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Report point-of-sale and its efforts

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Report point-of-sales: work teams are the heart of our business. Therefore it is important to focus on your care and training so they can perform their duties as best as possible.

In support of this effort, FollowUP you have two reports focused on the continuous improvement of the performance of l@s sellers at the point of sale:

Report point-of-sales: Sales

In this report, we can see the indicators of sales, both for the stores as well as for marketers. These are going in detail by period, day and hour. So, it consolidates all the information of KPI's in one place.

Report point of sale-Vendors

This report shows the performance of each seller, by comparing it with the average of the store in which he works. So it is possible to identify which vendors are in need of support, given that the comparison is performed for ticket average and articles for the ticket.

How to use both reports to management on the sales teams?

Both the leadership of the shops as supervisors can generate specific analysis relating to both reports. In this way you can support and understand problems in the premises, their causes, and propose solutions.

In the case of the head of shop, we understand that you have a leadership role on your team. Providing all the tools and knowledge so that they can grow and improve their performance sale.

From this, the head can be used both reports referred to above to perform coaching to each seller.

By separating the performance indicator, it is feasible to identify in which of them there is some level of disadvantage over the rest of the team and generate action plans to mitigate it.

Followup
Experts in the analysis of consumer behavior | More than 7,000 stores globally.

Then we propose a workflow to use both reports:

1. Identify the problem

In the report “Vendors” you can see if a seller has negative variations with respect to the average of the store, so that it is possible to identify which KPIS need to focus on.

For example: it is observed that a seller has the ticket average below the average of the store. However, their articles per ticket are higher.

Given that the formula for the ticket is on average article by ticket price average, we can deduce that the problem is that on average are selling low-value goods, but in large amounts.

Without generating a balance between the two KPIs, the ticket average falls. This identifies the indicator to work shall be the average price.

2. Recognize the cause

For this we're going to move to the sales report, along with the name of the person that we are analyzing.

The first display that delivers the report includes the complete information of the indicators for the store. By clicking on the name of the shop, it will display a listing of the vendors assigned to it.

At that time, you can find the name of the person whose performance is being analyzed and to identify the reason of their results. This is achieved by reviewing the indicators and cruzándolos with the comments that this has generated.

3. Generation of action plan

We will never ask to see this coaching as a way of de-motivation. The aim is for each seller to reach its maximum potential with the support of his administration.

The headquarter to know the problem and the cause will be able to take strategic actions that help the seller to promote their strengths in order to improve their sales numbers.

The sales reports and sellers can make a big difference as you support the store manager in the results of his team.

Team Post-Sale

Follow UP Customer Experience

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