10 steps to create a sales plan
Posted: Sun Jan 19, 2025 5:54 am
You can't expect your plan to be executed 100% perfectly, but it is important to have one. This way, you can set the tone and do everything possible to ensure that sales go as planned. In order for the plan to be as effective as possible, the process of creating it should include the following ten basic steps.
Market research
Don't rely on previous years' figures. Market conditions (demand, supply, competition, etc.) change quickly. Evaluate the current political, economic, social and cultural situation, study rumors. Only based on current information can you make forecasts regarding future demand, competitors' behavior, and so on.
It is important to understand the behavior of not only neighboring but also international competitors. The experience of other people working with similar products is always useful. You can get important information from them that will help you take your business to the next level.
Analysis of indicators for mint data package previous years taking into account the seasonality of the business and in specific product groups
A good way to do this is to plot a chart showing monthly sales figures. This method is convenient because it is compact: on one sheet of A4 paper, you can show the dynamics of the company's development for more than a year. In addition, you can see the impact of special circumstances, such as holidays, weather, the number of employees per shift, the growth of customers' solvency (due to wages), the beginning of the travel season, and much more. This data will be very useful when developing sales plans and advertising campaigns.
Market Marketing Analysis
Seasonality should also be taken into account. For example, lower tariffs when demand is growing and pay more for each transaction when there is no demand. Yes, this will require some time and effort, but then you will be able to use proven, ready-made solutions when developing a sales plan.
Bringing together data on the performance of each specialist into a table
It is important to remember that the overall sales plan of the department is based on the results of all employees. At the same time, we cannot ignore the fact that everyone works differently. Some are ahead, some maintain a stable average pace, and some, no matter how hard they try, always lag behind. As a result, the average manager does not keep up with the program, it turns out to be inaccessible for weak salespeople and too easy for strong ones.
So what to do? The best thing to do is have three plans, one for each type of person (though they don't need to be told why). The mid-level plan is the main one, and it sets a percentage of pay for achieving targets. Show them the standard for top performers, and tell them they'll get a bigger bonus for hitting it. Then make a plan for the laggards, and see how low the targets shouldn't go.
Of course, volume should not always remain at the lower level line. This should only be done in certain circumstances, such as when a product is not selling well, when trade is slow (after the holidays), or when a new inexperienced employee is hired. The main thing is to remember that this is an acceptable minimum level, and to keep the situation under control.
Setting priorities
You will have to choose between a friendly team and high productivity at any cost. You can either create a separate sales plan for each specialist or create a common project and divide the work between employees. In the first case, everyone is interested in receiving revenue, is responsible and tries to outperform competitors. However, there is no cohesion here, but there is tension in the team and high staff turnover.
If the entire team plans simultaneously, the situation is completely different. The employees are united, everyone is ready to help each other, be on duty, help out if necessary. However, in such an environment, you will not be able to make claims against the team for low performance, because it is not clear who is responsible for this.
For employees in such a situation, the most important thing is not the sales level, but the cohesion of the team. It is best to combine plans and distribute the common goal equally among everyone, demanding its achievement.
Market research
Don't rely on previous years' figures. Market conditions (demand, supply, competition, etc.) change quickly. Evaluate the current political, economic, social and cultural situation, study rumors. Only based on current information can you make forecasts regarding future demand, competitors' behavior, and so on.
It is important to understand the behavior of not only neighboring but also international competitors. The experience of other people working with similar products is always useful. You can get important information from them that will help you take your business to the next level.
Analysis of indicators for mint data package previous years taking into account the seasonality of the business and in specific product groups
A good way to do this is to plot a chart showing monthly sales figures. This method is convenient because it is compact: on one sheet of A4 paper, you can show the dynamics of the company's development for more than a year. In addition, you can see the impact of special circumstances, such as holidays, weather, the number of employees per shift, the growth of customers' solvency (due to wages), the beginning of the travel season, and much more. This data will be very useful when developing sales plans and advertising campaigns.
Market Marketing Analysis
Seasonality should also be taken into account. For example, lower tariffs when demand is growing and pay more for each transaction when there is no demand. Yes, this will require some time and effort, but then you will be able to use proven, ready-made solutions when developing a sales plan.
Bringing together data on the performance of each specialist into a table
It is important to remember that the overall sales plan of the department is based on the results of all employees. At the same time, we cannot ignore the fact that everyone works differently. Some are ahead, some maintain a stable average pace, and some, no matter how hard they try, always lag behind. As a result, the average manager does not keep up with the program, it turns out to be inaccessible for weak salespeople and too easy for strong ones.
So what to do? The best thing to do is have three plans, one for each type of person (though they don't need to be told why). The mid-level plan is the main one, and it sets a percentage of pay for achieving targets. Show them the standard for top performers, and tell them they'll get a bigger bonus for hitting it. Then make a plan for the laggards, and see how low the targets shouldn't go.
Of course, volume should not always remain at the lower level line. This should only be done in certain circumstances, such as when a product is not selling well, when trade is slow (after the holidays), or when a new inexperienced employee is hired. The main thing is to remember that this is an acceptable minimum level, and to keep the situation under control.
Setting priorities
You will have to choose between a friendly team and high productivity at any cost. You can either create a separate sales plan for each specialist or create a common project and divide the work between employees. In the first case, everyone is interested in receiving revenue, is responsible and tries to outperform competitors. However, there is no cohesion here, but there is tension in the team and high staff turnover.
If the entire team plans simultaneously, the situation is completely different. The employees are united, everyone is ready to help each other, be on duty, help out if necessary. However, in such an environment, you will not be able to make claims against the team for low performance, because it is not clear who is responsible for this.
For employees in such a situation, the most important thing is not the sales level, but the cohesion of the team. It is best to combine plans and distribute the common goal equally among everyone, demanding its achievement.