1. Analysis background introduction
This case comes from a leading building
materials manufacturing enterprise, focusing on providing all kinds of cement,
sand, concrete and other building raw materials. The company has long adhered
to the concept of innovation, quality and service, and occupies a certain share
in the domestic and foreign markets. With the expansion of business and the
diversification of market demand, the company gradually realizes that the
traditional operation mode and management mode can no longer meet the needs of
modern development. It is urgent to improve management efficiency and reduce
operational risks and costs through data means. The senior management of the
company decided to start building a set of all-round numbers.According to the
analysis system, especially the sales data dashboard, to help the company's
management, department heads and business teams quickly and accurately obtain
the real-time status and key indicators of the business, so as to achieve
intelligent decision-making.
2. Statement of key issues
In traditional building materials
companies, sales data is often collected manually and aggregated regularly,
which leads to poor real-time sales data, and decision-makers cannot grasp
market changes and sales trends in time. For example:
Slow decision-making:Sales staff and management rely on outdated data, resulting in
missed market opportunities and failure to respond to changes in customer needs
in time.
Lack of accurate prediction:Due to the delay in data updating, it is difficult to make accurate
demand forecasting, which affects inventory management and production plan.
Inefficient market response:Miss the rapidly changing demand trend in the market and fail to
adjust the sales strategy or pricing in time.
Channel conflict:There may be conflicts between different sales channels in terms of
price, discount, etc., resulting in confusion and even loss of customers.
Unreasonable allocation of resources:Due to the lack of comprehensive understanding of each sales
channel, resources (such as advertising budget, sales staff allocation, etc.)
may not be effectively optimized and allocated.
Sales performance is difficult to
evaluate:The sales data of each channel is
scattered, and it is difficult to evaluate which channel's performance is
better from an overall perspective, which will affect the adjustment of the
overall sales strategy.
3. Analyze the plan
3.1 Select key data indicators.
|
Serial
number
|
Name
of the indicator
|
Paraphrase
|
Analysis
angle
|
|
1
|
The
number of sales staff
|
The
number of sales personnel refers to the total number of people actually
involved in sales work in the company's sales team.
|
The
number of sales personnel in different regions can reflect the market
coverage of the sales team, which helps to determine whether there is a
market gap or service vacancy.
|
|
2
|
Number
of customers per capita (total number, new opening)
|
The
total number of customers that each salesperson is responsible for and the
number of new customers developed.
|
The
high "number of new customers per capita" shows that salespeople
have strong ability and enthusiasm in customer development. On the contrary,
it may be necessary to strengthen customer development.
|
|
3
|
Delivery
amount
|
The
delivery amount refers to the total sales amount completed by the sales
staff, that is, the value of the goods actually shipped.
|
The
delivery volume directly reflects the performance of the sales staff and
helps to evaluate the overall level of sales performance.
|
|
4
|
Delivery
budget
|
The
shipment budget refers to the target amount set by the company for the sales
team, which is the expected sales performance.
|
By
comparing with the actual delivery amount, judge whether the sales target is
reasonable and whether the strategy needs to be adjusted.
|
|
5
|
The
delivery budget has been reached
|
The
achievement of the delivery amount budget refers to the completion of the
actual delivery amount and the budgeted delivery amount. Usually expressed in
the form of a percentage
|
By
analyzing the agreement, the sales management can decide whether it is
necessary to adjust the sales strategy or increase the resource input.
|
|
6
|
Year-on-year
shipment amount
|
Year-on-year
shipments refer to the percentage of changes in shipments compared with the
same period last year, reflecting the growth or decline of business.
|
Year-on-year
growth can show the company's annual growth and help analyze whether it has
entered the growth cycle or faced downward pressure.
|
|
7
|
Shipment
amount month-on-month
|
The
month-on-month ratio of shipments refers to the percentage of changes in
shipments from the previous cycle (such as the previous month and the
previous quarter), which mainly measures short-term performance fluctuations.
|
The
month-on-month ratio can help identify short-term sales fluctuations and
analyze the impact of seasonality, market activities and other factors on
sales.
|
|
8
|
Delivery
tonnage
|
Shipment
tonnage refers to the total weight of building materials products sold, which
is usually used for sales statistics of commodities.
|
The
tonnage index reflects the physical quantity of the company's sales and helps
to assess whether the sales volume set by the company has been reached.
|
|
9
|
Delivery
tonnage budget
|
The
shipping tonnage budget refers to the sales tonnage target set by the company
for the sales team, which is usually based on the annual or quarterly plan.
|
Check
whether the performance of the sales team meets expectations by comparing the
budget with the actual delivery tonnage. The budget of the delivery tonnage
needs to match the production plan, inventory and logistics capacity.
|
|
Ten
|
The
delivery tonnage budget has been reached
|
The
achievement of the shipment tonnage budget refers to the achievement of the
actual shipment tonnage and the budget shipment tonnage.
|
If
the achievement rate is high, it means that the sales target has been fully
achieved. A low achievement rate may require checking production, logistics
or market factors.
|
|
11
|
Year-on-year
tonnage of shipment
|
The
year-on-year shipment tonnage refers to the comparison with the shipment
tonnage in the same period last year, reflecting the growth or decline in
sales.
|
Tonnage
growth may be related to improved production efficiency and increased market
demand, while it may be necessary to analyze changes in production or market.
|
|
12
|
Shipment
tonnage month-to-month ratio
|
The
month-on-month ratio of shipment tonnage refers to the comparison with the
shipment tonnage of the previous cycle (such as the previous month and the
previous quarter), reflecting short-term sales fluctuations.
|
Through
month-on-month changes, the impact of seasonal demand, promotional activities
or market adjustments on sales can be identified more flexibly.
|
|
13
|
Delivery
quantity budgetTarget
|
The
budget target of the delivery quantity refers toIt is the sales quantity
target set by the company, usually the target quantity for a certain product
or category.
|
The
target of the shipment quantity helps to ensure that the sales team
isComplete the scheduled sales volume within a specific cycle.
|
|
14
|
Shipment
quantity
|
The
shipment quantity refers to the actual sales volume completed by the company,
which is usually used with the sales amount and tonnage.
|
It
directly reflects the quantitative performance of the sales team, which can
be compared with the target quantity and evaluate the performance.
|
|
15
|
The
target of shipment quantity has been achieved.
|
The
achievement of the shipment quantity target refers to the comparison between
the actual shipment quantity and the budget target quantity, which is usually
expressed as the percentage of achievement.
|
This
indicator helps the company understand the completion of sales targets. A low
achievement rate means that the setting or execution of sales targets needs
to be improved.
|
|
16
|
The
shipment quantity year-on-year
|
The
year-on-year shipment quantity refers to the annual change of sales quantity
compared with the shipment quantity in the same period last year.
|
Year-on-year
growth helps to evaluate the performance changes of the sales team in
different years, whether there is stable growth or decline.
|
|
17
|
The
month-on-month ratio of the shipment quantity
|
The
month-on-month ratio of the shipment quantity refers to the percentage change
of the shipment quantity from the previous cycle (such as the previous month
and the previous quarter), reflecting the fluctuation of short-term sales.
|
Through
month-on-month analysis, you can understand the fluctuations of monthly or
quarterly sales and help adjust short-term strategies.
|
|
18
|
Per
capita delivery amount
|
The
per capita delivery amount refers to the average delivery amount of each
salesperson, which reflects the sales ability of the salesperson.
|
Through
the per capita shipment, we can analyze the performance differences of sales
staff and evaluate the contribution and efficiency of sales staff.
|
|
19
|
The
number of advertisements per capita
|
The
number of advertising points per capita refers to the number of advertising
points that each salesperson is responsible for.
|
This
indicator helps to measure the participation of sales staff in brand
promotion. Too few advertising points may affect brand exposure, and too many
may lead to distraction and inability to manage effectively.
|
|
20
|
The
number of door-to-door advertisements per capita
|
The
number of door-to-door advertisements per capita refers to the number of
door-to-door advertisements managed by each salesperson.
|
Door-to-door
advertising directly affects consumers' awareness and purchasing decisions.
Too many or too few may affect the market penetration rate of the brand.
|
|
21
|
Per
capita image store
|
Per
capita image stores refer to the number of image stores managed by each
salesperson, which reflects the display and promotion of the brand in the
market.
|
The
number of image stores reflects the market layout of the brand and the
participation of sales staff in store management and maintenance.
|
|
22
|
Per
capita training meeting
|
Per
capita training sessions refers to the number of training sessions attended
by each salesperson.
|
Through
the statistics of the number of training sessions, we can evaluate the
improvement of sales staff's professional skills and help improve the overall
sales level.
|
3.2 Power BI Visualization Scheme
Note: The DEMO page data is simulated data,
which is for reference only to the analysis angle and Power BI function
display, and does not involve any actual business data.
4. Analysis and interpretation
An overview of sales staff helps to
understand the overall working status of the team, customer development and
brand promotion.
Regional sales performance helps to
discover the differences in regional markets and allocate resources reasonably.
The sales details of the sales staff can
deeply explore the personal performance of each salesperson and help formulate
personalized training and incentive plans.
5. Application effect
As the sales manager of the building
materials industryA comprehensive analysis of sales staff is an important step
to improve the efficiency of the sales team, optimize customer management and
promote performance growth.
When analyzing the sales staff,
comprehensively consider the overall performance and individual differences of
the team, and evaluate and optimize them in combination with various
indicators.
At the regional level, analyzing the
performance of the teams in the region and finding out the advantages and rooms
for improvement in each region is conducive to the formulation of regional
sales strategies more accurately.
Analyze the sales details of the sales
staff one by one, and check the order volume, number of customers, transaction
amount, delivery quantity, etc. of each salesperson. You can compare which
sales staff have outstanding performance and which sales staff need to be
improved in performance. With regard toPoor sales performanceIt is necessary to
analyze whether it is due to improper selection of customer groups,
insufficient communication skills, insufficient mastery of product knowledge,
etc., and then provide targeted improvement measures.