What Is Sales Analytics?

Content sales analysis, also known as sales data analysis, is mainly used to measure and evaluate the relationship between planned sales goals and actual sales made by managers. It can use two methods of sales difference analysis and micro sales analysis. Sales variance analysis is mainly used to analyze the different effects of different factors on sales performance. Such as: brand, price, after-sales service, sales strategy. It mainly includes working capital turnover period analysis, sales income structure analysis, sales income comparison analysis, cost analysis, profit analysis, and return on net assets analysis.

sales analysis

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Content sales analysis, also known as sales data analysis, is mainly used to measure and evaluate the relationship between planned sales goals and actual sales made by managers. It can use two methods of sales difference analysis and micro sales analysis. Sales

Sales of different brand products for the same market

Analysis and Function of Single Store Goods Sales Data

Unsettled sales analysis is one of the simplest, most intuitive, and most important data factors in the analysis of goods sales data in a single store. The best-selling models are the models that sell more in a certain period of time, while the slow-moving models are the opposite, referring to the models that sell less in a certain period of time. The degree of unsalable sales of a style is mainly related to the available inventory of each style (that is, the sum of the original order plus the number of items that can be replenished). For example, a certain type of sales is very good, but the original order is very small and it cannot be replenished. In this way, the sales are completed in a short period of time, and the total sales volume is not large, so it cannot be regarded as a best-selling model, because this model does not contribute much to the profit of the store. In the analysis of stagnant sales, the time is generally divided into weekly, monthly and quarterly; the style is generally divided according to the overall style and various types of styles.

The analysis of sluggish sales styles can first improve the aesthetics of the order and a more accurate grasp of the brand positioning of the operation. Multiple sluggish sales analysis will greatly help the aesthetic judgment of various styles when ordering; The analysis of the replenishment judgment of each style will be of great help. After comparing the sales of the same category of styles, combined with the inventory, you can determine the amount of replenishment to quickly replenish, which can reduce The loss caused by it can increase the profit contribution rate of a single section; the analysis of slow sales can also check the degree of display and shopping guide recommendation. If a certain model has a large number of orders and a small number of sales, it should be checked first. Whether the display of the paragraph is in a key position, and whether the shopping guide focuses on recommending the paragraph; the analysis of slow sales can promptly and accurately promote the slow sales, in order to accelerate the collection of funds and reduce the losses caused by inventory.

Single sales life cycle analysis

Single sale

Sales / Inventory Comparative Analysis

For brand companies, provincial agents, or franchisees who open multiple stores with a single brand, sales comparisons and product allocation between stores can effectively improve the overall warehouse's logistics management capabilities, the sales level of each store, and the ability to resolve inventory. We can use the sales / inventory comparison analysis table between selected stores in a certain period of time to analyze and manage the sales of goods between multiple stores. For sales / inventory comparison, the general store selection is in the same area; the style selection is generally about the same time.

Analysis of old customer contribution rate

Through the analysis of individual sales ability of employees, it is possible to understand and grasp the working ability and working mentality of each employee in time, so as to provide the right medicine and improve personal sales performance.

Personal sales performance analysis

Whether the calculation of commission is based on individual performance or average performance, the sales performance of each employee must be counted. Personal sales performance analysis includes two aspects, one is the monthly personal sales performance, and the other is the personal sales performance by time period. The monthly personal sales performance is mainly composed of two factors, one is the individual's sales ability and work enthusiasm, and the second is the individual's ability to 'grab business'. Through the monthly personal sales performance analysis, we can not only see the individual's sales level and enthusiasm for work, but also determine the team collaboration awareness, solidarity awareness and the manager's team coordination and management level. Personal sales performance by time period is generally calculated and compared by the store manager's timeliness. If some employees have abnormal sales performance over a period of time, it may be a problem with the employee's mentality, such as whether there is something at home , Dissatisfaction with company management or last month's salary, conflicts with colleagues, etc. The store manager should immediately understand and help him solve it to change his mindset and improve the employee's personal sales performance.

Customer price analysis

The customer unit price, which is the average single ticket sales, is one of the most important factors affecting personal sales performance and overall store sales performance. Generally speaking, it is much easier to increase the number of tickets sold per ticket than to increase the number of tickets sold, but the research on the price of tickets is often overlooked. The individual customer's unit price sales level is mainly affected by factors such as display, clothing matching technology and additional sales technology. Therefore, the data analysis of the customer unit price and the matching characteristics of multiple sales of a single ticket can determine the employee's additional sales ability and clothing matching habits, and even the display level and the ability to order the combination of goods and colors. The low unit price due to the personal ability of the shopping guide can be solved through targeted incentive measures for a certain period of time, such as how much the single ticket is sold or a single ticket cash award, which will improve the overall sales performance of the store Is of great significance.

Positioning analysis

Analysis of brand market positioning

City positioning

The brand company's headquarters or provincial agent first divides the regional market, according to market categories such as prefecture-level markets, county-level city markets, and township-level markets; according to geographical locations, such as southern markets, northern markets, and so on. Then calculate the investment return ratio of different markets after classification by year, so we can see whether our brand is more suitable for the southern market or the northern market, is more suitable for the first-line market or the secondary market, and is more suitable for the first-line market in the south. The market is still the first-tier market in the north ... Such a result is of great significance to the formulation of the investment strategy of the brand company's headquarters or provincial agents, and is an early direction issue. Taking the most suitable market as the focus to expand the market is of great benefit to the long-term expansion and stable development of the company's headquarters and terminal franchisees.

Store positioning

The headquarters of some brand companies or provincial-level agents are too concerned about the area of the store when inviting investment. They think that the larger the area of the store, the better. This is also unscientific. We should determine the most suitable area for our brand, such as 60-200 square meters and 300-500 square meters. Which area range is the most profitable, we focus on this area range when investing. For example, if some good intention franchisees have insufficient store area, we can help them find stores that reach this area range. If the franchisee's store area exceeds, you can consider separating a part to ensure the highest profit of the franchisee's single store, thereby enhancing its confidence and loyalty to the company, and improving the quality of the terminal store. Another factor in store positioning is the form of the store, which mainly includes shops along the street, department stores, and supermarkets. The basis is also based on profit analysis and comparison by category, which makes our brand positioning completely consistent with the store area and store form positioning. .

Data analysis of competing brands and surrounding stores

Today's business is no longer a matter of closing your door and doing your own brand and shop, but a business with very motivating competition. Whoever can gain a competitive advantage can gain market share. The so-called self-knowledge, knowing one another, and fighting one after another. Only by accurately understanding the sales information of competing brands and surrounding stores, can we formulate countermeasures in order to win market competitive advantages.

Analytical method

I often hear such questions from the managers of many enterprises: "How to formulate a targeted regional sales plan, how to determine the key and non-key markets, and how to rationally allocate my sales force and resources?" The above phenomenon is in domestic enterprises It is not uncommon to see this. The important reason is that these companies did not make the corresponding sales forecasting analysis or improper sales forecasting methods. To solve these problems, we must find a sales forecasting analysis method that is suitable for them. Therefore, I will introduce the sales forecast analysis method of Pfizer.

Sometimes business operations require the management of salespeople and sales activities in many regions, and each region has its own unique needs and restrictions. We slightly modified RAND's Delphi sales forecasting method and created a sales forecasting method suitable for our company to predict different sales situations under different resource allocation situations. This method incorporates the manager's judgment in the decision of salesperson size, structure and resource allocation. Combined with the manager's judgment, this method can provide decision-making guidelines suitable for each market need. This is particularly important for US companies that compete in the international market, because the most appropriate decision in the United States is often not necessarily the case for other companies.

Use this method to develop a personal computer-based decision support system for local sales managers. This method can be used in the international market as well as the domestic market. It can also be applied to each strategic business unit or each subsidiary to develop a sales plan for the entire company.

We often ask: "How much sales force should we invest in each product in each of our market segments?" To answer this question, we need to ask the manager to evaluate each market segment in different ways with different configurations. What sales response will be generated by sales force. I believe the company's approach in this regard will give us some lessons.

1. The scope of application of the company's sales forecasting method, combined with the professional experience of local managers in specific markets or regions, formulate reasonable planning guidelines;

Choose the most productive and cost-effective method to allocate sales forces and expenditures;

Make sales staff and marketing decisions based on local market conditions rather than unilateral opinions or a balanced reflection of the market.

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. The marketing department collects information accumulated over the years to find out the obvious trends between the size of sales staff in the regional market, the expenses for selling products, and other variables and sales response.

3. The marketing department prepares a short report summarizing the trends found in the previous step and making a brief evaluation of the product and the market.

4. Write down a series of questions, which may include what kind of sales situation is expected to occur if changes are made to existing sales and marketing variables. Convened a meeting of regional managers and asked them to fill out the answers to the above questions.

5. The answers of the general managers will be announced to them in summary. Give the managers the above blank answers again, and ask them to answer these questions again after reading the summary, and repeat it several times until the managers reach an agreement.

6. Prepare a report summarizing the consensus reached at the meeting, or ask the marketing staff to build a trial balance model based on the final results. Use summary reports to evaluate various sales plans and strategies.

Third, the specific method and process of sales forecast analysis

1. Identify a specific market for research. Pick a product from the market (it must be analyzed on a product-by-product basis). Meet with the area manager to identify issues that they consider most important. These issues can be extensive and include issues such as new competitors, regulations, sales support, and more. Managers may also focus on the management of sales efforts, such as .com, such as whether to hire more sales staff, how much is spent on advertising support. The more issues that emerge in a discussion, the more important it is, and managers should be encouraged to discuss those issues in detail.

2. Using data accumulated over the years, describe the sales efforts that have been effective in the market over the years. This may be easy to do, just look at your company's records on sales and coverage, sales and product advertising, and so on. Or, in some industries, there may be comprehensive information covering the entire industry that can assist you in making certain inferences. Of course, this task can be left to the company's marketing staff.

3. Write a short report describing any clear quantitative or qualitative evidence of the impact of sales efforts on sales results. A brief description of the product and market is attached to the report. The brief description should include the following:

Product introduction

Competitive Product Brief

Sales history

Promotional activities over the years

Future sales plans

Market characteristics

Distribute the report to each manager attending the meeting.

4. Call the manager to a meeting and ask them to answer a series of questions on the expected effects of various sales and sales planning solutions for the next three years of sales revenue. The design of the question should be able to use various data to describe what kind of sales response will be caused by the resource allocation method. Answers should be written anonymously without discussion.

When designing a problem, you should first list the various variables about the product and the market. Such as the number of sales staff, the level of advertising prints, TV advertising costs, general sales, telemarketing, direct mail advertising, etc. may be related issues. The best source of the problem is the annual sales or marketing plan, because marketing variables are established and different resource allocation levels are specified for each variable. For each variable, refer to the resource allocation level in the plan (if there is no plan, use the resource allocation level of the previous year), and formulate two or three allocation plans with higher and lower resource levels. Question, ask the respondent what kind of impact the plan will have on sales in the next three years.

5. Quickly summarize the answers and send them to the managers. After reading the summary, they asked 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 agreed. (The answers do not need to be absolutely consistent. Small differences in the answers can be balanced by the manager or coordinator of the meeting.)

6. Get managers back to their jobs-they may start getting impatient! Ask your marketing staff to combine the accumulated data over the years with the opinions of managers' answers. The goal is to avoid conflicts between calendar 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 marketing staff is so skilled at building models, you can build a computer-based model. You can use this small program to allocate resources and find out the best report on sales expenses. Of course, even if a model is not established, through the above process, managers have basically clarified the sales performance brought about by various resource allocation schemes. For example, analysis shows which variable resource under the manager's control has the biggest impact on sales, which is clearly where resources should be invested. If the effect of improving the quality of service is better than increasing the number of personnel, the conclusion in this case is very clear-the cost of increasing personnel is not cost-effective.