Personnel management has always been a headache for distributors. Without good management and monitoring, it is inevitable that salespeople will "let the sheep graze"—meaning they will slack off. Additionally, using sales management software to improve management is a trend and a necessary condition for enhancing management. However, many distributors often lack the method during the implementation process, leading to the software being abandoned halfway. How to implement sales management software? The author shares personal implementation experience from three stages and two levels:

The implementation of sales software should start from two levels:

1. Market Operations: This refers to the phased implementation of specific work content closely related to sales during the software implementation, mainly including the network point import stage, route correction stage, and market optimization stage.

2. Management: This refers to specific work done during the software implementation to adjust employees' negative work attitudes, including software training, morning meeting tracking, incentives and penalties, and setting benchmarks.

Sales management software generally can be divided into three stages:

Stage 1: Import Stage Import all market network points and routes into the sales management software, and reorganize daily processes around the software usage (simplify or add) to create new work content. This stage is the most critical for success. Time: The focus is to import product information and network points into the system. This stage takes about two to four weeks and should not be too slow.

1

Operational Level A: Product Information Import: At the initial stage, all products represented by the trading company should be imported into the terminal system backend according to specifications and categories. The import depends on the number and specifications of the products. Generally, the software manufacturer's technicians will assist. Key points:

  1. Product specifications should be imported based on actual conditions; the finer the better, and avoid entering without distinguishing flavors.
  2. Products must be imported by brand, category, and subcategory; avoid importing all at once without distinction.
  3. Consider whether the current return process conflicts with the system's return method. Returns include exchanges and direct returns; plan ahead.
  4. Check if the product pricing (for second-tier, KA, etc.) and promotional gift processes conflict with existing financial product processes. Adjust accordingly. Non-product gifts should also be entered into the system.
  5. Consider whether to take inventory and import it into the software. If so, conduct a full inventory check and import actual stock quantities.

B: Network Point Import: There are two methods to import terminal network points into the system: Method 1: Enter based on actual transactions with existing supply terminals. This is relatively easy; salespeople can enter during normal visits, provided they already follow pre-divided routes. Tip: If local population data is available, divide sales areas based on 60,000-100,000 population, then import products for stores we supply, and gradually develop and import new points based on population and density. Method 2: Enter all target channel network points at once, then gradually develop and integrate them into routes based on actual product presence. This clearly shows coverage but is labor-intensive and hard to update. 1. Terminal Network Statistics: After evaluation, choose a main channel to focus on and conduct a market survey (usually one week), recording product presence for all such points. Design a statistics table; have clerks enter data by area and salesperson. 2. Divide Areas and Establish Routes: Based on the survey, re-divide areas according to our product presence. Set visit cycles (typically 6-8 days) and daily visit counts. Divide points evenly using proximity and right-hand principles. 3. Import into Software: Over about a week, have salespeople enter all surveyed points into the system during normal visits. 4. Use Software for Route Visits and Sales: After entry, salespeople must strictly follow routes for visits and order taking. Issues may arise with returns and gift cost accounting conflicting with financial software; address promptly.

Tip: A clerk might be more valuable than a sales manager, so consider hiring a clerk before an external sales manager.

2

Management Level Employee resistance is the main reason for implementation failure. Salespeople's resistance to POS software mainly stems from:

  1. Feeling it's troublesome and unfamiliar with functions, leading to fear and inertia.
  2. Feeling monitored, losing chances to slack or cheat.
  3. Disrupting existing workflows, causing confusion. These are core reasons for failure. From experience, implement in stages, starting with easy tasks. When changing the team, note: Fill pockets first, then change minds; Adjust attitudes first, then change habits; Establish standards first, then change the market. Explanation: Start with simple functions, provide timely and effective rewards (small but frequent daily cash prizes), and make users realize the software can increase income, thus changing attitudes and habits. Continuously communicate benefits: increased income, higher efficiency, better decision-making, and data analysis. Once the team accepts, gradually introduce all management functions.

Specific tasks in the initial stage: 1. Software Training: Manufacturers usually provide training, but results vary. Assign a dedicated person to coordinate, and ensure managers understand the software. Address daily issues in morning meetings. 2. Morning Meetings for Management and Data Tracking: Daily follow-up is key. Use morning meetings to review software usage, market issues, and data analysis, preferably with a projector. Track and correct. 3. Incentive and Penalty Mechanism: Set benchmarks, praise positive employees, and reward compliance. For example, give 20 yuan lunch allowance for completing daily route entry. In the first week, give an extra 10 yuan for proper order taking and photos. Use small, achievable goals to boost enthusiasm. If resistance is widespread, hold team dinners to soothe emotions.

Tips:

  • The boss must personally participate in the first stage, showing reasons, attitude, and determination.
  • Use new phones and data subsidies as company benefits.
  • If initial workload is heavy, phase it: week 1 for network entry, week 2 for route visits and photos, week 3 for order entry.

Stage 2: Correction and Expansion Stage After the import stage, sales are on track, but network discovery, route rationality, and workflow simplicity need optimization. Time: Focus on correcting routes and network points, continuous discovery, and optimizing conflicting processes. This stage takes about two to six months; don't rush. 1. Establish Terminal Operation Standards: Build a standardized, visualized, and quantifiable terminal operation management standard based on the software. For example, Molihutong's system quantifies tasks: 15 yuan for visiting over 15 stores, 0.25 yuan per poster photo, 1 point for 5 shelf facings, etc. Jinmailang used such standards to grow despite industry decline. Distributors can use photo management to evaluate work. 2. Expand Routes and Network Points: After about six months, expand visit cycles from 6-7 days to 8-10 days to free time for new point development. Set phased goals. A route should have at least 20 delivery stops or 30 visit stops. As points increase, add staff and delivery capacity. 3. Establish Daily Reports and Forms: The system accumulates valuable data: store entry rates, SKU coverage, top 50 stores by sales, top 50 SKUs, visit-to-order ratios, shelf counts, etc. These are key for decisions. Develop daily, weekly, and monthly reports. (Reference to 14 reports from the public account.)

Stage 3: Optimization and Execution Correction and execution alternate. Execution means following optimized processes for sales management, market data feedback, and routine reporting to boost sales. At this stage, market information is digitized, so decisions can be data-driven rather than based on intuition. Distributors can gradually introduce brands, centralized order taking, or O2O distribution to reduce logistics costs. Ultimately, effective route management through the software keeps transactions and network points under control, accelerating development. Future growth depends on capital strength.