Personal sales performance analysis
Whether the commission is calculated according to personal performance or average performance, the sales performance of each employee should be counted. Personal sales performance analysis includes two aspects, one is the monthly personal sales performance, and the other is the personal sales performance in different time periods. Monthly personal sales performance is mainly composed of two factors, one is personal sales ability and work enthusiasm, and the other is personal ability to' grab business'. Through the monthly personal sales performance analysis, we can not only see the personal sales level and work enthusiasm, but also judge the sense of teamwork and unity, as well as the team coordination and management level of managers. Personal sales performance in different time periods is generally compared by the store manager in a timely manner. If an employee's sales performance is abnormal within a certain period of time, it may be a problem of mentality, such as whether there is something at home, lovelorn, dissatisfied with company management or last month's salary, and contradictory with colleagues. The manager should immediately understand and help him solve it, so as to change his mentality and improve the personal sales performance of employees.
Customer unit price analysis
The unit price of customers, that is, the average sales of each ticket, is one of the most important factors affecting the personal sales performance and the overall sales performance of stores. Generally speaking, it is much easier to increase the number of tickets sold, that is, to increase the unit price of customers, than to increase the number of tickets sold, but the research on the unit price of customers is often ignored. The sales level of individual customers is mainly affected by factors such as display, clothing matching technology and additional marketing technology. Therefore, the data analysis of customer unit price and the collocation characteristics of multiple pieces sold per ticket can judge the individual additional promotion ability of employees and their clothing collocation habits, and even analyze the display level, the combination ability of ordered goods and the color ability. The low customer unit price caused by the personal ability of the shopping guide can be solved through targeted incentive measures in a certain period of time, such as giving a single ticket cash reward for how many pieces are sold or how many pieces are sold, which is of great significance to improving the overall sales performance of the store.
Positioning analysis
Analysis of brand market positioning
Urban positioning
Brand company headquarters or provincial agents first divide regional markets into prefecture-level markets, county-level cities and township-level markets according to market categories. According to geographical location, such as southern market, northern market, etc. Then calculate the return on investment of different markets after classification according to the whole year, so that we can see whether our brand is more suitable for the southern market or the northern market, the primary market or the secondary market, and the southern market or the northern market ... This result is of great significance for the formulation of investment strategies of brand companies' headquarters or provincial agents, and it is a directional problem in the early stage. Taking the most suitable market as the key to expand the market is of great benefit to the long-term expansion and stable development of the company headquarters and terminal franchisees.
Shop positioning
Some brand company headquarters or provincial agents pay too much attention to the store area when attracting investment, and think that the bigger the store area, the better, which is also unscientific. We should determine the most suitable regional segments for our brand by analyzing the annual return on investment of shops in different regions, such as 60-200 square meters, 300-500 square meters and so on. Which region is the most profitable, we will focus on this region when we attract investment. For example, some good intention franchisees do not have enough shops, so we can help them find shops that reach this area. On the contrary, if a franchisee's store area exceeds, we can consider separating a part to ensure that a franchisee's single store has the highest profit, thus enhancing their confidence and loyalty to the company and improving the quality of terminal stores. Another factor of store positioning is the form of stores, mainly including shops along the street, department stores and supermarkets. And it is also based on profit analysis and comparison by category, which makes our brand positioning completely consistent with the size and form of the store.
Data analysis of competitive brands and surrounding stores
Today's business is not enough to make a good brand and open a shop behind closed doors, but a very competitive business. Whoever can gain a competitive advantage can seize the market share. The so-called know yourself and know yourself. Only by accurately understanding the sales information of competitive brands and surrounding stores can we formulate targeted countermeasures and win market competitive advantage.
Analysis
I often hear managers of many enterprises ask such questions: "How to make targeted regional sales plans, how to determine key markets and non-key markets, and how to rationally allocate my sales forces and resources?" The above phenomenon is not uncommon in domestic enterprises, and it is important because these enterprises have not made corresponding sales forecast analysis or improper sales forecast methods. To solve these problems, we must find a suitable sales forecast analysis method to improve the accuracy of marketing strategy. Here, I would like to introduce Pfizer's sales forecast analysis method.
Sometimes, the company's business needs to manage sales staff and promotional activities in many regions, and each region has its own unique needs and restrictions. We have slightly modified the Delphi sales forecasting method of RAND Corporation, and created a sales forecasting method suitable for our own company, which is used to forecast different sales situations under different resource allocation conditions. This method integrates the manager's judgment into the decision-making on the scale, structure and resource allocation of sales staff, and can provide decision-making guidance suitable for each market demand by combining the manager's judgment. This is especially important for American companies that compete in the international market, because the most appropriate decision in the United States is often not always the case in other companies.
Using this method, a decision support system based on personal computer is developed for local sales managers. This method can be used in both the international market and the domestic market, and can also be applied in strategic institutions or subsidiaries one by one, thus making sales plans for the whole company.
We often ask, "How much sales force should we invest in each product in each market segment?" To answer this question, you need to ask the manager to evaluate the different sales reactions of different sales forces in each market segment. I believe that the company's practices in this regard will give us some reference.
First, the scope of application of the company's sales forecasting method combines the professional experience of local managers in a specific market or region to formulate reasonable planning guidelines;
Choose the most effective and cost-effective way to allocate sales force and expenditure funds;
According to the specific situation of the local market, the sales staff and marketing are decided, rather than unilateral opinions or balanced market reflection.
Second, the application procedures and steps
1. Interview with regional managers to find out what they are most concerned about when planning product sales and marketing strategies in their respective regional markets.
2. Marketers collect the information accumulated over the years, and find out the obvious trend between the variables such as the size of salespeople and the cost of selling products and the sales response of regional markets.
3. The marketing department prepares a short report, summarizes the trends found in the last step, and makes a brief evaluation of products and markets.
4, write down a series of questions, the content may be, if what changes have been made to the existing sales and marketing variables, what kind of sales situation is expected. Call a meeting of regional managers and ask them to fill in the answers to the above questions.
5, comprehensive manager's answer, will be summarized to them. Send the blank answers to the managers again, and ask them to answer these questions again after reading the summary, and repeat them several times until the managers reach an agreement.
6. Prepare a report to summarize the consensus reached at the meeting, or ask the marketing staff to establish a trial balance model according to the final result. Evaluate various sales plans and strategic plans with the help of summary reports.
Third, the specific practice and process of sales forecast analysis
1. Find a specific market to study. Choose a product from the market (be sure to analyze it one by one). Meet with regional managers to find out what their priorities are. These problems may be extensive, including new competitors, regulations, sales support and other issues. Managers may also be concerned about the management of sales work, such as whether. Hire more salespeople and spend more on advertising support. The more problems appear in the discussion, the more important they become, so managers should be encouraged to discuss those problems in detail.
2. Use the data accumulated over the years to describe the effective sales efforts in this market over the years. This may be easy to do, just look at your company's records about the relationship between sales volume and coverage, the relationship between sales volume and product advertising, and so on. Or, in some industries, there may be comprehensive information related to the whole industry, which can help you make some inferences. Of course, this work can be done by the company's marketing staff.
3. Write a short report describing clear quantitative or qualitative evidence of the impact of sales efforts on sales results. The report is accompanied by a brief description of products and markets, including the following contents:
Product introduction
Introduction of competitive products
Sales history
Overview of sales promotion activities over the years
Future sales plan
Market characteristics
Distribute the report to every manager who attended the meeting.
4. Call a meeting of managers and ask them to answer a series of questions about the expected effects of various sales and sales planning schemes in the next three years. The design of the problem should be able to describe what kind of sales reaction will be caused by the way of resource allocation with various data. Answers should be written anonymously, and there can be no discussion.
When designing a problem, we should first list all kinds of variables about products and markets. For example, the number of sales staff, the cost level of advertising printed matter, the cost of TV advertising, regular sales, telephone sales, direct mail advertising and so on may all be related issues. The best source of the problem is the annual sales or marketing plan, because it establishes marketing variables and stipulates different levels of resource allocation for each variable. For each variable, refer to the planned resource allocation level (if there is no plan, use the resource allocation level of last year), work out two or three allocation schemes with higher and lower resource levels, ask questions about each scheme, and ask respondents to answer what impact this scheme will have on sales in the next three years.
5. Quickly summarize the answers and send them to the manager. After reading the abstract, ask them to answer the questionnaire again. Again, these questions need to be answered independently and anonymously. Repeat this process several times until their answers are consistent. (The answers don't need to be absolutely the same. The manager or coordinator presiding over the meeting can balance the small differences in the answers. )
Let the managers go back to work-they may get impatient! Let your marketers combine the data accumulated over the years with the views in the manager's answer. The purpose of this is to avoid the contradiction between historical data and managers' views. If contradictions are found, the correct source should be determined through further research and discussion.
Of course, if your company's marketers can model so skillfully, they can build a computer-based model. You can use this small program to allocate resources and find out the best report of sales expenses. Of course, even if there is no model, through the above process, managers have basically made clear the sales performance brought by various resource allocation schemes. For example, the analysis shows that which variable resources under the manager's control have the greatest impact on sales, which is obviously the place where resources should be invested. If the effect of improving service quality is better than increasing the number of personnel, then the conclusion in this case is clear-it is not cost-effective to increase personnel costs.