Who sells what
The plan says what to sell, in which zone, and in which month. Scheduling decides who on the team sells it, so that each salesperson receives a target they can actually meet and, added up, all targets align with the plan.
Think of it like the head chef handing out the orders.
They give each dish to the cook who prepares it best, without exceeding what each can handle during the shift, and make sure the entire order goes out. The model does the exact same thing with the plan's items and the sales team.
The plan and history
- The approved plan: units by product, zone, and month
- What each salesperson has sold: which products, in which zones, and how much per month
- Each person's strong and weak months (seasonality)
- Promotions and which salespeople they apply to
comes from the published plan and actual sales
Effectiveness
- 100% if they have already sold that product in that zone
- 85% if they sell it, but in another of their zones
- 70% if the zone is theirs, but they have never sold it
- Adjusted up to ±10% depending on whether their sales are going up or down
an item in the hands of someone who knows it "is worth more"
The rules
- Leaving plan items without an owner (if they don't fit, they are reported)
- Giving someone more than their capacity: their normal monthly sales + an effort %
- Leaving someone below their monthly minimum
- Loading an entire product in a zone onto a single person
so that targets are achievable
Their target
- Monthly target in pesos and units
- Products to promote and priority clients
- A notification and their My target screen to confirm receipt
- Their actual progress against the target, all month long
the sum of all = the plan
Each item goes where the highest margin is expected
The model calculates, for each salesperson, how much margin is expected from each item assigned to them: the product's margin multiplied by their effectiveness. Then it distributes the entire plan seeking to maximize the total sum, always within the rules.
If someone reaches their limit in a month, the system marks them as saturated (for example "Saturated 2 m" = two months at the limit) and shows how much margin would be gained if they had a little more capacity. This shows where support or an additional salesperson is needed.
100 units of Cream A in the North Zone, in March
Each unit yields an $80 margin. There are two salespeople in the zone:
| How to distribute the 100 units | Ana | Beto | Expected margin |
|---|---|---|---|
| Half and half | 50 | 50 | $6,800 |
| More to the one with more capacity | 40 | 60 | $6,560 |
| Ana up to her limit, the rest to Beto | 60 | 40 | $7,040 |
Ana reached her limit. If she could sell one more unit, it would be taken from Beto and the margin would increase by $24 ($80 − $56). This number tells management how much it is worth to support Ana (more visits, an assistant) or to train Beto on Cream A.
In real life, it's all products, zones, salespeople, and months at the same time. The idea is exactly the same.
Everyone receives what their history says they can sell, not an equal figure for everyone.
Every item in the plan has an owner; what doesn't fit is identified before publishing.
Saturated salespeople and their value show where to reinforce the team.