales targets are broken down by month, quarter, and year, and further subdivided by channel, all completed within a few hours. But then we face the 365 days of next year's sales achievement. How can we complete the sales targets?

Facing the pressure of sales, there are policies above and countermeasures below.

According to the peak and off seasons, for months when sales can be achieved, appropriately lower the targets to ensure overachievement for several months, securing salary and bonuses first. The rest of the sales targets are all pressed into months that cannot be completed. It's painful for a few months, but after all, merits and faults are mixed.

Unfortunately, the old tricks don't work anymore! The company has stipulated the task ratio for each month, and the sales target allocation is just right, leaving no loopholes. The off-season is not slow, and the peak season is even stronger.

There is still a way: use all the expenses in the few months that are hopeful to complete, and let the other months sell naturally! By piling up expenses to achieve the targets for a few months, the harm of this practice need not be elaborated!

This trick is also ineffective! The company has stipulated the expense quota for each month, no overspending, no borrowing in advance.

Crying children get milk, so cry! Find a lot of difficulties and reasons, repeatedly negotiate with the company, and maybe you can reduce the burden a bit, letting others bear more!

That's a nice thought, but times have changed! Marketing has entered an era that emphasizes execution. Bargaining with the company means being laid off.

Complaining is useless. Knowing there are tigers in the mountains, we still go there. Even if the incremental target is not scientific, as long as we achieve varying degrees of growth each month, it is a good explanation. After all, times are progressing, and the company needs to develop.

Let's calm down and objectively analyze how to complete next year's sales targets!

The first thing to consider is how this year's sales were achieved?
1. From which channels does 80% of sales come (the 80/20 rule)?
2. Which are the important channels, secondary channels, and potential channels? What are the sales proportions of each?
3. What is the proportion of natural sales in the 80% sales? What is the proportion of resource-supported promotions?
4. How much expense was spent on the 80% sales? In which aspects of the channels were these expenses invested? Which aspect has the largest proportion? Is the input proportional to the output?
5. Is there any waste in the use of expenses? In which aspects?
6. Which product items are the main contributors to sales? Which products are the main products and supporting products?
7. Were there new products in this year's market development? Did new products bring us growth? How much growth?
8. Did the market capacity of the entire industry grow this year? How much did it grow? How much did we grow? What is the reason for no growth?
9. Have the channels been subdivided? Which are our advantageous channels? Which are our disadvantageous channels? Which are our blank channels?
10. Do the channels need to be integrated? Why? Can the channels be extended? Which part of the channels can be extended? How to extend?
11. Are there any loopholes in channel management? What loopholes? From which aspects to make up for them?

Through the comprehensive analysis of the above issues, determine the channel operation strategy for the next year. The purpose is to focus on advantageous channels, making them the main source of production next year, penetrate and develop potential channels, gradually enter blank channels, shift the marketing focus downward, extend channels, and use expenses where they should be used to make them a source of increment.

The second thing to consider is how much do we really know about our competitors? (SWOT)
1. Who are our main competitors?
2. What are the channels of the main competitors? Which channels are the main sources of sales for competitors? What is our sales share in these channels? Are competitors better or worse than us?
3. What are the advantages of the main channels of competitors? How big is the gap between us and them?
4. Is there any possibility of extending the channels of competitors? Which channels can be extended? What impact will it have on us? Why?
5. What is the promotional strategy of competitors? Compared with our promotional strategy, which is better? Why? What strategy do we use to counter it?
6. What are the main advantageous products of competitors? What are the sales volumes? What specifications and prices? What promotional means did competitors use? What were the effects? Is there any possibility of growth next year? Approximately how much growth? How much impact will it have on our sales?
7. Are our product prices advantageous? Are our promotional means effective? Compared with competitors, where are our shortcomings? What adjustments are needed next year? How to adjust?
8. Do the advantageous products of competitors target our advantageous products? Welcome to follow the public account (FMCG Distributor Professional Consulting Management). Which products? Is there a gap? Why? Was this year's response strategy effective? What adjustments are needed? How to adjust?
9. What is the media strategy of competitors? Through which media? What about our media strategy? Which is more effective? Why?
10. What is the operation model of competitors? What about ours? Which is better? Does it need adjustment? How to adjust?
12. How many potential competitors are there? What impact will they have on us? Is there any possibility of an increase in potential competitors next year? Why?
13. Which tier do the main competitors belong to in their respective regions? What about us? How much is the gap? What about potential competitors?
14. What channel customers do competitors have? Are there any problems with competitors' channel customers? What problems? What channel customers do we have? Are there any problems with our channel customers? What problems? How to solve them?

Through the analysis of competitors, we need to give ourselves an accurate positioning in the region, establish the main target, find the opponent's weakness, seize the vital point, curb the development of competitors, ensure the completion of sales, and consider the possible changes of competitors, prepare in advance, and reserve some flexible expenses for use.

The third thing to consider is to compare the combat effectiveness of our team with that of the competitor's team.
1. What is the personnel organization framework of competitors? How are channel personnel matched? How many people? Through what channels are personnel recruited? Is turnover high? Why?
2. What about our organization framework? How are channel personnel matched? How many people? Compared with competitors, is it reasonable? Why? What adjustments are needed?
3. How is the salary of competitor personnel composed? What about the assessment system? What about ours? Which is more reasonable? Why? Does it need adjustment? What adjustments?
4. What is the morale of the competitor's team? What about ours? Which is better? Why? What work is needed to boost the team's morale?
5. Is our team's personnel turnover frequent? Why? What adjustments are needed?
6. Is the competitor's team dedicated? In what aspects? What about our team? In what aspects? Is there a gap compared with competitors? Where is the gap? How to adjust?
7. What is the execution ability of the competitor's team? In what aspects? What about ours? What management needs to be strengthened? How to strengthen?
8. What is the business process of competitors? What about ours? Which is more effective? Do we need to adjust? How to adjust?

Through the comparison of team combat effectiveness, find our advantages and shortcomings, and make targeted adjustments. The purpose is to prefer a lion leading a group of sheep over two sheep leading a group. At the beginning of the next year, adjusting the organizational structure and forming a combat-effective team is very important.

The fourth thing to consider is our logistics system.
1. What logistics system do competitors use? What about us?
2. What advantages do competitors have in logistics? In what aspects? What about us? In what aspects? Is there any possibility of improvement? How to improve?
3. Do competitors have shortcomings in logistics? In what aspects? What about us? In what aspects? How to adjust?
4. Compared with competitors, whose logistics system is more complete? Why?
5. How do competitors assess logistics distribution? What about us? Which is more reasonable? What adjustments are needed? How to adjust?
6. What logistics system will be determined for next year? What is the process for channel distribution? How to monitor? Is the responsibility division clear when problems occur? How to clarify?

Through the comparative analysis and summary of logistics, find the causes of problems and solutions. Next year, ensure the quality of distribution service and logistics support, so that the whole team can devote themselves to the front-line battle, with sufficient, timely, and in-place ammunition supply.

The fifth thing to consider is the status of after-sales service.
1. What is the after-sales service process of competitors? What about ours? Which is better? Do we need to adjust? What adjustments are needed?
2. Are channel customers satisfied with our after-sales service? Why? What adjustments are needed?
3. Are consumers satisfied with our after-sales service? Why? What aspects need to be strengthened?
4. What is the after-sales service process for next year? Is it fully considered?

Sales never end. Only by improving our after-sales service system can we maintain more consumers and customers and increase their brand loyalty.

The sixth thing to consider is the industry's target consumers.
1. Have we studied target consumers? How did we study them? Did it guide our sales work? Was it effective?
2. Who are the loyal consumers of competitors? What about us? Is there a difference? What differences? Why?
3. What are the consumption characteristics of consumers in the region? Which channels are the main channels for consumers to purchase?
4. What factors influence consumer purchase behavior in different channels?
5. In the channels, what promotional means can increase the possibility of consumers buying our products? What is the possibility? How to ensure effective implementation? Is the input proportional to the output?
6. Do we have a consumer education and guidance plan to cultivate loyal consumer groups? How is it planned? Is it long-term or short-term? Through what means? Are these means complete? What adjustments are needed? How to adjust?
7. What are the media that influence consumer purchases in the region? Why?
8. Have we cared about consumers? In what ways?

Only by thoroughly analyzing our target consumers can sales work have direction. Otherwise, no matter how perfect the product and promotion means are, it is meaningless, because understanding consumers makes our work effective!

The seventh thing to consider is how to spend next year's expenses.
1. How much is next year's expense? Have you made a usage plan? How was it made?
2. How much is management expense (office expenses, personnel expenses, etc.)? How much is promotion expense (promotions, store entry fees, display fees, stack fees, advertising promotion resource fees, etc.)? How much is logistics expense (distribution fees, vehicle rental fees, fuel costs, etc.)? What are the proportions? Compared with this year, is there any improvement? What improvements? Is it reasonable?
3. Has the management expense been subdivided? Is the budget reasonable? Has the rationality been demonstrated? Are personnel salaries linked to sales and expenses? How are they linked?
4. Has the promotion expense been broken down by month, quarter, and year? Is it linked to sales? How is it linked? Has the rationality been demonstrated? Have unexpected factors been considered?
5. Has an expense early warning system been established? What system? Is it reasonable?
6. What to do when the current month's expense is insufficient? How much of next month's expense can be borrowed? Is it reasonable? How to control?
7. How much expense is invested in key channels? What expenses? Why? What about secondary channels? Blank channels?
8. Has the expense been subdivided by product item? How is it subdivided? Does it conform to the overall promotion strategy?
9. Is there a reserve of flexible expenses? How much is reserved? For what aspects? How to use?
10. How are warehouse losses and logistics losses stipulated? Are they reasonable? How to control? Which part of the expense do they count into?
11. Are there other factors to consider? What factors?

Through careful calculation and subdivision of expenses, adhering to the principle of spending the least money to do the most things, we can implement our expenses in practice and make them play a role.

The eighth thing to consider is whether there are problems with ourselves as managers (self-analysis).
1. Have you conducted self-analysis as a regional manager?
2. Have you summarized a year of management issues? What issues exist? Have you corrected them in time?
3. What aspects need continued effort? Have you made a plan? How to implement it?
4. What is your biggest weakness? How to overcome it?
5. What is your mentality? What adjustments are needed?
6. What details in management need attention?
7. Have you planned your career? How? Is it realistic and feasible?

A sheep leading a group of lions, or a lion leading a group of sheep, or a male lion leading a group of lions? Which is better? Of course, employees don't like leaders who are inferior to themselves, so we must conduct self-analysis to let employees feel that you are a master, exert your leadership charm, and lead the team to sprint toward next year's sales!

For a comprehensive market analysis, you can design a questionnaire as an indicator for year-end employee assessment, summarize employee feedback, conduct objective analysis, or convene all employees for a discussion meeting, convene customers for a communication meeting, analyze and refine, and draw objective conclusions. Of course, don't forget to conduct comparative analysis and demonstration of data, and don't forget not to be arbitrary!

Have you clarified your thinking?

If you have, you have found the priorities of your work. According to the priorities, deploy your troops!

If you are not a senior decision-maker, task indicators, expense indicators, product planning, etc., are not something you can control. If you are only a regional manager, then clarify the above thinking and apply the right remedy!

Remember, the early bird catches the worm, and the latecomer suffers! Only when you react faster than your opponents in all aspects of marketing management can sales achievement be possible!

Put on your running shoes and run quickly!

How to complete next year's growth sales target? Do you have any ideas now?

**-END-**

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