---
title: "Dealer Product Management: Master These Tables and Everything Will Be Clear"
description: "Many dealers, especially traditional FMCG dealers, rarely use data management tools in their daily operations, leaving them unaware of which products are profitable, which are losing money, and which have no market potential. Even dealers with large scale, good profits, professional teams, and monthly inventory and asset checks may still lack professional management. Based on over a decade of experience in the FMCG industry, the author shares several data management tools to help dealers."
author: "曾文忠 陈行军"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2016-04-10"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/RqVHCuUnS6Xa5U8rLSfWRQ"
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---

# Dealer Product Management: Master These Tables and Everything Will Be Clear

> Many dealers, especially traditional FMCG dealers, rarely use data management tools in their daily operations, leaving them unaware of which products are profitable, which are losing money, and which have no market potential. Even dealers with large scale, good profits, professional teams, and monthly inventory and asset checks may still lack professional management. Based on over a decade of experience in the FMCG industry, the author shares several data management tools to help dealers.

Many dealers, especially traditional FMCG dealers, rarely introduce data management tools into their daily management work. As a result, they are unclear about which products make money, which do not, which lose money, and which have no market space at all. Perhaps many dealer friends have large business scale, good profits, professional teams for target tracking and review, and monthly inventory and asset checks, but these are far from professional operation.
Having worked in the FMCG industry for over ten years, I have summarized several data management tools, hoping to help fellow dealers. These tools are not difficult; the challenge is to introduce them into management and persist in applying them to every aspect of work.
**First Data Management Tool:**
1. Purchase-Sales-Inventory Table:
**Actual Sales = Beginning Inventory + Monthly Purchases + Monthly Expense Inventory - Monthly Scrap - Monthly Expense Payments - Ending Inventory**
The purpose of this table is to directly show the actual sales status of each category from the manufacturer, and it can be detailed down to each SKU to track its sales performance.
The reason for adding monthly expense inventory and monthly expense payments is that most FMCG manufacturers pay terminal and dealer expenses in the form of product rebates. Listing them separately clarifies the true actual sales volume and real sales revenue. (This article does not involve non-operating income.)
Scrap is included because, first, scrap is a hidden killer of dealer profits, and second, product damage is borne by the dealer, not the manufacturer.
2. Year-over-Year Sales Comparison Table:
**Year-over-Year Growth Rate = (This Year's Actual Sales Quantity - Last Year's Actual Sales Quantity) / Last Year's Actual Sales Quantity * 100%**
The year-over-year growth rate reveals the sales growth of each category or SKU compared to the previous year. Why is it growing, stagnating, or declining? Understanding this allows dealers to decide which items to invest heavily in, which need no investment, and which should be completely abandoned.
**Second Data Management Tool**
Accounts Receivable Flow Table:
**Monthly Actual Sales Amount = Beginning Inventory Amount + Monthly Payment Amount + Monthly Expense Replenishment - Monthly Scrap Expense - Monthly Expense Payments**
**Monthly Accounts Receivable = Monthly Actual Sales Amount + Beginning Accounts Receivable - Monthly Actual Collections**
Accounts receivable is the lifeline of a dealer; without proper control, no development is possible. Of course, if dealer friends do not mind the extra effort, they can do a detailed year-over-year analysis of actual sales amount and accounts receivable for a more direct view. This shows whether receivables are collected promptly or remain with customers, and whether receivables are continuously growing.
**Third Data Management Tool:**
1. Profit and Loss Statement:
2. Channel Efficiency Table:
Channel efficiency only has practical significance when data spans at least three consecutive months. Conducting a full-year channel efficiency assessment is important. Accumulate current year data and compare with previous year data to truly see the actual input-output efficiency of each channel. Which channels require investment, which should reduce investment, and which should terminate cooperation become clear at a glance. For more detail, it is recommended to create a "Specific Customer Expense Efficiency Table" for expense investment.
Specific Customer Expense Efficiency Table:
By using these tools well, dealers can easily and clearly grasp their operational status. Long-term adherence may lead to a thorough understanding and smooth control of their business.
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