Diagnostics of the sales department To quickly identify bottlenecks and clarify resource points in your sales department, as well as to increase efficiency, take a simple test (answer “yes”/“no”) (Table 2). Table 1.2. Diagnostics of the sales department (yes – 1 point, no – 0 points) For

Report on the meeting

IN In this document, the manager makes notes directly at the time of communication with a potential client. Why is this necessary? So that the manager, having looked at this report, can immediately recall the conversation and pass it on (including the most important points) either to his colleagues or to management.

In most cases in companies, meetings happen as follows. The manager goes to a meeting, communicates with the client, and then draws some conclusions for himself. And by the time he returns to the office, he simply forgets half of the valuable information he learned. As a result, on average, 50% of the information that the manager heard and could have conveyed does not reach management. That's why this report is so important.

The report on the meeting is also needed so that the head of the sales department can pick it up and immediately evaluate what work the manager has done. What questions did he ask, what agreements were reached with the client, what further actions were planned. Most often, such reports are discussed at planning meetings.

That is, today the manager goes to meetings, and the next day he comes to the morning planning meeting with a report on each one. By looking at his report, he can convey all the information completely. Then the manager decides what actions should be taken in the future, and immediately tells the managers about this, giving specific tasks to complete.

Now let's take a closer look at the meeting report form (see template 1). First, the manager sets the date of the meeting and indicates his last and first name, so that later the report can be filed in a folder and, if necessary, taken out and seen that it is his report. In addition, the manager writes the name of the company he went to, contact phone number, full name and position of the contact person.

Next comes the “Manager’s Marks” column. Here an employee can write various words, abbreviations, and make some notes that can only be understood by him. The main goal is so that he can subsequently look at them and convey the content of the conversation verbatim.

The next column is “Meeting result”. The manager writes about the results he sees. What it seemed to him had been achieved: the client is ready to pay, is ready to consider the contract, or he needs to contact the general director, the head of the warehouse supply, and so on.

It is necessary to indicate whether the purpose of the trip was fulfilled. It is very important to set goals before each meeting. If the manager is just coming to clarify some information, then this meeting has no purpose. The result of the meeting is always some kind of obligation on the part of the potential client: he must review the contract, send details for approval, transfer your information to senior management or discuss it at a meeting, and so on. It is in the “Meeting Result” column that such information is entered.

Template 1. Sales manager's report on the meeting

The next column is “Further actions”. Following the meeting, the manager decides what to do next. Either he needs to send the contract by email, or agree with the head of the sales department on an individual price or some discounts, or give the client exclusive conditions, or something else. In this column, the manager writes how he sees his further actions.

The last column is “Further actions of the client.” Here are the obligations that the potential client has assumed, what he must do: send details and sign an agreement, pay the invoice, discuss the proposal with the general director, and so on. What is it for? In order for the sales manager to understand whether the purpose of the meeting was achieved, whether the manager completed the task assigned to him.

Client base

Your customer base is the key asset of your business. No inventory, no warehouse, no office matters as much as customers. The history of your relationship with them is also incredibly important. Without it, you will not understand what needs to be done when working with a particular client. to improve mutual cooperation.

As an example, we want to show a client card that is filled out by managers in our company. We do this using Microsoft Outlook (Fig. 1).

Rice. 1. Customer card in Microsoft Outlook

This client card contains all the necessary columns, which can be used in the future for better cooperation.

♦ Full name.

♦ Company name.

♦ Contact information.

♦ Special marks.

We use so-called categories to identify past customer orders. Through the “Select Category” function, special marks are created that are very easy to customize and make designations based on the specifics of your business. For us, these are the names of the trainings that this or that client attended.

As you can see in Fig. 1, this client completed the “b2b sales” training, purchased the “Test Drive of Business Development Systems” CD and participated in the “7 Stages of Sales” seminar.

For you, this may be the name of the goods or services, or, if you sell only one item, the frequency of purchases, terms of purchase (with delivery, pickup, and so on).

The customer base for any business is a critical element. Be sure to start maintaining it and work on the process of monetizing it. If you don’t have any special CRM system, don’t worry, take Microsoft Outlook - for starters, this is an excellent tool that will allow you to maintain a database, send out newsletters and many other interesting things.

P.S. Our Outlook database has already collected more than twenty thousand people, and we have excellent time to work with everyone.

Working tools of the head of the sales department

Checklist for every day

This checklist (Table 6) is needed in order to the head of the sales department did not forget about the actions, which he must perform every day, regardless of his employment and the tasks facing him. Otherwise, the sales department will get out of control, and what brings profit to the company will not be done.

First point - planning meeting WITH In the morning, the head of the sales department must prepare all the necessary documentation for its implementation. If he has new messages for sales managers, he should definitely note it so as not to forget.

If he wants to single out someone or, conversely, fine someone, make some kind of verbal suggestion, and so on, he should also note this. If there is a need to discuss some global issues or there are questions about some clients, he also notes this information in order to convey it to his employees. So, you need a planning meeting plan. A check mark is placed next to each completed item of this plan.

The next task is checking the call lists. Every sales manager must prepare a list in the morning to work with. It is necessary that this list is checked by the head of the department.

There is one nuance here: if there are more than five people in a department, then, naturally, the manager does not have time for everyone.

Then he does it through the administrator. If you have a large sales department, then it is divided into groups, and an administrator is assigned to each. This employee goes with a report to the head of the sales department and tells which companies, with what questions and with what proposals this or that manager will call today.

Already with the administrator (or with the manager, if the department is smaller), this list is worked through: something is crossed out, something is corrected, somewhere certain advice is given - how to “press” a certain client, how best to communicate with him or whom to contact .

The next point is monitoring customer calls. Surely you know: if you leave sales managers alone with themselves or with their colleagues, they will work an order of magnitude less effectively than if there was a manager next to them who would constantly monitor them, correct them, give instructions and say: “ Call! Call! Call! Let's make more calls. Let's increase our sales plan."

In this case, your managers will work much more efficiently. If they are left to their own devices, they will work carelessly. The more often you allow them to do this, the more often this will happen. And if managers make fewer calls on the day than they should and no one says anything to them, then in the end they will work like that. The issue here is not about reward, but about human psychology. Monitoring customer calls is a must which every sales manager must perform. In fact, this is his main task.

Next comes the column “Control of compression of issued invoices”. The head of the sales department looks at what invoices were issued for the last day or last week (this depends on the specifics of the business). He makes sure that each manager who is responsible for a particular potential client makes a follow-up call to him. You should also be aware of when the invoice will be paid, why this has not yet been done, who is responsible for this on the client’s side, and so on.

Be sure to discuss these issues at the end of the working day or at the planning meeting the next morning. For example, whether the call was made, what the client said, what needs to be done to speed up the process, and so on.

The next two columns concern reports from sales managers. The first of them is “Checking the call list for the day.” The head of the sales department, discussed in the morning, checks the list of calls in the evening. It is necessary to find out whether calls were made to all the agreed clients, whether the recommendations received in the morning were implemented, whether the regulations were followed. What are the results for the day on calls (how many refusals, how many promised to think, how many are ready to meet, how many asked to issue an invoice, and so on)?

After the head of the sales department finds out all this information, he can safely check this box.

The next item is “Checking the report on payments and invoices issued.” The head of the sales department takes information from each manager about who was invoiced, how many payments were made, and so on.

This is necessary so that he can schedule calls to clients at the next day’s planning meeting. And also in order to record information about when and which manager should call the potential client to whom the invoice was issued, and control this process. It’s clear when it comes to payments - you need to clearly know from which employee what profit comes to the company.

The next column is “Indicate the department’s plans for the next day” (in the report template the abbreviation “MPP Reporting” is used). The manager, based on what was done during the day, plans the actions of his employees tomorrow. If there were any shortcomings, if it is necessary to single out someone, say something, if any changes were made to the regulations, then he notes all this. The next day, firstly, he talks about this at the planning meeting, and secondly, changes the necessary documents, if necessary.

The last column is “List of your own to-dos.” In most cases, in small companies (small and medium-sized businesses), sales managers, in addition to control, are also involved in development. And in this column, matters related specifically to development are written down. Over the next day or week, the department head completes them (follows the schedule).

Filling out this checklist (there is a tick next to each item) is evidence that the head of the sales department has fulfilled his plan for the day.

Table 6. Checklist for head of sales department

Report on the work of the sales department

One of the most necessary documents is report on the work of the sales department. We will show a report from one of our clients, with whom we cooperate on increasing sales and automating business processes, so that you can understand how this document is created.

Let's talk about how to control the sales department. Its structure varies. Maybe you have one or more sales departments with their own manager. If you have a small company, then there may be only two sales managers, whom you yourself control and give them tasks, simultaneously performing the functions of a department head.

The most important thing you need to understand is that the report on the work of the department should show the state of sales for each day, but not just the sales volume or the profit received, but the main indicators. A report on the work of the sales department is like the dashboard in a car. When you are driving, you periodically look at the speedometer, at the gas gauge, at some other indicators that show you what is happening with the car and with your movement (how well you are moving, is anything going off scale).

The situation is approximately the same with the report on the work of the sales department. It should show what exactly is happening in the department.

Let's look at an example when a wholesale company has several sales departments, each of which consists of managers and reports to one leader. Below is a report from one of these departments, in which there are two managers - Vasily and Peter (see Table 7).

What does the table show? Sales volume, profit, income as a percentage (what percentage of profit in sales volume is included on this particular day). This company has products of its own production that bring more profit than other people's products that are also available. This is the reason income is so uneven.

The table takes into account the number of new customers, the number of all orders made, and the sales volume of goods of own production. The last parameter is very important for this company, since it seeks to increase sales of such goods in order to be less dependent on the whims of suppliers, promote its brand and make more profits.

So, there are several important parameters, which are reflected in the report. Of course, you will have completely different parameters - those that are important to you. This could be sales volume, profit, the number of new customers, average bill, or something else.

The bottom line is that you must identify the metrics that matter to you and then track them regularly. To do this, a general table is made that demonstrates the state of affairs in the sales department (see Table 7A), as well as tables reflecting the work of each manager (see Tables 7B and 7C).

We have employees Vasily and Peter. They enter their data into tables, which are then summarized in a general table. The head of the sales department immediately sees all the indicators: for each individual manager and for the department as a whole.

We can see the indicators of each individual manager and the percentage of plan fulfillment (it is displayed at the end of the table): monthly sales plan, monthly profit plan, profit plan for own-produced goods. We also see the results of each manager (how well he implements the plan) and how well the plan is fulfilled as a whole. It is very important that we can compare different days.

In the end we we see the result as a whole. Manager Peter fulfilled the plan by 49%. Fifteen days have passed (half a month). Everything seems to be fine. But let's look at each individual day. Over the past week, his average daily sales volume was 110 thousand rubles. And this week's profit is much less than the average for last week.

This is a good reason to think and understand what is wrong. Why did Peter's sales drop sharply? Perhaps there are objective reasons: the manager was switched to another job or he took time off for personal reasons, but it is possible that he began to work worse, and then something should be corrected. You can compare managers to each other and understand how each one performs relative to the other. We see that one completed almost half of the plan, and the other only 40%. The second one works almost a quarter worse than the first one. This is something to think about.

It is clearly visible how the department as a whole is implementing the plan. You should be assigned bonuses both to each specific person for fulfilling and exceeding the plan, and for the plan for the department as a whole. We will talk about this when we discuss the motivation system.

Each manager fills out his own report. It is transferred to the head of the sales department, who collects the data into a single report. Head of Department must analyze it every day.

In the event that something is significantly out of schedule (both for good and for bad), it is necessary to respond to this immediately. If in a good way, find out what made it possible to move forward (it is possible that this can be applied to all employees). If it is bad, then, accordingly, the manager should be reprimanded so that he improves.

The head of the department (or commercial or general director) looks at this table at least once a week (preferably daily) to know what is happening with sales. A report on the work of the sales department is a key indicator of your activities, showing the dynamics of the company's development.

If something goes wrong, with the help of the report you will understand it immediately. You see daily activities and dynamics: which manager began to work worse, which manager began to forget about old clients and works poorly with them, or vice versa - does not work at all with new ones, and so on.

Table 7. Report on the work of the sales department

In this case, Peter’s average bill is 12,700 rubles, and Vasily’s is approximately 8,000 rubles. The difference is 50%, and that's a big difference. Why is this happening? There may be objective reasons: Vasily is a junior manager and works with simpler, smaller clients who buy in smaller volumes. Accordingly, his receipt is smaller, but he has a larger number of clients (97 orders). The second manager works with fewer clients (77), but they are larger, and his total sales volume is higher.

If two people work with clients of the same quality and quantity, but their indicators are different, then it means that one works worse than the other. This needs to be fixed. You should understand what the manager whose results are better does, and pull the others along with him.

Select the indicators that are important for your company, create a report on the work of the sales department and run it regularly. Demand that the head of the department fill it out, and let him demand the same from managers and monitor implementation. A very good motivation: if the day is not filled, then managers lose their reward for it.

Necessarily track the performance of the plan. It is important that you do not attack your employees at the end of the month and say: “Why didn’t you fulfill the plan? What have you been doing all month?”, and during the first two weeks they saw what was happening in the department and took action. If the plan is easily exceeded, this is a signal that it needs to be urgently revised. This will be discussed later when we get to planning.

Sales system control

Step-by-step instructions for writing a commercial proposal

In this section we will talk about how to effectively write business proposals. It doesn't matter whether you are a business owner or an employee. Often the role of the head of the sales department or commercial director (it doesn’t matter what is written in your work book) is to correctly convey to the client information about the values ​​that he will receive if he works with you.

We will tell you what blocks a correctly written commercial proposal should consist of, and then we will give an example of a real commercial proposal.

In order for your letter to be selling and not end up in the basket, like most commercial offers that a client receives per day, you need to be able to structure information and write it correctly.

Let's dwell on structure of the commercial offer.

The first thing your proposal should contain is: description of customer problems. Before moving on to a specific proposal, you need the client to answer the questions: yes, this is for me; Indeed, I have such problems and I am faced with these questions. For him to be interested, he must see it. Accordingly, you need to tell the client about his problems and show how you can solve them.

For example, your client has problems with product delivery; suppliers constantly let him down. You describe this problem, and then say that you have established logistics. The drivers are friendly, the loaders are always sober, and so on. For proof The best way to do this is to use specific examples – reviews from your clients.

The next thing you can indicate in your commercial proposal is: price. This needs to be done so that the consumer, when he sees the price, is not afraid. It is important that the value that your offering brings outweighs the cost of your services.

Next we need to show that the price is not that high as it seems at first glance. Here you can give a simple mathematical calculation. If, for example, you additionally provide the client with loaders (you delivered the goods and offer the client two or three people for free to help unload and arrange the goods), you show this.

Indicate that you provide labor absolutely free of charge and thereby the client saves money on paying for the work of his employees. During the supply process (if you work constantly), this will result in a certain amount of money, which he can save and spend on something more necessary.

Nessesary to use deadline(deadline, time limit). You set a time limit or number of participants for your potential client. You can, for example, offer to provide this or that additional service for free if the client accepts your commercial offer by the end of the week. This works great.

The next thing to do is call to action that is, to convince the client to take the first step towards a transaction. Tell him what needs to be done right now: “Call us on the phone...”, “Leave a request on the website...”, “Pick up the phone and dial the number...”. And the faster he does this, the more profitable cooperation with you will be for him.

Let's give example of a commercial proposal, which we compiled for a company providing warehousing services (see template 2).

On top there should be a hat with the details of the organization. Then it is indicated for whom and from whom this commercial offer is.

The next point is a catchy title. We made it like this: “Everyone is ready to share the profit with you, but we are ready to share the costs with you!”

The first block is the block in which we promise the client to solve his problems or provide new opportunities. It depends on what you are offering. In this case, we focused on the following: “Warehouse storage of materials is a headache for any enterprise. We are ready to assume all costs and full responsibility for storing your products.”

The following is a list of these same problems: “... the roof is leaking, the room does not maintain the required temperature” and so on. Then we reinforce: “Plus, it very often happens that unloading/loading requires additional people and equipment, and all this requires additional costs.” In the end, we emphasize that the client will be able to save money and invest it in the development of his company if he entrusts the care of his products to us.

In the next block we explain how and due to what we are able to fulfill our promise. “Our company is a leader in the field of warehousing in the Tver region. In addition to storage services, we provide our clients with the necessary labor and technical resources for more comfortable and faster unloading of materials.”

Providing additional free services is what sets the company apart from others offering the same storage services. This is the unique selling proposition of this company. This is further enhanced by the fact that the company, among other things, offers the use of its fleet on special conditions. This frees potential customers from the problems associated with transporting their goods.

In the next block we prove that our promises are not empty: “The quality of our services is time-tested. For more than ten years we have been helping our clients in the field of storage and transportation of products. We work with wholesale companies such as…” (if you work with any large suppliers or clients known in your market in your region, you indicate them).

Next: “The reliability and quality of our services are confirmed by the fact that all clients have been working with us on an ongoing basis for more than three years. You can read some reviews below.” Here you insert the opinion of one of your clients, whom you consider most valuable and with whom you have worked the longest.

Statistics speak about the economic efficiency of cooperation: “...by cooperating with us, clients reduce additional costs for loading/unloading materials by an average of 50%.”

After we have identified the savings for the buyer, we name the price. It is very good to do this in the following context: “These savings are easy to estimate, given that the monthly rental cost is N rubles per square meter.”

After that, we show that the price is not as high as it might seem. It can be said something like this: “Together with our clients, we calculated their costs for maintaining and organizing the work of warehouses of other complexes and came to the conclusion that our offer is much more profitable than renting a warehouse plus the constant maintenance of working personnel and maintenance of the necessary equipment for unloading. loading operations."

Here you emphasize that you have conducted the necessary research and found that the cost of your services is reasonable and working with you is much more profitable than with other companies.

Surely you ask: “How to prove this?” We recommend really doing this research with your clients and finding the value your offering brings.

The offer that we are considering is for informational purposes only, that is, a potential buyer should familiarize himself with what you offer and understand how you differ from your competitors. And, most importantly, he must understand that he is ready to give you time. And already at the meeting you will speak specifically, showing in numbers and percentages the value of your proposal.

The next required block is pushing for immediate action.“In addition, we offer the first three clients a 20% discount for the first two months. If you conclude an agreement with us before N term, then the cost of rent in August and September will be N rubles per square meter for you.”

Can strengthen the offer(we tested this in companies). In addition to certain conditions for the company as a whole, you can make a special offer specifically for the person responsible in this matter. For example, if a certain manager is looking for warehouse space in a company, then you can indicate: “If you are among the first three clients who sign an agreement with us before the Nth date, then we will give the responsible person of this company a new laptop as a gift.”

We implemented it and got quite a big result, because the managers who are looking for warehouses or suppliers are in no hurry to go to their management. They slowly consider all options and weigh them carefully. Your goal is to show the benefit as much as possible and push the person to action so that he accepts your offer and starts talking about you earlier and better than others. Discounts and gifts work well here.

In the last block, we encourage the client to take the first step towards concluding a deal. In the proposal under consideration, it looks like this: “We believe that cooperation with us will be very beneficial for your company, which is why contact our specialist right now by phone N to make an appointment and discuss further actions. Our employees are ready to come to your office and provide all the necessary information.”

You are pushing the person to pick up the phone right now, call and make an appointment with you. You do not evade, but say directly what you want from him. This psychological move usually works well, and people call you asking about what caught their interest.

Next, the skill of your manager is important to schedule a meeting and talk in person. The sale is made when an appointment is made. If the client has made an appointment, then he is interested. This means he is ready to pay money.

Template 2. Commercial offer

To the director of Alliance LLC

Ivanov A.S.

From the head of the rental department of Mega-group LLC

Sidorova D. V.

Everyone is ready to share the profit with you, but we are ready to share the costs with you!

Warehouse storage of materials is a headache for any enterprise. We are ready to assume all costs and responsibility for storing your products. Surely you have come across situations when a warehouse space is not suitable for you due to various circumstances: the roof is leaking, the room does not maintain the desired temperature, and so on.

Plus, it very often happens that unloading/loading materials requires additional people and equipment, and all this requires additional costs.

You can save money and invest it in the development of the company if you entrust the care of your products to us.

Our company is a leader in the field of warehousing in the Tver region. In addition to storage services, we also provide our clients with the necessary labor and technical resources for more comfortable and faster unloading of materials.

Also, all our clients can use our vehicles on special terms, which frees you from constant problems with transporting goods.

The quality of our services is time-tested: For more than ten years we have been helping our clients in matters of storage and transportation of products. We work with such wholesale companies as... (name of organizations).

The reliability and quality of our services are confirmed by the fact that all clients have been working with us on an ongoing basis for more than three years. You can read some reviews below.

Statistics speak about the economic efficiency of cooperation: by cooperating with us, clients reduce additional costs for loading/unloading materials by an average of 50%.

CRM systems ( Customer Relationship Management– application software for organizations designed to automate customer interaction strategies, in particular to increase sales, optimize marketing and improve customer service by storing customer information and history, establishing and improving business procedures and then analyzing the results (definition from the site

Instructions

Compiling a report begins with writing a “header”. In the center of the sheet, two or three lines away from the edge, print “REPORT” in large font. Immediately below it - for the period from... to.... Next, if necessary, indicate the department, position and last name, first name, patronymic.

In the second paragraph, mark the real indicators. Calculate in percentage terms how much the plan was exceeded. If it was not completed, how much was short of the expected numbers. It is most convenient to organize it by week. This way it will be immediately clear in which period sales increased and in which they fell.

Analyze your competitors' sales growth rates. This will allow you to identify your position in the market and strengthen the company’s position in the future.

Identify the reasons for the decline in sales, if any. Most often, they are the approach of the product’s life cycle to the end, high competition in this market sector, and market oversaturation. Depending on the reason, the company must either launch a new product, strengthen its strengths, or enter new market segments. A timely decision can protect you from a further decline in sales.

note

The term “sales analysis” refers to a very wide range of tasks, including those that require the use of non-trivial techniques to solve. However, in most cases, it is enough for an analyst or sales manager to use spreadsheets filled with... information.

Helpful advice

At the initial stage, an analysis of sales dynamics, sales structure and sales profitability is carried out. At this stage, the trends that are developing in relation to sales (growth, stability, decline), as well as the influence of individual groups and categories of products/services on these trends and the level of this influence are determined.

Sources:

• Sales analysis and management decisions

With the need to compile report Almost every commercial director deals with sales. This document allows you to find out all the subtleties in the activities of the department and summarize the results. But before drawing conclusions, you need to put all the numbers together. To do this, data is analyzed according to several criteria.

Instructions

Determine how high a particular employee's performance is using personal report about sales. In it, take into account the number of acquired and lost customers, data on the average cost and profitability of transactions, etc., depending on the specifics of your business. The more criteria are taken into account, the more objective the result of the analysis will be. A sales personal will help you fully assess the activities of each team individually and adjust its work.

Check the profitability of your retail outlets using their sales reports. For owners of developed networks, this is especially valuable, as it allows them to analyze profitability and then, if necessary, adjust the operation of the enterprise.

Video on the topic

Conducting a sales analysis can help you identify more promising types of products or which products are bought best. It will also allow you to track trends in growth and decline in product sales. With this information, you can manage your sales more effectively.

Zborovskaya Maria

Annual sales report is a document annually presented by the sales director to the general meeting of participants (shareholders) of the company (company) and containing a report on the main sales results for the past period.

The annual sales report must include:

1. Sales plan for the current year

• Share of sales by territory, sales channels
• Fulfillment of the plan for marginal (operating) profit overall for the company and separately by sales channels
• Fulfillment of the plan for the average cost of production
• Structure of the customer base at the end of the year by sales channels
• Product turnover
• Distribution
• Plan-Act of the client base: number of active clients, number of new clients, share of sales of new clients in the total turnover of the company, number of “dead” clients
• Sales personnel certification results.

2. Reasons for failure to meet the sales plan , because of which the plan was not fulfilled, why managers failed to cope with the task. Perhaps the figures were inflated and they were physically unable to attract such a number of clients. Or the department works ineffectively, spending a large amount of working time on drawing up contracts and resolving disputes.

3. Main factors of sales growth (extensive, intensive), due to which there was an increase in sales. If the plan was exceeded, indicate who made this happen, and note the names of the best managers. List the names of the largest companies that were attracted for the first time. If one of your regular customers has increased their purchase volumes, write down why this happened. This will help you create a strategy for successful sales in the future.

4. Sales plans for the next year. Plan your plans for the next year, give approximate figures that managers and sales employees should strive for:

• Fulfillment of the sales volume plan overall for the company and separately by sales channels
• Fulfillment of the plan for marginal profit overall for the company and separately by sales channels
• Fulfillment of the net profit plan overall for the company and separately by sales channels
• Implementation of the plan for Target Products overall for the company and separately by sales channels
• Fulfillment of the plan for the product line overall for the company and separately for sales channels
• Average number of SKUs overall for the company and separately by sales channels
• Plans to expand the range of clients
• Client base at the end of the year
• Product turnover
• Distribution
• Expanding the customer base, connecting new customers across sales channels and territories.

5. Priorities for next year ,wishes to improve the work of the department (feedback from sales department employees on improving the efficiency of their work).

6. Sales strategy for the next year , in which direction the main efforts and resources of the company and sales will be directed, how the product and pricing policy of sales will change. It is advisable to write out strategies separately for sales channels, marketing, personnel and customer development.

7. Organizational changes : staffing (personnel planning), entering new territories, sales channels, opening new branches and offices, new sales direction, introducing new products. It is advisable to indicate and register the necessary resources to implement these changes.

8. Calendar of main events of the sales department for the next year: determining target products for the next year, marketing promotion activities with a budget (calendar of promotions and events), planning negotiations and business trips for employees, a curriculum for employee development, training clients and partners and conducting master classes, etc. The calendar should be scheduled monthly, indicating the necessary resources and deadlines.