---
title: "Seven Dimensions for Sales Supervisors to Check Salesmen's Work in the Field"
description: "From the perspective of employee visit efficiency, when the company is pushing new product distribution and leaders are anxious, it's possible that employees are slacking off, ending their work early, or even skipping visits altogether. There may also be missed orders, where employees fail to secure all possible orders during their visits. If such issues exist, they should be addressed in morning meetings with rewards and penalties, and the penalty for missed orders should be publicly announced to motivate everyone to push new products and improve personnel management efficiency. From the barcode distribution perspective, new products may not be suitable for all outlets, so it's important to check if employees are following the distribution standards and whether those standards need adjustment."
author: "New Distribution"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2015-12-06"
language: "en"
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original_source: "https://mp.weixin.qq.com/s/6bkr4xQ88K4ZTZLO3AVCkg"
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---

# Seven Dimensions for Sales Supervisors to Check Salesmen's Work in the Field

> From the perspective of employee visit efficiency, when the company is pushing new product distribution and leaders are anxious, it's possible that employees are slacking off, ending their work early, or even skipping visits altogether. There may also be missed orders, where employees fail to secure all possible orders during their visits. If such issues exist, they should be addressed in morning meetings with rewards and penalties, and the penalty for missed orders should be publicly announced to motivate everyone to push new products and improve personnel management efficiency. From the barcode distribution perspective, new products may not be suitable for all outlets, so it's important to check if employees are following the distribution standards and whether those standards need adjustment.

From the perspective of employee visit efficiency
When the company is pushing new product distribution and leaders are anxious, it's possible that employees are slacking off, ending their work early, or even skipping visits altogether. There may also be missed orders, where employees fail to secure all possible orders during their visits. If such issues exist, they should be addressed in morning meetings with rewards and penalties, and the penalty for missed orders should be publicly announced to motivate everyone to push new products and improve personnel management efficiency.

From the perspective of barcode distribution
New products may not be suitable for all outlets. We have set distribution standards for new products (guidelines for target outlets for new product distribution). Are employees following these standards? Have they distributed new products to outlets that cannot sell them? Should we modify the distribution standards for new products? Should we reiterate the distribution standards in morning meetings and implement reward and penalty systems?

From the perspective of display performance
After new products are distributed to stores, have they been unpacked and placed on shelves? Have posters been put up? Does the in-store display highlight new products? Are the company's display standards for new products being followed? Should we modify the display standards? Should we hold meetings to reiterate the display standards, emphasizing that we not only need to distribute new products but also ensure good display to drive sales, and follow up with rewards and penalties?

From the perspective of pricing
Are there any abnormal prices for new products at the terminal? Are there instances of price inflation or price cutting? Are there any abnormal prices from distributors? How well is the clear pricing of new products being implemented? Compared with old products and competitors, does the new product have a profit advantage in the channel? If there are price or profit anomalies, how should they be improved?

From the perspective of inventory
Are there any bad inventories of new products? Is the inventory of new products too small, resulting in no sales pressure at the terminal? For model stores, have we achieved the optimal inventory for new products? Should we introduce minimum inventory standards for new products at the terminal, minimum inventory standards for model stores, and corresponding reward and penalty systems for employees and distributors?

From the perspective of promotion
Have the promotions for new product launches been effectively implemented? Have channel gifts been intercepted? How well is the consumer promotion poster communication? Are consumer promotion gifts clearly displayed? Do we need to introduce a personnel management project to ensure promotion execution? How do terminal stores accept the promotion? Compared with competitors, does the promotion policy for this product need adjustment?

From the perspective of service
Can distributors deliver new product orders in a timely manner? Has the promotion policy information for new products been communicated to all terminals in a timely manner? Do we need to manage the issue of distributors' inadequate delivery of new products? Do we need to introduce a reward and penalty project for new product information communication? Are there any customer complaints or unresolved issues at the terminal that need to be addressed collectively?

In summary, what you manage is what you check. For example, if the company is currently focusing on new product distribution, the inspection should revolve around this core: check the efficiency of employee visits during the new product distribution phase; check the distribution, display performance, abnormal prices, promotion execution, inventory performance, and the service follow-up of employees and distributors to the new product distribution terminals. Finally, reflect on the following questions: What are the reasons for the new product not moving and the terminal not selling? How should these issues be improved? Do we need to adjust employee assessments and training, or let distributors sell on credit, or modify the new product distribution policy, or handle unresolved terminal issues? As long as we identify and solve problems through inspection, new product distribution and sales can be advanced.

**-END-**

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