---
title: "Year-End Insights | Six Key Points for Marketing Professionals on Annual Work Summaries and Next Year's Planning!"
description: "As the year draws to a close, salespeople are making final pushes to meet annual targets, with many frontline staff spending over 200 days in the market—this is no exaggeration. It is essential for sales professionals to craft effective annual work summaries and plan for the upcoming year. This article provides a detailed guide on how to do so."
author: "蒋军"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2017-01-08"
language: "en"
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# Year-End Insights | Six Key Points for Marketing Professionals on Annual Work Summaries and Next Year's Planning!

> As the year draws to a close, salespeople are making final pushes to meet annual targets, with many frontline staff spending over 200 days in the market—this is no exaggeration. It is essential for sales professionals to craft effective annual work summaries and plan for the upcoming year. This article provides a detailed guide on how to do so.

As the year draws to a close, salespeople are making final pushes to meet annual sales targets. Many salespeople, especially frontline staff, spend over 200 days a year fighting in the market—this is no exaggeration. Carrying the fruits of a year's hard work, results, or even consequences, they are about to welcome the new year. For salespeople, it is crucial to conduct a thorough annual work summary and plan for the next year. This article will explain it all.

We often see two types of annual work summaries.

**The first type is "flashy but impractical."** It puts on a grand show, listing a bunch of models and data, analyzing everything from international situations and domestic macro environments (not just mentioning them but writing lengthy paragraphs, probably copied from Baidu) to the company's past sales data, expenses, and targets over several years. But in reality, it's all "window dressing" with little use for actual sales work.

Seeing too many salespeople's work summary templates is truly distressing and alarming—I fear others might mislead salespeople, and I also worry that my own words could cause misunderstanding.

**The other type is formalistic and going through the motions.** As long as the task is done, it's fine. It's just a perfunctory and irresponsible effort, which is closely related to the company's management and culture. Comparing the two, the former, though complex and impractical, at least shows effort in analysis; the latter is purely about coping and formality, with no use at all.

Going to extremes is never a good approach. In my opinion, a good work summary should: summarize past achievements, identify the problems that led to meeting or missing targets, propose improvement methods and measures, and finally outline the overall goals and direction for the next year (specific plans depend on the company's marketing strategy; after the summary comes detailed planning).

It may seem easy for salespeople to write an annual work summary—a single page can do—but doing it well and thoroughly is not easy. Here, I will focus on key points for frontline salespeople and grassroots supervisors to consider when writing annual sales work summaries.

**1. Key Point 1: Target Completion Status**

The targets here include sales targets but are not limited to them; they also include brand targets, profit targets, channel targets, management targets, etc. Of course, achieving targets is the top priority for salespeople, divided into sales volume and sales value. For example: the achievement ratio of sales targets by product, whether the distribution of basic products, profit products, image products, and blocking products is reasonable; the achievement of targets by market, channel, and distributor, and why they were met or missed—all need comprehensive analysis.

Through these analyses, salespeople can see which products were the main drivers over the year; the overall situation of regions, channels, and distributor numbers; terminal coverage, the number of effective terminal stores, and gain a comprehensive understanding of the overall market condition. They can also see where our weaknesses lie, which channels, regions, and products are our Achilles' heel.

For salespeople, performance is paramount, but besides sales volume, how well are we doing in process management and team management? How much effort have we put into brand cultivation and promotion? In the long run, these are the foundation for a healthy and sustainable market.

If comprehensive targets are met, the pressure for market expansion and maintenance in the next year will naturally be much less; the stability of products, channels, and teams is also the best guarantee for sustained sales growth. More importantly, for a region with rapid sales growth and large market capacity, it naturally deserves more market investment and support. Therefore, this is a cyclical system: only by doing the basics well can we achieve a virtuous cycle.

**2. Key Point 2: Expense Allocation and Usage**

Achieving sales targets requires various market expenses.

Salespeople need to know where money was spent, why it was spent, and what effect it had. Expenses related to salespeople or that they can directly apply for and execute include channel expenses (distributors and intermediaries), terminal expenses, personnel expenses, promotional expenses, and some brand promotion and consumer PR expenses.

For fast-moving consumer goods (FMCG), frontline salespeople can basically understand the flow of expenses and their effects by tracking channel, terminal, personnel, and some activity expenses.

Often, we are used to spending money this way without specifically analyzing the input-output ratio, i.e., the return on investment. Furthermore, even if expenses are spent and reasonable, how was the execution? Were they truly implemented in the market? This deserves attention. No matter how good the plan or how much the budget, if funds are intercepted or diverted, the effect will be greatly diminished.

I have also seen salespeople who didn't spend their budget by year-end, claiming they saved the company money, but I found that their region only completed about 80% of the sales task. That is intolerable. If you can't even complete the task, how can you talk about reducing or saving expenses? If you exceed the budget, it depends on the specific situation: if it's a specially approved project expense, it may not be counted in regular marketing expenses; if it's within normal channels and promotions, exceeding the budget should result in a deduction of bonuses or commissions according to financial regulations and a certain percentage.

**3. Key Point 3: Main Tasks Completed During the Year**

What were the main things done during the year? In fact, salespeople do hundreds of things a year, but the most important and truly effective things for the regional market may be just a few. Many things are done as groundwork to accomplish these few things or one thing.

For example: completing the replacement of old products, successfully launching new products to replace old ones; large-scale roadshows; completing distributor adjustments and regional divisions; helping distributors develop downstream channels; creating model markets; team structure adjustments and training; optimizing assessment and incentive plans...

In a year, a market may encounter several of these things, or even more, but the main work is still just a few items. Once the main difficulties are resolved, other tasks can be easily handled.

For instance, the problems I encountered in managing mature markets, developing new markets, and expanding developing markets were essentially about solving the main issues.

**4. Key Point 4: Main Problems in the Market**

**First, the company's own problems.** These are divided into problems that salespeople can solve, problems that need to be reported to superiors, and problems that need to be ignored.

Problems that can be solved include regional planning, market management, process management, distributor management, etc. Problems that can be solved by reporting and suggesting upward include product issues, quality issues, organizational structure, and team member issues. Finally, problems that cannot be solved include brand issues, profit distribution, and communication issues.

I believe that salespeople must be the first responsible person for the market. Given the product and price, they must not only ensure goods reach the channel but also sell products to consumers.

**Second, analysis of major competing brands (products).** The existence of competitors, although it brings competitive pressure in the short term and market share may be taken away, is beneficial in the long run as it pushes companies to continuously improve and enhance service levels. Generally, for FMCG, mature industries and markets have 1-3 major competing brands, with one dominant brand. The dominant brand has high sales but a stable position. To grow, in the long run, you must take share from it while also expanding the market. JDB and Wanglaoji, although seemingly fighting fiercely, are both beneficiaries of the "war." The other two or so brands may be the ones we first target to take volume from; only by becoming the second can we qualify to compete with the leader.

Mainly analyze product structure, channel structure, model, consumer groups, price system design, profit distribution, organizational structure, team composition, and promotional activities. The most important thing is to first find your primary opponent. Who is your opponent? This is crucial. The simplest criterion is: at least your prices are at the same level. Next, look at the product line, price system, channels, and profit distribution, and do a detailed SWOT analysis to identify problems.

**Third, consumer analysis.** Who are your target consumers? Their age distribution, purchasing psychology, purchasing methods, when and where they buy—this determines what channels, promotion, and communication methods we should use. Regional market communication and publicity are also major brand goals. Consumer purchasing behavior, psychology, and location will determine our channel model and terminal layout.

For example: JDB's complete victory over Guangzhou Pharma is because JDB deeply understands the essence of the beverage industry—it's not that advertising and loyalty building are unnecessary, but the real decisive factors are channels and terminals. Guangzhou Pharma focused on competing with JDB in advertising spending, which was putting the cart before the horse. Facts prove JDB's strategy was successful.

**5. Key Point 5: Implementation Strategy Evaluation**

What was the main strategy for this market during the year?

**For example, product strategy**—if the product's grade is insufficient, it needs brand enhancement; if the product mix is too simple to support multi-channel operations, etc., all need comprehensive evaluation. Old products have been operating for years, prices have bottomed out, and channel push is weak—not because they can't sell, but because they don't want to sell. This requires new product replacement.

**Price strategy:** Lower prices are not always better, whether for large or small enterprises. Simply put, leave enough profit space for the channel; otherwise, without channel power, how can small brands compete with big ones?

**Channel strategy:** What is the channel model? Is it a key account system, small regional exclusive distribution, or helping distributors directly supply terminals first and then opening up the distribution network... These need to be analyzed and judged based on market conditions and the company's actual situation. Analyze whether the current channel model is suitable, whether it's the optimal choice, and how to optimize it.

**Finally, publicity,** including both promotion and sales promotion. Are the target consumers for communication precise? Are the promotional activity designs attractive? Can they achieve the publicity and promotion goals?

**6. Key Point 6: Next Year's Goals and Main Strategies**

Next year's sales target is based on the company's completion of target quantity or sales value this year.

Combined with market competition, make an estimate, discuss with senior management, and finally form an overall target, such as sales value, sales volume, brand goals, etc. Then allocate by region. Generally, this target is non-negotiable, but after allocation, you can negotiate for some policy support, such as personnel, materials, etc., which requires multiple communications and efforts.

Main strategies are to develop targeted market operation strategies under the guidance of the company's overall strategy and policies, striving to align with the company's overall marketing strategy; at the same time, it's best to have some personalization.

Each market has its characteristics. The key points that determine a regional market are usually a few. Analyze according to the marketing mix, then look at the regional structure and team composition, and finally examine competitors and consumers. With careful analysis, you can find a breakthrough strategy for the market.

**The best approach is never static but a combination of "one policy per region"—the unchanged and the changed.**

Next, I will introduce how to conduct annual planning from several aspects. It should be noted that salespeople's work planning is mainly reflected in market management, process management, etc., meaning the control and grasp of the entire market from a macro perspective. This time, I will focus on key nodes and points.

**Annual Work Goals and Breakdown**

Annual marketing work goals are usually issued by the company's sales department based on the overall sales target, considering last year's completion, natural growth, personnel, expenses, channels, etc., to set a compound growth rate. This is mainly reflected in sales targets (sales value and sales volume);

There are also non-sales targets such as brand goals and channel network coverage. Sales targets must be broken down from several dimensions: by channel, distributor, product, and by month, quarter, half-year, and annual completion. Only then are such goals meaningful.

For channel and terminal network coverage, it's also a process of refining the target breakdown. After breakdown, salespeople know where sales come from and have a clear picture. A good salesperson is not one who is anxious at the end of each month; a good sales manager is not one who angrily urges payment collection in the office at month-end.

**Market Layout**

This includes three contents. First, positioning of the regional market. Second, market classification. Third, determining the channel model. For regional market positioning, use STP strategic marketing analysis to segment the region, determine target markets, and position. In fact, for salespeople or grassroots sales managers, the most important thing is to classify regional markets, clarify the type of regional market, and formulate different channel models and development plans. Different types of markets have different channel models: some are direct supply, some use distributors to cover terminals, and some assist key accounts in distributing to terminals.

Market classification roughly divides markets into four types.

The first type is the foundation market, with a good market base and consumer base. The overall strength in brand, channel, and terminals is clearly superior to competitors, generally with a market share above 35%.

Another type is the strategic market, with a good market base and consumer base, large market capacity, and strong development space. It has strategic significance for the development of this product.

The third type is the developing market, with a certain good market base and consumer base. Large market capacity, strong development space, and this product has advantages in one or several aspects.

The last type is the penetration market, with a poor market base and consumer base. Overall strength is clearly at a disadvantage compared to competitors. Penetrate through distribution networks or natural sales.

Channel models, based on the company and industry attributes and specific market conditions, can be divided into direct sales, direct supply, and distribution through distributors. Generally, small and medium-sized FMCG companies use regional distribution, specifically: one region (prefecture-level city with 1-2 distributors, divided by area; county-level city with 1 distributor; townships set up special distributors); in prefecture-level urban areas, assist distributors in building distribution networks, with some core terminals directly supplied by distributors.

**Annual Overall Market Strategy**

After setting and breaking down goals, we need main strategies to achieve them. So-called goal management is not just having a goal but a whole set of market management strategies and methods around the goal, meaning the resources, organizational structure, team, and assessment and incentive measures needed to achieve the goal. Never let sales goals run naked.

Each company should be consistent on the big strategy, with some adjustments for different regions and market conditions. For example, in a year with many new products, the company's marketing department and sales department can make a unified plan and deployment for theme activities and roadshows, and regions plan according to time and required resources, then apply for execution after approval.

Generally, there are several things that must be done in a region each year, which can be fixed. For example, the year-end distributor meeting; the beginning-of-year second-tier distributor ordering meeting, assisting second-tier distributors in building distribution networks; assisting distributors in direct supply and development of terminals; before the peak season, conducting consumer activities, etc., need an annual plan; in between, some holiday and consumer promotion activities can be interspersed, such as the theme activities and roadshows mentioned above.

The annual overall strategy can be formulated for different regions and types of markets. Mature markets focus on brand promotion, channel control, optimization, new product introduction, and strengthening team incentives; developing markets focus on channel incentives, optimizing product mix, cultivating key markets and items; new markets focus on market development, team training, channel construction, terminal coverage, and activity promotion, quickly building awareness, and using channel power for distribution and sales push.

**Annual Expense Budget**

The expense budget is also based on goals and their breakdown. Generally, companies budget expenses as a certain percentage of sales volume. The budget is what it is; how do you allocate it? Generally, market expenses include: channel expenses (distributor purchase incentives, rebates, second-tier distributor activities, rebates, product exchanges, damage, etc.), terminal maintenance expenses (shelf stocking, gifts), consumer activity expenses, promotional expenses, brand publicity and promotion expenses; also include personnel salaries, commissions, and bonuses.

Expenses are the ammunition for salespeople. Without expenses, how can you repel the "enemy's" attack with just your mouth? Expenses come from sales, but never collude with customers just for sales volume to do things detrimental to the company. Never teach or listen to customers' suggestions to intercept or falsely report expenses for petty gains. Because doing so will only lead to being controlled by customers and losing the right to monitor them. Remember that.

**Market Organizational Structure and Team Management**

Regional market organization is the foundation for ensuring efficiency. Even good strategies need organizational guarantees for efficient execution by the team. That is, whether the regional market organization is efficient and the span of control is reasonable are issues that salespeople and managers need to pay attention to.

If you want to do well in hypermarkets, you need to set up KA supervisors and salespeople, train them on the characteristics of hypermarkets, how to display products, how to negotiate with buyers for the best conditions and positions, how to do in-store promotions, and what the promotional strategies for various product combinations are this year.

If it's mainly small shops and traditional trade, the structure and personnel requirements are different. You need trade salespeople to assist distributors in building networks or terminals; small shop salespeople need to plan routes and visit according to routes, requiring patience and perseverance.

As for team management, three things need to be done: first, urge or help subordinates make plans; second, what are the specific work contents? Third, establish standards for regional market assessment.

**Marketing Mix Management**

What do we provide to consumers? The marketing mix is just a convenient way to consider market elements. It's a framework that helps salespeople not miss anything when doing rough market analysis. This is a framework for thinking about the market, and its usefulness to salespeople is self-evident.

Initially, we can use SWOT for a rough analysis. Then proceed with a 4P analysis.

**For products.** We need to analyze whether products have "aged," whether they are competitive, whether the product mix is appropriate, whether image products, profit products, volume products, and blocking products are reasonable, and whether they can stabilize the market.

**For channels.** First, we must determine channel policies. Only with policies can we manage distributors well. Whether the regional channel model needs adjustment, whether the second-level and below distribution networks need improvement and perfection, whether terminal networks need development, and whether to enter new channels, etc.

**For pricing.** It needs relative advantages. Small and medium-sized enterprises or new products need higher profit margins. Without high-altitude support, they must rely on channels and distribution to quickly reach market terminals. If sales are average, especially for products that need pushing, and profit margins are low, channel profits are insufficient—this is very dangerous.

If unfortunately this happens, use new products, new packaging, or product upgrades to replace them.

**Publicity and promotion.** Regular activities are necessary. For example, in hypermarkets, tactical products can be discounted, profit products can be bundled with gifts, new products can have promotional guides, volume products can have bundle gifts, etc. Activities must be continuously carried out. In brand publicity, also combine the company's innovative promotion methods to reduce dependence on product prices from the brand level. If the main channel is supermarkets, it's best to conduct some themed promotions in or near the store. The scale can be small, but it must be planned and creative to attract target consumers' attention.

**Execution and Evaluation**

Execution is always a hot topic. When talking about execution, it must be linked to goals. Everyone works hard and diligently every day, but if goals aren't met, can you say execution is strong?

Execution is related to three factors. First, goals that everyone agrees on. What does that mean? It means clear goals that can be achieved with calculation, effort, and strategy. Second, sound management systems and processes. Often, management of salespeople is basically a sales volume assessment; beyond that, process management and process standardization are rarely seen.

A good system may not make people better, but a bad system will definitely make good people worse. So, use systems to manage people, not personal likes and dislikes. Third, the overall quality of the team. Having ideas alone is useless; they must be implemented. It's not that one person is strong, but the overall team capability must meet requirements.

Evaluation is also for improvement and ensuring better performance next time. Any plan must have an evaluation report after execution. The key points of the evaluation report are: summarize the execution and impact of the plan; check goal achievement, why it was achieved, and analyze reasons for failure.

Summarize the lessons learned from activities, successful experiences and shortcomings, input and output, consumer contact numbers, number of people influenced. If it's a promotional activity, count sales volume, sales value, number of customers, people, display, location, personnel input, on-site atmosphere, etc.

**"Preparedness ensures success, unpreparedness ensures failure"—this is a well-known saying. If salespeople can make comprehensive and detailed plans, they are not far from successful sales.**

**This article is excerpted from the book "FMCG Marketing." Reprinted with authorization from the author Jiang Jun.**

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