Report on the work of the sales manager. Examples of progress reports. How to write a report

This form of report allows you to adequately establish a plan for the department. Having such a report and forecast, one can understand the potential amount by which the plan may be underfulfilled. Based on this type of report, decisions are made that will allow reaching the set revenue target. A weekly plan is drawn up at the end of the previous week. Then daily it is updated and sent to the head of the department.

Pay special attention to the column "Annual turnover". It denotes the "size" of the client. There is no single criterion, you define it yourself. This can be annual turnover, store footage, the number of outlets the client has, the number of staff, etc.

Sometimes there is a controversy between the head of the department and his employees about the column "When will pay." The latter claim that it is not possible to schedule a payment date. Nevertheless, we strongly recommend that you require your managers to put down payment dates. Such a requirement develops a more serious and responsible attitude on the part of your employees and mobilizes them. Of course, we are not talking about the retail business. Only large checks can be planned here.

Sales reports: daily report "Fact of payments for today"

This is the simplest form of the report. The column names speak for themselves. In the "Payment status" (column 4) indicate the status - "paid", "partially paid", "account on payment".

During the day, it is important to control 2 reference points for sales for the current day and the specified hour. :

• 12-00,
• 16-00.

Such frequent monitoring encourages managers to work more efficiently. This report can be filled out by simple correspondence in a group in any messenger. Such that when all managers see the results of each, it encourages them not to be left behind, but still fulfill the daily plan.

Sales reports: daily report "Payment plan for tomorrow"

This report contains the names of legal entities and the amounts that they will pay tomorrow. It is most convenient to request, compose and receive it at the end of the day that precedes the planned one. In the evening, you can have time to significantly adjust the work of managers. It is simply pointless to analyze this type of report on a planned day (that is, tomorrow).

Sales reports: "Board" for the current date

Fill in the columns:

1. Fill in the full name of the manager

2. The percentage of the completed plan for the current day is calculated according to the following formula:

Fact at the moment / (Plan for the month / total number of working days in the month * number of days worked per month) * 100.

That is, first you divide the absolute number of each employee's plan by the total number of working days in the month. Then multiply daily by the number of days worked. After that, the figure of the current fact of sales for each of the managers is divided by the resulting figure and multiplied by 100 to get the result as a percentage.

This formula can also be adapted to seasonality, business areas, etc. This formula is easy to set up in Excel.

3. Every day we fill in the absolute value of the amount of revenue of a particular manager.

4. We count and fill in, based on how much is left to complete before the end of the week (interim results). You can calculate how many specific managers need to "close" clients before the end of the week.

5. We fill in the plan set for the month

6. Fill in the number of working days in a month

7. Fill in the actual number of past days of the month.

8. The plan for the end of the week is the sum of the numbers from 3 and 4 columns. This number is the result of adding the amount closed for the current date and the plan until the end of the current week.

9. We fill in the number of past working days every day.

The last line of the Board report is the summary of the results for the entire department. Everyone knows - "Total".

The head daily controls the work of the department on this report form. It also allows you to redistribute the load between those who have already completed the plan and those who do not.

It would also be helpful to print it out or draw it on a whiteboard for managers to fill out on their own. At the same time, any employee can compare their result with the result of colleagues. In this way, the "board" acts as an additional form.

The manager should use the results of the report to make decisions on .

Sales Reports: Summary Report

This form is a summary table for the entire department. Columns 1-4 can be calculated automatically as you complete the previous sales report form for each employee in the department. in sections: new clients, current base, managers, product, audience, territories. And inside each of the resulting funnels are analyzed: total, intermediate, length of the funnel, the length of each of its stages.

3. Development of the customer base. Learn to measure customer share, value, loyalty index, retention rate, etc.

4. Finance. Be sure to draw up a management balance sheet, generate profit and loss statements, as well as cash flow statements.

So, before you are the forms of basic sales reports. Their daily filling will allow you to easily control and manage sales in sections:

• months
• weeks

Remember, working with them allows you to implement not only control functions, but also motivate managers to improve their results on a daily basis. The correct one will help you see all the data.

The first report that needs to be filled out is the "payment plan for the week." Since the week is a really critical period in the monthly forecast for closing deals, you must immediately learn how to control the work in this particular context.

1. Form into such a shape

2. Ensure a regular process in which managers fill out this CRM report on a weekly basis. It is best if they do this at the end of the weekly cycle, when there are already certain developments and “promises” from clients.

3. Download the above form from the system and discuss it at a weekly meeting, for example, on a Monday morning. So you "publicly" confirm the plans of each manager, which greatly increases the chances of their implementation.

The most important item in the above table "When will pay" is the key in the form. Filling it out encourages sellers to be responsible and do everything in order to meet the deadline.

It is important to understand that one "bad" week of work - and now the business is faced with lost profits, cash gaps and problems with creditors. The Weekly Payment Plan, among other things, indirectly affects the prevention of such situations.

Sales manager report: fact of payments for today

The report "the fact of payments for the past day" for the most part performs an informational function. Thanks to him, the manager monitors the situation on a daily basis.

Please note that you can enter the following in the Payment Status column:

• paid;
• partially paid;
• payment account.

The main feature of this manager report is that it is filled out several times a day. The head assigns reference points for intraday control of the execution of the plan. You can track payments based on filling in the "fact of payments for today" 2-3 times a day. For example, at 12:00, 16:00 and 18:00. Such hourly monitoring not only gives an understanding of the situation, but also stimulates sellers.

Sales manager report: payment plan for tomorrow

The report of the manager "payment plan for tomorrow" is a detailed forecast for the week, but only with the possibility of daily control.

This form is filled out once at the end of the working day that precedes the planned one. At the end of the past day, it is examined with the manager and correlated with the “weekly payment plan”.

Such an analysis makes it possible to achieve the necessary efficiency in the actions of the head of the department, who, on its basis, can adjust the seller's strategy in time.

Sales manager report: summary table of indicators by department

There is another basic form of report - a summary report of the "board" type, which dynamically changes and displays the indicators of the plan for each employee of the department. Its main purpose is information and demonstration.

In this form, it can be presented on a large monitor, or drawn by hand on a regular board. "Board" should be automatically filled in CRM, which reflects all the necessary indicators for each seller.

Pay special attention to the second column from the left "% of the plan for the current day." It requires further clarification. This is not an actual percentage, reflecting how well the monthly plan is completed. In fact, this indicator indicates the "speed" of its implementation. That is, to what extent the plan would be fulfilled by each of the employees if he continues to make the same efforts as at the current moment.

The "% of the plan for the current day" is calculated using the formula:

Fact at the moment: (Plan for the month: total number of working days in the month x number of days worked per month) x 100

Thus, if the result on this report of the sales manager is less than 100%, then this means that he does not have time to fulfill the plan with the amount of efforts made and the strategies he uses.

The board is mainly aimed at exerting a psychological influence on sellers in order to push them to take more active, but at the same time reasonable steps to correct the situation.

Sales manager report: pipeline

Pipeline is a term that came to us from Western sales practice. It characterizes and details the status of all transactions that are at different stages in the employee's "portfolio". Working with a pipeline is a constant process of interaction between the manager and each of the employees about decisions that will eventually lead to payment.

For effective interaction of this kind, 2 conditions are necessary:

1. All work and reports of sales managers are carried out through CRM
2. The manager ranks deals in CRM using filters and uploads the following form.

The key metrics for closing a deal in this table are “deal stage” and “probability”. And they correlate with each other.

Initially, the probability scale is adjusted depending on the stage at which the deal is currently located. The degrees of this probability are selected based on the established individual business practice. They also depend on the industry and the level of the person with whom the seller interacts: middle manager, department head or director. Let us give a real example of such a scale.

• A commercial offer has been sent - the probability of payment is up to 50%
• Sent the contract - 50−70%
• The contract is signed - 70−90%
• Invoiced - 90−100%

The pipeline and the results in the reports of each manager are quite manageable things. You just need to be guided by 4 principles.

1. The overall health of each seller's portfolio is monitored on a regular, sometimes daily basis. It is especially important to do this with newcomers and employees who are in a professional "depression". In order to change the state of the pipeline of a particular seller, control it by the mentioned reference points within a day.

2. We must not allow the pipeline to be "clogged" or, on the contrary, to be too "empty". Control the process of closing deals on time according to the reports of managers. And timely replenish the employee’s personal funnel with tasks for new deals. Ideally, “filling” should occur automatically as old tasks are worked out, taking into account the indicator of the average deal length. In this way, the necessary balance can be achieved.

3. Work with the pipeline must be configured with the ability to control the average check. If this indicator does not reach the required level, which is set in the business process regulations, then it is necessary to schedule additional meetings with staff and conduct trainings on problematic stages.

4. We should not forget that the amount of revenue depends not only on the efforts of sellers, but also on marketing support. Each stage of the transaction should include an element that will literally push the buyer to pay. So, along with a commercial offer, a gift in the form of an educational e-book with useful information can be sent. To make payment faster, you can provide a time-limited opportunity for additional bonuses under the contract.

We have considered 5 components of effective work with reports of managers. It includes setting up the whole system, which will signal the status of each transaction separately in time.

In my business practice, I periodically come across a superficial attitude of some managers (usually small and medium-sized businesses) to the operational control of sales managers or even a complete lack of such control. There is a belief: “Here are the tasks and resources for you, and get it done!”.

On the one hand, the psychological motivation of managers to “work on trust” with the staff is understandable: few people really enjoy a routine like checking reports and “debriefing”. On the other hand, we should not forget that, firstly, control is one of the basic management functions. Secondly, the employee works in good faith and really strives to fulfill the tasks assigned to him only if his work is transparent, regularly and timely monitored. After all, even the most dedicated and “ideological” employees sooner or later, in the absence of control, begin to relax and “spoil” (up to the complete disregard of their direct job duties).

In almost every second organization (if not more often) with which I cooperate, there is an “ordinary” situation when the manager is “not at all aware” of what his salespeople do during the working day. At the same time, upon closer examination, it turns out that the number of calls to new clients is no more than 5-10 (and this is only half an hour of working time), personal meetings with clients are held very rarely. What the rest of the time is spent on remains a mystery ... Is it any wonder that in this situation, sales plans are not consistently fulfilled, and production capacities are idle?

As you can see, the price of a frivolous attitude to the control of sellers is very high. And - pay attention - it is not only the control of achievement (or not achievement) of the final result (for example, the implementation of the monthly sales plan) that matters here. With this, as a rule, most leaders are fine. As experience shows, it is extremely important for a business to be proactive and make preliminary (intermediate) cuts.

After all, when you are faced with the fact of non-fulfillment of the “main task”, then you can’t do anything. What you didn't sell today (this month) you can never sell again, and the company has lost earnings that it will never make up. In addition, it can make future sales more difficult: your customers could switch to alternative products / services of your active competitors during this time, and at the same time strengthen friendly ties with them (which, as you know, are not so easy to overcome).

Prevention, on the other hand, is always cheaper than analyzing the consequences, because preliminary (operational) control helps to identify deviations of current results from the plan in the bud, which, in turn, makes it possible to correct the situation in a timely manner (eliminate the causes, provide additional tools, necessary assistance to the employee and etc.) and thus minimize risks and losses.

Here are a few basic principles that you should follow in order to establish operational control of sellers and put it at the service of strategic business objectives.

Define intermediate results

One of the main reasons managers shy away from operational control is the lack of clear criteria for what exactly needs to be verified. So:

Define, What exactly should sellers do?(calling customers, meeting with customers, etc.) so that at the end of the month they can please you with excellent financial results (as a rule, this is the fulfillment of sales plans).

Set your standards(measurable indicators) for these actions / results, based on the statistics available in your company, common sense and, in fact, the sales plans themselves. Such standards can be: the number of calls, scheduled and held meetings, applications, signed contracts, the average amount of the application, etc.

Break these down by week/day(for example, at least 20 calls / 10 store visits per day, 3 new contracts per week, etc.). It is also useful to break down the sales plans themselves into weeks and days in order to keep abreast. This will be your benchmark for operational (daily / weekly) control. Of course, these indicators must be brought to the knowledge of the staff.

Develop daily reporting forms

Based on the criteria developed in the previous paragraph, you can develop daily report forms for sales personnel in paper or electronic form. An example of a daily report for a manager "on the phone" is shown in Table 1, a fragment of a daily report (route sheet) of a sales representative is in Table 2.

Daily control

Designate a time at the end of the working day (for example, from 17.30 to 18.00) when the sales staff should provide you with a report on the work of the day. Accordingly, set aside time in your daily schedule to review reports and respond to them.

Important! The reaction to the documents provided by the staff should be mandatory and regular. Otherwise, your employees will start to think that no one checks their reports, therefore, you can not write them or invent data. This can be either a personal conversation with the seller at the time the report was accepted, or a telephone conversation after a short time (for example, if at the time the employee submitted the report, you were busy talking to another employee and could not devote time to him).

Evening Feedback Algorithm could be something like this.

1. Find in the daily report (or other daily sales report generated using a computer accounting program) and compare the planned standards with the volume of work / sales actually performed by the employee for the current day.

2. Conduct a sample survey report employee, ask clarifying questions about clients with whom the goals for the current day were not achieved, and ask for clarification, for example:

In how many contacts did you negotiate directly with the decision maker?
What prevented you from fulfilling the standards for the number of calls?
Why did the client refuse to meet/buy the product?
What arguments were given?
What competitors' products does this customer buy? At what prices?
What does the client not like in cooperation with other companies, what could we use to our advantage?

Such explanations are not necessarily required for every client. It is enough to clarify on 5-6 clients from the report, and this will keep the subordinate in good shape and make it clear that he is being controlled.

3. Based on the responses received help the employee formulate goals for the next contacts with these clients, pick up convincing arguments for the objections that have arisen and make sure that all the recommendations are written down (it’s not for nothing that they say: what is not written down does not exist).

Also record the recommendations given to the subordinate and the date of their implementation in your diary and be sure to ask about the results achieved on the appointed day (or remind you of the tasks set on the eve of the execution day). Remember: if at least once you allow yourself to “forget”, “skip” or be late with control, the next time the subordinate will perceive your order as a wish.

4. Evaluate the completeness and correctness of filling out the report. Do not allow formal and "fake" replies. If incomplete or incorrect information is found, inform the employee about the application of disciplinary measures taken by the company (remark, reprimand, fine, dismissal) to him.

5. Summarize an employee's day's work, praise him or, if necessary, express constructive criticism (without getting personal, discuss only actions and results).

Depending on the current fulfillment by the employee of personal standards, as well as the overall level of implementation of plans by the sales department, adjust the personal tasks of the employee for the next working day. For example, if one of the employees did not show up for work due to a layoff/illness, argue that you need to fill the sales gap, "get a little tight" and try to sell a little more than usual so that the company as a whole can meet the monthly sales target. Discuss how this can be achieved.

6. End the conversation with positive employee motivation the next business day (“Get together, you will succeed”, “Well done, keep it up!”, etc.).

Analysis of the company's sales and profits is one of the fundamental qualities of a marketing specialist. Having a correctly compiled sales report at hand, it will be much easier for you to develop an advertising strategy for the company's development, and the answer to the management question "What are the main prerequisites for a decrease in sales?" won't take long.

In this article, we will consider an example of maintaining and analyzing sales statistics in a manufacturing enterprise. The example described in the article is also suitable for the retail and wholesale trade, for analyzing the sales of a single store. The sales analysis template prepared by us in Excel is of a very large-scale nature, it contains various nuances of analyzing sales dynamics, which are not always necessary for every company. Before implementing a template, be sure to tailor it to your business specifics, leaving only the information you need to monitor sales fluctuations and evaluate growth properties.

Introduction to sales analysis

Before you analyze sales, you need to collect statistics. Therefore, determine the main characteristics that you would like to consider and the frequency of collecting these characteristics. Here is a list of the most needed characteristics of sales analysis:

The main points that you need to pay attention to when conducting a sales analysis:

• Dynamics of sales by goods and fronts that make up 80% of the company's sales
• Dynamics of sales and profit in relation to the same period of the previous year
• Change in price, cost and profitability of sales for individual items, product groups
• Growth quality: sales dynamics per 1 RT, per 1 client

Collection of sales and profit statistics

Let's go over specifically for example, clearly showing how to do a sales analysis.

As a first step, we collect sales statistics for each vital company item. We collect sales statistics for 2 periods: the previous and current year. We divided all articles into product categories, for which we are curious to look at the dynamics.

Fig.1 An example of collecting sales statistics by commodity items

We fill in the table presented above according to the following indicators: pieces, rubles, average cost of sale, cost, profit and profitability. These tables will be the primary source for the upcoming sales analysis.

Positional sales statistics for the previous year of the current period are needed to compare the current reporting characteristics with the previous year and evaluate the properties of sales growth.

Next, we collect statistics on shipments on the main fronts of the sales department. We break down the total revenue (in rubles) by sales fronts and by main product categories. Statistics are needed exclusively in ruble terms, because it helps to keep the overall situation in sales under control. A more detailed analysis is needed only in this case, if there is a sharp change in sales dynamics in one of the directions.

Fig.2 An example of collecting sales statistics by sales fronts and regions

Sales Analysis Process

After all the necessary sales statistics have been collected, you can proceed to the sales analysis.

Analysis of the implementation of the sales plan

If the company is planning and a sales plan is set, then the first step is to evaluate the implementation of the sales plan by product groups and analyze the quality of sales growth (the dynamics of shipments in relation to the same period last year).

Fig. 3 An example of analyzing the implementation of a sales plan by product groups

We analyze the implementation of the sales plan according to three indicators: shipments in physical terms, revenue and profit. In each table, we calculate the % of the plan and the dynamics in relation to the previous year. All plans are divided into product categories, which allows you to understand in more detail the sources of undersales and overfulfillment of the plan. The analysis is carried out on a monthly and quarterly basis.

In the table above, we also use the additional field "forecast", which allows us to forecast the implementation of the sales plan given the dynamics of shipments.

Analysis of sales dynamics by fronts

Such a sales analysis is needed to understand which areas of the sales department are the main sources of sales. The report allows you to evaluate the dynamics of sales in each area and timely identify important differences in sales for their adjustment. We break the general implementations into OS fronts, for each direction we analyze the implementations by product categories.

Fig.4 An example of sales analysis by fronts

To assess the properties of growth, the indicator "dynamics of sales growth compared to the previous year" is used. To assess the significance of the direction in the sales of a particular product group, the parameters "share in sales,%" and "sales per 1 client" are used. The dynamics is tracked by quarters to eliminate fluctuations in shipments.

Analysis of the sales structure

Analysis of the sales structure helps to take a general look at the effectiveness and importance of product groups in the company's bag. The analysis allows you to understand which product groups are more profitable for business, whether the share of the main product groups is changing, whether the increase in prices covers the cost increase. The analysis is carried out on a quarterly basis.

Fig. 5 An example of analyzing the structure of sales of the company's assortment

According to the indicators "shipments in physical terms", "revenue" and "profit", the share of each group in the company's backpack and the change in share are estimated. According to the indicators "profitability", "cost" and "cost", the dynamics of values ​​in relation to the previous quarter is estimated.

Fig.6 An example of the analysis of the cost and profitability of sales

ABC analysis

One of the final steps in the analysis of sales is the standard ABC assortment analysis, which helps to conduct a competent assortment policy and develop effective trade marketing activities.

Fig. 7 Example of ABC assortment analysis

ABC analysis is carried out in the context of sales and profit once a quarter.

Residue control

The final step in sales analysis is to monitor the stock of the company's products. Analysis of the balances allows you to identify critical positions for which there is a large surplus or a shortage of the product is predicted.

Fig.8 An example of the analysis of product residues

Sales report

Often in companies, the marketing department is held accountable for meeting sales targets. For a weekly report, it is enough to track the level of implementation of the sales plan by a cumulative total and indicate the forecast for the implementation of the sales plan for the current level of shipments. Such a report allows you to find in time the dangers of non-fulfillment of the sales plan and create corrective measures.

Fig.9 Weekly sales report

To such a report, attach a small plate describing the main threats to the implementation of the sales plan and proposed solutions that will reduce the negative impact of the identified circumstances of failure to fulfill the plan. Describe what other sources can be used to increase sales.

In each monthly sales report, it is important to reflect the actual implementation of the sales plan, the quality of growth in relation to the same period of the previous year, an analysis of the dynamics of the average shipment price and the profitability of the product.

Fig.10 Monthly sales report

The labor process consists of setting tasks by the manager and their implementation by the employee of the company. From time to time, each employee makes a report on the work done. The frequency depends on the internal rules of the enterprise, as well as the form. The importance of this document to management should not be underestimated.

In this article, we will look at how to properly format a report on the work done, a sample of filling out a document, and some tips for compiling it.

Why you need to be able to properly report on work

The workflow can be represented as a complex mechanism in which each employee of the company is a gear. In this example, the head of the organization acts as an engineer who is obliged to ensure that all mechanisms work smoothly and as quickly as possible.

In real life, it is quite difficult for bosses to evaluate how well employees are doing their job if they do not see the results of their work. Therefore, in almost all enterprises, management obliges each employee to regularly draw up a report on the work done. Often this document is created with a frequency of 1 week. Thus, the authorities can see what the employees were doing, as well as how useful they were to the enterprise.

Wrong example

The document is in free form. Perhaps that is why there are a large number of reports that do not say anything to the management or make them think that the worker is not coping with the functions assigned to him. At the same time, a particular employee can be a real hard worker and overfulfill his plan. The reason for this is an incorrectly drawn up report on the work done. Below is an example of such a document.

Type of document: report on the work done for the period from February 15, 2016 to February 19, 2016.

The following has been done:

• timing of the working time of the production shop was carried out;
• the results of timekeeping were included in the work program;
• new norms of time are calculated;
• responses to requests from labor inspectorates, as well as several clients;
• took part in a conference on improving the efficiency of labor at the enterprise.

Compilation date: 02/19/16

Signature: Yu. R. Petrov.”

If an employee writes a report on the work done in this way, then the management will consider that he is underloaded.

What are the mistakes?

The above example clearly shows the standard errors in the preparation of such documents.

The main ones are:

The above requirements should be used both when compiling weekly forms, and when a report on the work done for the year is being prepared.

Suitable option

It is likely that the first time to make a quality report will not work. To make it easier for you to do this, we give an example of how it was necessary to write a report to the manager on the work done, indicated in the first example:

“To whom: the head of the planning department Ivanov P.M.

From whom: 1st category economist of the planning department Petrov Yu.R.

Report on the results of labor for (15.02.16-19.02.16)

For the reporting week, the following tasks were set for me:

All tasks were completed, namely:

• 5 timings were carried out and the same number of new norms for the work of the production workshop was drawn up;
• participated in the conference, a memo with proposals is attached.

Work was also carried out with the incoming documentation, namely:

• Compiled 2 responses to IOT requests.
• Responses to letters from Mr. Yurieva A. A., Zhakova S. I., Mileeva K. B.

A business trip is planned for the period from February 22, 2016 to February 26, 2016 in order to check the work of the structural subdivision of the Pechersk branch.

Compilation date: 02/19/16

Signature: Petrov Yu.R.”

Agree that this version of the report reads better, and the management can see how well one of the employees works.

How to write reports for longer periods?

Of course, a period of one week is not difficult to beautifully paint on paper. It is more difficult to make a report on the work done for half a year or even a year. However, this is easier to do than it might seem at first glance. For example, if you have weekly reports for the required period, then you can safely use them.

Maximum volume - 1 A4 sheet

At the same time, it is worth trying to enlarge the information somewhat so that the result fits on 1-2 pages. In the event that weekly results are not held in the organization, but you are obliged to generate a report on the work done for the year, you should not panic and fight in hysterics.

All the information is around you: look at the history of messages in the document logs or in e-mail, open the folder with your reports, study travel sheets. All this will help to remember the feats that you accomplished during the working year.

Summing up

Above we have given some examples of how to write a progress report. The main thing is to state the operations performed, indicating quantitative characteristics (so many times or such and such a number of pieces, etc.). Thus, you will inform the management about how much work you managed to accomplish.

We must not forget to indicate at the beginning of the report a list of specific tasks that you were brought to complete. An important part is the completion of the report. Be sure to write what you want to implement at work in the near future. By this you will show that you look wider than just the area of ​​​​your immediate duties and functions that must be performed according to the job description.

You can also look at the example above.

In order to make it easier to compile such reports, you can write down the work done daily in a notebook or electronic document. You will spend only 3-5 minutes a day on this trifle. It's not that much. However, due to such records, you can easily create a report on your work for any period in the future without any problems.