A — dealer 0, 1, 3, where 9 is the best-case scenario, B — willingness to invest in personnel, C — HR management efficiency, D — market reputation, E — availability of training centers, F — company infrastructure, G — organizational culture, H — business organization rating (%), I — sales territory coverage, J — market segment coverage, K — loyalty to our products, L — time and territory management, M — use of sales tools, N — sales team stability, O — sales personnel training, P — sales efficiency rating (%), Q — target market research, R — customer database maintenance, S — own marketing activity, T — participation in our marketing campaigns, U — marketing efficiency rating (%), V — technical equipment and demonstration equipment, W — knowledge of product application, X — product knowledge, Y — technical efficiency rating (%), Z — warehouse size and storage conditions, AA — inventory discipline, AB — investments in warehouse equipment, AC — logistics rating (%), AD - financial health of the enterprise, AE - payment discipline, AF - financial rating (%), AG - communication (transparency), AH - quality of communication with us, AI - commitment to our company goals, AJ - partnership rating (%), AK - equipment productivity, AL - processing efficiency, AM - innovative processing solutions, AN - equipment investment, AO - production rating (%), AP - overall rating (%).
To make the product sales venezuela email list assessment more visual, the analysis should be presented in the form of diagrams. In this case, multi-axis diagrams resembling a web (figure) are the most suitable. They allow you to immediately identify weak points in the channel, as well as compare channels with each other. Diagrams are compiled based on the rating calculated in Table 3.
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For example, if we take dealer 1, we can say that the company has a very high level of business organization, stable finances, technical and marketing efficiency are not bad. But what worries us most? Partnership and logistics. Looking at the picture, we understand that the company is closed. It does not provide its databases, does not disclose clients. Such a policy indicates that it does not plan a long-term partnership and can easily switch to competitors' products.
In addition, this company has poor logistics, possibly an old warehouse. Before moving on to further actions, we return to Table 2 and see how important this distribution channel is for us. We see that the distribution channel is significant: it is present in four segments and is the only one in one of them. Based on this, we prepare an action plan for dealer 1. For example, we are going to meet with the owner, offer a customer data exchange program, find out what condition the warehouse is in, and, if it is old, offer an additional discount for five years in exchange for its modernization.
After conducting a sales analysis, it is necessary to draw conclusions and develop an action plan based on them. In the future, it is necessary to monitor its precise implementation and make a detailed analysis of the result. It is difficult to talk about the effectiveness of the measures taken without visual data. Analysis alone is not enough to correct the situation. Only actions will lead to excellent results. This is exactly why a clear and well-thought-out plan is needed.