4 Why Is The Regional Sales Plan

First, what should a good regional sales plan look like?

First, a good sales plan must be consistent with the sales organization's own characteristics and suitable for the current development of the organization.

A sales plan that is too detached from the actual situation will be of no significance to the actual sales activities.

More fatal is that if the organization and the customers think that such a plan is impossible to achieve, then the sales organization will lose its direction in a certain period of time, and the consequences will be disastrous.

For example, the sales plan of a famous multinational enterprise in 2000 was caused by the high goal, which led to the loss of the entire sales force, resulting in a 20% decline in the 2000/2001 financial year and a great turbulence in the sales force.

Second, a good sales plan is also a full participation plan.

Many sales organizations often make only sales managers to formulate their sales plans without the wisdom support from relevant departments and grass-roots marketing personnel, thus losing the actual data and the most creative suggestions, and lacking the general consensus of salesmen.

The sales plan has become a regional sales manager's own plan rather than the whole sales organization's plan. This marketing plan has no mass foundation and is doomed to fail.

In addition, a good sales plan should be constantly adjusted and enriched according to the market changes in order to ensure its guiding significance.

This requires the spirit of criticism and self-criticism of sales managers.

The market is changing rapidly, and competitors are constantly adjusting strategies and tactics. The marketing plans of enterprises are also changing. Therefore, regional managers are required to adjust the corresponding regional plans according to these changes. These adjustments can also be combined with the quarterly sales plan and monthly sales plan.

Who should be the two regional sales plan for the year?

1. boss.

They are the main owners of all kinds of resources in a company, and whether the sales plan meets their requirements is the beginning of action.

Staff of 2. sales organization.

Employees are the executors of the plan. The quality of the plan is an important factor in deciding whether or not the employees are willing to work hard.

3. sales manager himself.

The sales manager is the owner of the plan and action, and must bear the result of the plan implementation. The quality of the plan determines whether the undertaking can be carried out successfully.

Three, who will make the plan?

The annual sales plan is usually prepared at the end of the year, and the corresponding plan is made at the beginning of the next year.

The regional sales plan should be an important part of the enterprise marketing plan, so the formulation of the annual regional sales plan should be worked out after the completion of the annual marketing plan of the enterprise, and its contents should be compatible with the annual marketing plan.

The annual regional sales plan shall be responsible for the sales manager of the corresponding area, and the relevant senior leaders shall be invited to provide guidance, and other relevant departments shall provide support, so as to draw up the positive feedback from the grass-roots marketing personnel and analyze the corresponding business information.

This will enable the formulation of the regional sales plan to form an efficient and interactive process, and at the same time provide a sales organization with an opportunity to learn and relearn.

Of course, the final decision maker of the plan is the general manager or director of marketing, or even the general manager. Such a plan will be fully supported. Senior leaders can help sales managers obtain internal and external resources, so that sales managers can have a high degree of initiative in their work.

Four, how to make the annual regional sales plan?

There will be a process of making sales plans: collecting information, analyzing SWOT, setting goals, selecting strategies, and formulating plans.

1. collect information.

It can be divided into two steps: on the one hand, we should collect objective information, including data, news reports, industry analysis, actual cases, companies, market environment and competitors' situation; on the other hand, we should make subjective thinking on the collected information, brainstorm, discuss with relevant personnel, and conduct related consultation and summarize.

2.SWOT analysis method.

This is a commonly used method of information analysis.

Strenth: define your spear, that is, choose effective means to attack the market.

Weakness: define your shield, that is, how to choose defense and improve it, and gradually become an advantage.

Opportunity: select targeted targets.

The success of marketing often depends on the choice and grasp of opportunities. Threat: at the same time, we need to know where to deploy in the market attack.

3. target setting.

The setting of organizational goals should focus on the following aspects: (SMAC): Specific, Measurable: goals should be quantified, data should be quantified, and data can be spoken; Achievable can be achieved: Although goals should be at a certain level, they can not be expected;

Regional sales objectives must serve and comply with the overall marketing objectives.

4. strategies are formulated.

Generally speaking, we should focus on the following aspects: Sales and sales capacity building: quantity and quality of sales organization, quantity and quality of customers, selection of products, selection of strong specifications, promotion of new products, price strategy, selection of suitable price system, strict control of price and so on; strategy of promotion: sales promotion strategy in accordance with company's promotion strategy; competition strategy: Competition Strategy: measures to deal with competitors.

5. plan.

A comprehensive regional sales plan includes the following contents: plan, summary, summary of the plan: a brief overview of the contents of the sales plan, which is easy for readers to read; the status quo of the organization: including the current situation of the organization, the market environment, and the competitors' situation; and so on; SWOT analysis;

Sales targets include sales volume, market share, distribution rate, etc. financial objectives include cost ratio (including market charges, promotion expenses, personnel costs, sales administration, etc.), cash flow and so on.

All targets should be in line with the requirements of SMAC; implementation strategy: strategy and tactics to achieve the goals; plan for action; action plan: there is a very important mode to help sales managers, that is, STAR, Strategy, Action, Timetable and related resources (Resources).

This requires the establishment of a corresponding sales information system and regular review to ensure the implementation of the plan.