---
title: "A Look at Outstanding Companies That Don't Assess Sales Performance"
description: "At a New Marketing course in January, the author noticed that three of the invited companies, and four others he knew, do not assess sales performance. This article explores why these companies, which excel in new marketing, focus on process and intermediate results rather than sales targets, and how this approach leads to success."
author: "刘春雄"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2019-02-28"
language: "en"
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# A Look at Outstanding Companies That Don't Assess Sales Performance

> At a New Marketing course in January, the author noticed that three of the invited companies, and four others he knew, do not assess sales performance. This article explores why these companies, which excel in new marketing, focus on process and intermediate results rather than sales targets, and how this approach leads to success.

Click the image for details
**01**
At the New Marketing "New Year Layout" course held on January 12-13, I suddenly realized that among the invited guests, three companies do not assess sales performance.
Among the companies I know, four do not assess sales performance. Coincidentally, they are indeed engaged in new marketing.
Does doing new marketing mean you don't need to assess sales? Certainly not, but in the new marketing system, sales indeed has no place. Sales is merely the result of new marketing efforts.
This accidental discovery really prompted me to think. To avoid seeming like advertising, I have omitted the company names.
**02**
First, let's talk about an agricultural company.
Not assessing sales doesn't mean there are no goals or no concern for results. In the past four years, annual growth has been 3-7 times. The company's goals are "bold and ambitious": "First, set goals; Second, goals are 'bold and ambitious,' beyond imagination; Third, 'clarify key points, core, and approach.'"
This company values process over results and is a typical management-oriented enterprise. Only management-oriented enterprises can implement process management thoroughly.
However, solid processes don't always lead to efficient results. For example, there were two years when the process was solid, but sales declined.
**From process to results, there is always a time lag effect. The hardest part of process management is the lag in results. Spring sowing and autumn harvest—that's the time lag.**
Result management tends to lead to work processes without time lag, but such processes don't exist in the world. If they do, they are harmful and produce "toxic" sales.
Short-term look at process, long-term look at results. That's my consistent logic. Therefore, monthly sales assessment is problematic; current month's sales work can hardly support current month's sales.
**This company's sales surge stems from two reasons: first, a good product; second, a set of tactical measures. If employees follow these tactics, sales will follow.**
As long as there are sales, employees are less focused on sales. Many companies emphasize sales precisely because they can't find ways to generate sales.
These tactics are simple: take offline demonstrations and experiences to the extreme, making effects surprisingly good. Then use community communication and fans to mobilize fans. With high density of offline customers, the communication initiated through offline channels also has high density, bridging the two spaces.
Although this company's new marketing isn't sophisticated in gameplay, being the first in the industry, sales have doubled year after year.
This company's current work model is new marketing. They don't assess process or results, but they do assess intermediate results, such as holding 200 on-site meetings a year. The number of on-site meetings is an intermediate result. From intermediate results, you can infer the process forward and derive results backward. If intermediate results are poor, there's still time to remedy.
**03**
Next, let's talk about a liquor company.
The common practice in liquor is policy-driven inventory loading. Big brands use brand power to load inventory, while small companies use policy incentives.
This company's approach is to focus on experience. Many liquor companies have tried experience, but none have formed a marketing model.
This company was originally poor and had no sales. If they don't assess sales, would sales be even worse?
The biggest test of not assessing employee sales is the boss. Without sales, can the boss hold on?
For this company, the boss held on for one year. After a year, sales picked up.
Experience is inherently inefficient, but with continuous experience and reaching a certain density, it becomes very efficient. However, reaching density takes time, requiring enduring the time lag. The year the boss held on was the time lag from experience to sales.
Of course, this company's experience has three levels, making experience ubiquitous and scenarios transferable. Moreover, experience includes participation, entertainment, and ritual, turning it into strong cognition and high dissemination. Especially when combined with IP, efficiency increases.
Strong experience + experience density + experience dissemination forms this company's new marketing model. This model naturally generates sales.
**04**
Next, let's talk about a food company.
This company originally assessed sales and loaded inventory, and did so heavily. Food inventory loading inevitably leads to near-expiry products, and handling them is a huge loss. So, sales assessment through inventory loading is like digging a pit, jumping in, and then filling it yourself.
Later, this company changed to assessing freshness. This surprised me, but it's reasonable. For food, freshness is indeed key. About 15 years ago, we wrote articles on freshness management, but it wasn't as urgent then as now.
**To ensure freshness, you can't load inventory; you must help partners sell through. This shifts work to the process.**
When assessing freshness, new marketing hadn't been introduced yet. This company's new marketing system is leading among traditional enterprises. After introducing new marketing, there are more actions to drive sell-through. In the past, sell-through relied only on B-end actions; now there are C-end actions. C-end actions can force B-end actions.
**05
Finally, let's talk about another liquor company.
It's said this company's IP is well done. Does good IP guarantee good sales? Not necessarily.
If good IP led to good sales, then IP's spread on the internet is not regional, so why can't this company find distributors in some places?
In the early days, this company used IP + deep distribution; now they use communities, e-commerce, and mini-programs. They've connected three spaces.
Why doesn't this company assess sales? It's the boss's ability to plan ahead and confidence in process management. With strong planning, the work rhythm is strong. Inventory loading often disrupts the rhythm. When work is done well, sales will come. Otherwise, overdrawn sales will have to be repaid.
**06**
Finally, let's discuss the thoughts brought by not assessing sales. Why do companies that do new marketing well not emphasize sales assessment?
It must be clear that not assessing sales doesn't mean not valuing sales or not wanting sales; annual assessment still includes sales.
The problem with sales assessment often lies in monthly assessment. According to conventional work logic, current month's work rarely brings sales. If such "sales" exist, they are usually "toxic." So, these companies' common practices are:
> **First, assess intermediate results**
Many people have been纠结 about "assessing results or process," which I think is a misleading pseudo-question. I advocate assessing intermediate processes. Intermediate results are neither process nor final results.
If intermediate results are poor, there's still time to act. If final results are poor, it's often too late; you have to wait for the next cycle.
Focus on and assess intermediate results. For example, in experience marketing, experience is the intermediate result; how the process is achieved is the process.
> **Second, these companies have a set of tactical systems**
Assessing process has an unavoidable issue: can good process lead to good results?
A tactical system is not a process but a set of processes. Within a set of processes, results can be generated. The Eighteen Dragon Subduing Palms is a set of moves, and its power lies in being a set of moves.
> **Third, new marketing indeed has stronger driving force than traditional marketing**
Apart from IP-driven, traditional channel driving has only one dimension. Now, connecting three spaces forms three-dimensional driving (offline, community, and network space), which is stronger than single-dimensional driving.
> **Fourth, new marketing has the feature of "quick wins"**
Quick wins mean fast sell-through, fast repurchase, and fast dissemination density. Quick wins mean short investment return cycles. Quick results bring quick confidence.
Source: Teacher Liu's New Marketing
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