---
title: "Methods of Sales Process Management"
description: "After a company sets its sales targets (including sales volume, gross profit, increasing sales outlets, and full payment collection), the key to achieving these targets lies in two aspects: first, the sales manager must specifically and meticulously break down these targets to salespeople and distributors, and coordinate with sales and promotion plans to help them achieve monthly, quarterly, annual, product-specific, or region-specific sales goals. Second, the sales process must be tracked and controlled to understand the dynamics and progress of daily sales work, and to promptly identify and resolve any anomalies or problems in sales activities."
author: "王荣耀"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-04-10"
language: "en"
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---

# Methods of Sales Process Management

> After a company sets its sales targets (including sales volume, gross profit, increasing sales outlets, and full payment collection), the key to achieving these targets lies in two aspects: first, the sales manager must specifically and meticulously break down these targets to salespeople and distributors, and coordinate with sales and promotion plans to help them achieve monthly, quarterly, annual, product-specific, or region-specific sales goals. Second, the sales process must be tracked and controlled to understand the dynamics and progress of daily sales work, and to promptly identify and resolve any anomalies or problems in sales activities.

After a company sets its sales targets (including sales volume, gross profit, increasing sales outlets, and full payment collection), the key to achieving these targets lies in two aspects: first, the sales manager must specifically and meticulously break down these targets to salespeople and distributors, and coordinate with sales and promotion plans to help them achieve monthly, quarterly, annual, product-specific, or region-specific sales goals. Second, the sales process must be tracked and controlled to understand the dynamics and progress of daily sales work, and to promptly identify and resolve any anomalies or problems in sales activities. In other words, the main purpose of sales process management is to emphasize the relationship between targets and actual performance, and to ensure the achievement of sales targets through tracking and monitoring the sales process.

A key aspect of sales process management is to refine time management from annual tracking to monthly, weekly, and even daily tracking.

Sales process management is divided into: salespeople and office supervisors conduct daily tracking (also known as self-management), middle-level supervisors grasp weekly progress, senior executives control monthly management, and business owners only need to look at results.

After understanding the company's assigned sales targets and sales policies, salespeople should formulate a daily visit plan, including the customers and areas planned to visit; the time arrangement for visits; the planned projects or purposes of visits (developing new customers, market research, payment collection, service, customer complaint handling, ordering, or others). These should be carefully filled in the "Daily Visit Plan Form." This form must be signed by the supervisor.

After work, salespeople should fill in the "Daily Visit Report Form" with information such as daily attendance, results of customer visits and negotiations, customer complaint handling, actual performance and ratios of payment collection or order targets, competitor market information, customer feedback, latest customer developments, and today's visit insights. This form should be signed and commented on by the supervisor. Through the "Customer Visit Plan Form," the sales manager can know what salespeople plan to do each day; through the "Daily Sales Report Form," they can know how salespeople performed today. This is the first process management.

After reviewing the daily sales reports, the sales supervisor should track the cumulative progress of various target values, evaluate the results of today's visits, and understand the costs incurred during customer visits to assess sales efficiency.

If necessary, salespeople should be called for individual or group interviews to grasp in-depth and broad market information. This is the second process management and the most important management content.

During customer visits, salespeople will gather useful information, such as consumer opinions on products, new promotional activities or new products launched by competitors, serious complaints from distributors, personnel changes in customer companies, etc. In addition to filling this in the daily visit form immediately, if the situation is serious and could affect product sales, they should immediately fill out a market condition report form or customer complaint handling report form to report to superiors promptly.

To keep the company informed of sales dynamics, regional market sales supervisors should submit a sales management report every Monday, reporting the market conditions of the week. The content includes sales target achievement, number of new customers developed, payment collection, effective visit rate, transaction rate, average weekly sales per person, competitor dynamics, handling of abnormal customers, submission and reporting of various forms this week, and next week's goals and plans. This is the weekly progress control of middle-level supervisors.

The quality and timeliness of salespeople's report forms should be included in their performance evaluation, so that sales supervisors can cover all aspects in process management and progress tracking.

An important tool in sales process management is the sales meeting, including morning meetings, evening meetings, and weekly meetings. Since sales supervisors need to grasp the latest market information at all times, morning or evening meetings are key points that cannot be ignored daily. For companies with salespeople distributed across the country, when daily morning or evening meetings cannot be held, they should use fax or phone to report their visit report forms to the company at any time.

After understanding the work situation of each salesperson, the sales supervisor should provide guidance, correction, and help to those with poor performance and new salespeople regarding their work attitude and efficiency.

In summary, if the sales manager can grasp the people (salespeople), things (reports and meetings), places (phenomena and problems), and objects (products and payments), sales process management will be well done.

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