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1、Sales time diagnostic tools in the use of fast moving consumer goods salesAbstract The use of sales time diagnostic tools (TTS), through its work flow description and analysis, as well as FMCG sales management in the use of time and pointed out that the sales gap between the standard operating time
2、is a measure of customer sales representative in the conduct fast moving consumer goods efficiency and performance in an important basis. Accordingly, the sales program proposed improvements for the fast moving consumer goods companies improve the level of sales management and provide valuable refer
3、ence. Key words fast moving consumer goods; diagnostic tools; sales time 1, fast time of diagnostic tools, and sales of consumer goods FMCG (Fast Moving Consumer Goods, FMCG) is a high frequency of consumption, using short period of time, need to constantly repeat purchase, has an extensive consumer
4、 household products group, including: personal care, home care products, branded packaged food and beverages, tobacco liquor, four major products. Sales time to work on behalf of a client a major resource, is reflected in its efforts to engage in an important indicator of sales. Sales time from serv
5、ing customers, a direct result of sales value of the customer time and not directly generate sales value of the non-customer time of two parts. In the FMCG industry, the customer on behalf of every day in the customer time within the job content, including customer visits, line management, and shelf
6、 decorations, POP display, sale and purchase of registration, the competition to understand, and so, while the non-customer time main including the exhibition, refueling, lunch, distance and administrative work and so on. When the sales staff and that when the average daily working hours to reduce t
7、he non-customer time, you can allow customers enough time to carry out on behalf of distributors to expand the scope and depth, follow-up customer needs, the development of new sales opportunities and other activities, improve the unit time, sales results, increase sales effectiveness. In the increa
8、singly competitive market circumstances, the customer representatives work becomes increasingly complex, the greater the need for more time to face the customers, to drive business growth, therefore, need to strengthen sales of time management. Sales time diagnostic tools (Time to Sell, TTS) which a
9、ims to enhance the reliability of the work one of the tools, it is mainly through customer surveys on behalf of (role clarification) and line surveys (customer time and non-customer time to investigate) the way, master customer representative in the sales line of activities (including commuting time
10、, travel time, and customer call time, etc.), through the diagnosis, improving customer representatives to find out the customer time, limitations and constraints non-customer time approach, which the work to achieve optimal customer representative. 2, TTS tool to use (A) pre-conditions for the use
11、of TTS tools 1, role. To the role of guide, so that all members within the region have a clear division of roles and job responsibilities. 2, target setting. So that all members within the region to focus on efficient work, the target switch to front-line activities and end-level work. 3, performanc
12、e measurement. Regional performance of on-board walls, to the sales force to provide comprehensive and consistent information, find opportunities to improve their performance, focusing on objectives and results. 4, counseling. Tasks to the regional teams of technical support, indicating the directio
13、n of their work and improved to continue to improve performance, so that the sales team would have sufficient skills and means to enhance the effect of unit sales times sales, customer representatives have sufficient time to customers to carry out marketing activities and development of sales. When
14、these basic problems are solved, and stable and sustainable, asked one or two years only with the use of sales time, diagnostic tools (TTS) of the pre-conditions. (B) TTS diagnostic target 1, to establish a rational organizational structure. Through a rational organizational structure, so that all m
15、embers within the region be able to clear their respective roles and responsibilities, coordinate inter-departmental relations, and improve the competence of all members with the ability to execute. 2, optimizing the customer on behalf of working hours. Enhance customer call line is reasonable, to r
16、educe non-value added activities. 3, eliminate obstacles to effective work on behalf of clients. 4, reduce administrative time. Such as reducing the daily morning meeting time, integrating a variety of reports and so on. Through the improvement of the work program to achieve adequate customer servic
17、e time and the target customer call completion rates, when the customer service is nearly 60% of the time, the customer will have enough customers on behalf of time, thus substantially improve enterprise operational ability. (C) TTS diagnostic procedures 1, in the sales area, select a certain percen
18、tage of customer call line. 2, the selected route customer representatives focused on training to the customer representative TTS meaning to the activities of the regional managers to diagnose the role and significance of their full attention and support of the work to ensure the success of TTS tool
19、s use. 3, customer surveys and line activities on behalf of the investigation. These two activities are the main TTS diagnostic work, through which the two activities have the time to analyze and identify opportunities for improvement point of sale. Among them, customer surveys include store custome
20、r service, coordination, marketing and other tasks outside the questions are asked. The authenticity of the questionnaire survey data, in particular the reliability of the data obtained is to determine the effectiveness of the activity to achieve a decisive factor; line activities, investigations, r
21、equire customers to visit on behalf of the line when the main task is to collect customer lines and the companys internal information, customer service, appearance / verification time (including conference / administrative time), the number of visiting customers per week, beginning and end customers
22、 and the travel time between distance of the trip, etc. 4, for more than two questionnaires aggregated to form an overall analysis reports to develop specific plans of action. (1) Work efficiency analysis. To customers on behalf of the average daily customer service time and customer service time al
23、location of non-aggregated, the efficiency of its analysis and evaluation of the reasonable proposals put forward to improve efficiency. (2) line performance analysis. To customers on behalf of visiting customers line analysis, identify the issues affecting performance reasons, the proposed integrat
24、ion of the reasonable suggestions of the road. (3) Diagnostic Analysis of the questionnaire. Identify customer representative during working hours, outside the terms of reference made to other work, as well as the obstacles that affect their efficient sales to make diagnosis and recommendations. (D)
25、 TTS application of key points 1, to ensure the authenticity of data collection. In order to enhance data collection operations, data handling and reporting of the quality of production to achieve the goal of effective diagnosis must be customers of data collected by the representative of the true e
26、xtent of auditing as a priority, to avoid spam and out of the situation. Therefore, as far as possible by the regional sales director for the implementation of full supervision of TTS to strengthen the implementation of process management TTS. 2, to ensure improvements in program implementation. TTS
27、 tool to improve the program is based on the implementation and results of the analysis worked out, the enterprise should pay attention to improve program design, in particular, to ensure improved implementation of the program, otherwise, TTS tool to use to lose its practical significance. To this e
28、nd, the Action Plan should be aggregated to develop summary tables, in accordance with the principles of PDCA cycle to identify the existing problems, identify improvement goals, develop improvement plans and implementation plan to require project completion time and responsible. 3, a multinational
29、beverage company introduced the use of TTS tools A FMCG company is the worlds largest food and beverage companies, scope of business around the world and nearly 200 countries and regions, its numerous brands all have more than 100 years of history. In the beverage side, the 20 cities in China, has 2
30、1 bottling plants and a concentrated liquid plant, a total investment of more than one billion U.S. dollars. The companys core strategy of investing in China is to build the core brand, the consolidation of bottling network, establish operational capabilities, while the operational capacity-building
31、 through the creation, implementation and enforcement of best management tools or operational procedures to be achieved, TTS is one of one. In 2007, the companys bottling business in a particular sales region, select a few lines of sales, application TTS tools for diagnosis of sales time, and achiev
32、ed expected results. Involving commercial secrets related to this article only publicly available parts of the description and analysis, its decision-making process will also benefit from a little. (A) Work Efficiency Analysis 1, after the sales line statistics, obtained the sales customers in the r
33、egion on behalf of the average daily sales of time (accurate to the minute) distribution, be compared with the standard operating time to find out differences: reposted elsewhere in the paper for free download Center http:/ 2, according to the efficiency of analysis table, the following conclusions
34、can be drawn (1) sales team in the non-customer time of the actual distribution of the high side, resulting in customer time not reached 60%, selling time work efficiency is not high, it is time to improve the possibility of selling the conditions. (2) In accordance with the standard call each store
35、 took 9 minutes, a reasonable number of visiting customers would be less than 45. The sales team in developing the work plan, the average daily visitors households such as the establishment of 45 (full load), then indicates the urgency of improving the sales of the time. (3) The sales staff Shaopian
36、 long daily working hours are more than nine hours, staff workload heavy, it is necessary to improve the sales time. 3, improve the efficiency of the opportunity to point: (1) The average distance accounted for 30% of the total time per day, more than the standard value of 15-20%: (2) morning meetin
37、g time generally is too long, exceeded the standard time (0.25 hours); (3) increase customer call time and close to the standard visiting hours 8-9 minutes (the current average household visit time is only 5 minutes), so that high-quality call. 4, improve work efficiency measures (1) journey time. R
38、ational arrangement of routes, route planning according to visiting customers, improve the effective coverage of point of sale; optimize the distribution of distance and customers, improving transport, reducing customer beginning and end time; increase customer call time, close to or reach 8-9 minut
39、es. (2) In the morning time. Should focus on improving the efficiency of the morning will be to reduce the morning meeting time. 1 day in advance to make full preparations for the meeting. Morning time should be strictly controlled in 15 minutes. Should be made clear morning function, strictly limit
40、ed to its content, to avoid the endless focus on the meaning or sense that there is no significant or not the theme of an earlier unrelated issues. Morning should focus on a review of sales the previous day, the day objectives and the current existence of the universality of the promotional issues.
41、(B) Line Performance Analysis 1, line call data analysis. Through a questionnaire to capture information on-line visit, including clients and between the distance and travel time; the number of visiting customers per week; each station sales, etc., this data statistics and analysis. 2, the overall e
42、valuation. Line of work distinguish between different target customers, their level of performance varies. But in general, customer sales level of not carrying out the work while the lines were significantly growth, ineffective customer origin; in the sales season, the line work to improve the custo
43、mer to expand the role of the enterprise product sales are not sufficient; the actual call time, not up to standard call time (8-9 minutes), client work is not deep; line working time arrangements are not balanced, sales are often sold in a single customer for too long, efficiency is relatively low.
44、 3, to improve circuit performance measures. Based on the above analysis, the sales team as a whole less efficient line of work, performance is not high. Should be adjusted peak season, off-season line work thinking; focus on the evaluation of the customer to carry out specific lines, raise the prop
45、ortion of customers line work effectively; standardize work processes, balanced allocation of time for each customer line of work, in-depth client work; to enhance work management circuit strengthen regional lines in charge of the work-spot guidance to ensure that customers on behalf of clients in e
46、ach client can do a good job working visit. (C) Diagnostic Questionnaire analysis. In the questionnaire, the difference will be sold in the region of the work, including work in the restaurant, customer development, coordination and sales outside of the other tasks included in the list of questions
47、from the survey on behalf of customers fill out to take on the role of the distribution of responsibilities . Accordingly, sales account representative to find out the impact of internal and external reasons, can be broadly summarized as follows 4: A definition of its role confusion. Through customer surveys on behalf of the duties and roles, may
