Executing a Sales Plan

FMCG Sales Process: In Short In the FMCG industry, sales success depends not just on pushing products, but on following a structured process. This short overview outlines the key steps from identifying high potential outlets & building relationships to ensuring strong in store visibility, driving sell through promotions & providing after sales support. 1. Market Mapping & Prospecting Objective: Identify retail outlets, wholesalers, & distributors that fit the target profile. Activities: - Segment outlets by type (Eg. General trade, modern trade, HoReCa etc). - Use route planning to group stores geographically (Route to Market) - Gather outlet data (size, category, foot traffic, potential volume) 2. Lead Qualification Objective: Determine the prospect potential to contribute a meaningfull sales. Criteria: - Outlet capacity (shelf space, refrigeration, display potential) - Financial capacity & order consistency - Willingness to stock, promote & push your product - FMCG Angle: Avoid low turnover outlets; focus on golden stores 3. Initial Contact & Relationship Building Objective: Establish a personal, trust based relationship with trader. Approach: - Start with a friendly greeting, understand their needs - Explain your brand portfolio, success stories & support systems - Don’t rush to sell ; relationship is key in FMCG sales 4. Product Pitch & Value Proposition - Objective: Demonstrate how your product meets their needs & will help them grow Tactics: - Focus on turnover speed, consumer demand & brand pull. - Provide visuals (POSM), sample products & price lists - Tip: Emphasize strong SKUs with high turnover to gain entry 5. Handling Retailer/Distributor Objections Common Objections in FMCG: “I don’t have shelf space.” “Customers don’t know your brand.” Response: - Offer demo displays or replace slow moving items - Provide promotional support or sampling 6. Order Taking & Closing - Objective: Secure the first order & establish product presence. Actions: - Finalize the SKU list, pack sizes, pricing & quantity. - Record the order. - Set delivery expectations. 7. Delivery & Merchandising Execution Objective: Ensure product delivery & ideal in store visibility. Key Elements: - Ensure correct stock delivery - Place products at eye level, near complementary items or near the counter. - Set up POS materials 8. Monitoring & Replenishment - Objective: Track sell out rate & refill stock before it runs out. How: - Regular store visits to check stock levels & expiration dates. - KPI: Days of inventory, ut of stock rate, Fill rate. 9. Promotion Execution,: Drive volume through trade/consumer offers. - Trade: Buy X get Y, display bonuses - Consumer: Discounts, sampling, etc 10. After,Sales Support & Relationship Management: Retain and grow loyal outlets. - Handle complaints quickly - Offer loyalty programs or volume-based rewards. - FMCG Principle: A loyal outlet is more valuable than 10 one-time buyers.

Sales are predictable, only if you have the right people and playbook. Here's part of my playbook after helping guide 12 companies to unicorn status: Most startups struggle with sales not because their product isn’t great. But because they’re winging it instead of following a proven process. Here’s the process I’ve used to scale 1 in every 5 companies I've worked with to unicorn status or 9-figure exits. Step 1: Be clear about your ICP Most startups think their audience is "everyone." Wrong. - Who has the biggest pain that your product solves? - Who has the budget and urgency to buy now? - Who will refer you to others after buying? - Who is easiest to get ahold of? Pro tip: If your sales team is chasing everyone, they’re closing no one. Step 2: Fix your sales messaging If your pitch sounds like everyone else’s, your prospects zone out. Don’t say “We’re an innovative AI-powered solution…” Instead, lead with outcomes. ❌ “We help companies streamline operations.” ✅ “We helped Scott cut CAC by 37% in 60 days. Any reason you couldn't get similar results?" Buyers don’t care about your product. They care about how it fixes their problem. Step 3: Build a repeatable sales process. If you don’t have a process, you have a guessing game. Here’s what I set up: - Outbound Sequence – Cold outreach that feels warmed up - Inbound Strategy – Attract buyers to you through content - Go To Network Strategy - Get intros to the interested - Sales Stages – Steps from discovery to close - Follow-Up – “No” is better than nothing Sales should feel like a well-rehearsed dance, not an improv session. Step 4: Data-driven sales execution Gut feelings don’t scale. Data does. We track: - Conversion rates at every stage - Sales cycle length - Top-performing reps (What are they doing differently?) The fastest-growing startups aren’t guessing. They’re iterating based on numbers. Step 5: Optimize & scale A great sales strategy isn’t set in stone, it evolves, so revisit every 6 months. - Are deals stalling? We learn why. - Are leads ghosting? We refine messaging. - Is the close rate dropping? We help fix it, quickly. Sales isn’t magic. It’s a system. Build the system, and the revenue follows. If your startup’s sales feel random instead of codified, it’s time to get serious. DM me, let’s build a sales engine that actually works.

It's a new year and you are the new VP of sales. Your predecessor didn't make it. You are stepping into a new enterprise organization. The clock is ticking, expectations are high, there are 100 problems to fix, where do you start? Here's the exact framework I would use to diagnose my sales organization and GTM readiness in my first 90 days (and hopefully avoid becoming another casualty) Days 1-30: Team & Pipeline Deep Dive This is about understanding your current reality. Don't make any big moves yet. • Conduct 1:1s with every rep, focusing on their deal inspection process and client relationships. I Listen more than I talk. I'm looking for patterns in how they sell, not just what they sell. • Run a full pipeline audit - not just the numbers, but the stories behind them. When I hear "this is about to close" I will understand how good the team is re/forecast accuracy. • Review the last 6 months of win/loss data. The deals they lost tell a more important story than the ones they won. Red flags to watch for: - Reps who can't articulate their customers' business problems - Massive end-of-quarter deal pushes - Over-reliance on discounting to close Days 31-60: Systems & Process Analysis Now I'm looking at HOW the work gets done. I'll usually find thousands of problems worth addressing here. But before I make changes, I'll focus on: • Shadow discovery calls across team. I'm not looking to hear a perfect pitch delivery - I'm assessing if they're asking the right questions. • Audit tech stack usage. Low adoption usually means broken processes, not bad tools. • Review account plans for top 10 customers. The depth of these plans reveals your team's strategic thinking. Warning signs: - Inconsistent sales methodologies across teams - Customer success teams being surprised by "closed" deals - Missing or outdated documentation in your CRM Days 61-90: Strategic Realignment Time to connect the dots and plan your path forward. Key activities: • Map your ideal customer profile against your actual closed deals. The gap between these tells you where your positioning is breaking down. • Assess your competitive intelligence process. Your team should know why they win AND lose against each competitor. If they don't, you have a big problem. (We'll talk about Training Thursday's at a future post) • Review territory design and quota capacity planning. Misalignment here is often the root cause of missed numbers. (In case the above is working) Many incoming new sales leaders fail because they try to fix everything at once. The framework above keeps you focused on understanding before acting. What other areas would you evaluate in your first 90 days? Let me know in the comments 👇

Key Elements of FMCG Sales Planning * Demand Forecasting: * Historical Data Analysis: Analyzing past sales data, including seasonal trends, promotional impacts, and regional variations, is the foundation of forecasting. * Market Research: Understanding consumer behavior, market trends, competitor activities, and economic factors that might influence demand. * Statistical Models: Employing statistical forecasting techniques to predict future demand based on historical data and market insights. * Setting Sales Objectives and Targets: * Volume Targets: Defining the quantity of each product to be sold within a specific period. * Value Targets: Setting revenue goals based on sales volume and pricing strategies. * Market Share Targets: Aiming to increase the brand's share in the overall market or within specific product categories. * Distribution Targets: Expanding the reach of products to more retail outlets. * New Product Introduction Targets: Setting goals for the sales and distribution of newly launched products. * Budgeting and Resource Allocation: * Allocating financial resources for sales activities, including trade promotions, marketing campaigns, sales team expenses, and distribution costs. * Ensuring that the budget aligns with the overall sales objectives and strategies. Best Practices for FMCG Sales Planning * Data-Driven Decision Making: Leverage sales data, market research, and analytics to inform forecasting, target setting, and strategy development. * Agility and Flexibility: Be prepared to adapt sales plans quickly to changes in market conditions, competitor activities, or consumer behavior. * Collaboration and Communication: Foster strong communication and collaboration between sales, marketing, supply chain, and finance teams to ensure alignment and effective execution. * Realistic and Achievable Targets: Set challenging but attainable sales targets based on thorough analysis and market understanding. * Regular Review and Adjustment: Continuously monitor sales performance against targets and review and adjust plans as needed. This could involve weekly, monthly, and quarterly reviews. * Invest in Sales Capabilities: Provide adequate training and resources to the sales team to enhance their skills and effectiveness. * Focus on Key Performance Indicators (KPIs): Track relevant KPIs such as outlet coverage, productivity per outlet, product line sales, and average sales value to measure success and identify areas for improvement. * Effective Trade Promotions Management: Plan and execute trade promotions strategically to drive volume without eroding profitability. Analyze the ROI of different promotional activities. * Strong Distributor Relationships: In markets like India, where distribution often relies on a network of distributors, maintaining strong relationships and aligning incentives is crucial*.

This is what happens when sales talks first and engineering talks later. If you want fewer broken promises and more closed deals that actually stick follow this exact flow: 📌 Step 1: Turn every customer request into a clear use-case Instead of asking engineering: “Can we build this feature?” Ask: “The customer wants to automate X to save Y hours - what’s realistically possible today?” Engineers think in systems, not sales language. 📌 Step 2: Get a fast feasibility check (15–30 minutes max) Before any pitch: Share with engineering: * Customer goal * Expected outcome * Deadline Ask for: ✅ Can do now ⚠️ Can do with work ❌ Not possible Document it. 📌 Step 3: Pitch only what got a green or yellow light Green → sell confidently Yellow → sell with conditions Red → don’t sell If it’s yellow, say: “We can reach this result in phases, not instantly.” This keeps excitement without lying. 📌 Step 4: Lock scope in writing after the call Send a quick recap: “Here’s what we agreed is possible in phase one…” This protects: * Sales credibility * Engineering bandwidth * Customer trust 📌 Step 5: Create a weekly sales-engineering sync (30 mins) Agenda: * New deals in pipeline * Risky promises * Technical blockers This one meeting prevents 80% of post-sale chaos. 📌 Step 6: Track one metric 👉 % of deals delivered without scope change If it’s low → sales is overselling If it’s high → alignment is working That's it!

Sales planning for an FMCG salesperson: 1. Set Clear Sales Targets Based on company goals and past performance. Break targets into daily, weekly, and monthly. Focus on volume (units), value (revenue), and key products. 2. Market & Outlet Mapping Divide your area into routes or beats. List all retail outlets in each route. Classify outlets (A/B/C) based on size and sales potential. 3. Product Focus Identify priority SKUs (Stock Keeping Units) for the month. Push new launches, high-margin, or slow-moving items as per plan. 4. Journey Plan (Daily Route Plan) Plan daily visits: Which route, how many outlets. Use tools or apps if company provides. Ensure outlet coverage is 100% every week or month. 5. Order Booking & Execution Take orders properly, upsell where possible. Check stock levels, push refills before OOS (out of stock). Coordinate with distributor for delivery follow-up. 6. Scheme & Promotion Communication Clearly explain any running offers to retailers. Ensure they display POP (Point of Purchase) materials 7. Competitor Monitoring Track what competitors are doing: price, scheme, visibility. Share feedback with your manager. 8. Reporting & Review Submit daily reports. Track your performance vs target. Discuss challenges with ASM or team leader. #FMCG #sales #Planning #

Most sellers set a goal and then wing the plan. Quota. President's Club. A promotion. $200k $300k $500k. They know the number. They have no idea what Tuesday looks like. They know the what. Maybe the know the why (just as important) Few really build a solid how. The best goal-setting framework I know is the 3x3. Once you know your goal, ask: what are the three things I do daily, weekly, and monthly that give me my absolute best shot at hitting it? Here's the Ultimate 3x3 Plan for Sellers. DAILY: - Prep your day the day before. Prep Tuesday on Monday. Thirty minutes at the end of the day to wrap up and build your call list — who you're calling and why. - Hit your activity. Calls, videos, connections — whatever your number is, never miss it. Whether it's from your day plan or not. - Practice. A few reps on something you're working on, or prep for a specific call. Every day. WEEKLY: - Call reviews. Listen to a couple of your calls every single week. - Read. Fifty pages minimum, and actually read — not just listen. - Review the week. A cross-functional conversation, a deep dive into a customer call, an honest look at what worked. MONTHLY: - Metric review. Where do your numbers need to go up or down? - Pipeline review. Nothing lost, nothing stuck, and walk your closed-lost. - Skill of the month. Pick one skill and drill it all month long. You cannot change a result. You can change what you do daily, weekly, and monthly. Then if you really want to take it to the next level, you share your 3x3 with someone you know and respect, whether that's a colleague, a manager, a leader, a mentor, or whatever it is. Having someone hold you accountable to your goals is one of the biggest hacks out there Build your 3x3 this weekend. Start Monday. Set the goal. Remember the Why. Build the How. Crush the how. Crush the goal

We tell our sales reps to be gritty, to work smarter, not harder, to smash their quota but don't always do the best job pairing those inspirational calls to action with tools and techniques that allow them to do the things we ask. For years, I’ve loved the GROW Goal Setting Model. It is a great model, but I found myself tweaking it to reflect the things I think are fascinating and that actually work for revenue teams. 🧠 Ideas like: - Neuroplasticity - Harms of moonshot thinking - Value of gratitude and meditation - The frustration reps feel when they work tirelessly and still miss quota. That’s why I developed the PATH. 👉 Steal this framework to help your team not only set goals but achieve them. The PATH framework is a four-step process that helps you and your team set actionable goals, anticipate challenges, and ensure every step aligns with your aspirations. 1. Plan: Setting a Focused Goal Everything starts with a solid foundation. The first step is setting a focused goal. SMART goals—Specific, Measurable, Achievable, Relevant, and Time-bound—work well here. This ensures you’re working toward a well-defined target, making it easier to stay focused and track progress. 2. Anticipate: Backcasting Once your goal is in place, it’s time to imagine your desired future state. I love writing goals as if they've already happened and writing out the details of what it took me to get there. This process ensures that you have realistic micro-actions that you can be accountable to on the PATH to achieving your goal. 3. Test: Pre-Mortem Next, you stress-test your plan with a pre-mortem (inspo credit: Annie Duke, Thinking in Bets) This exercise allows you to identify risks before they arise, so you can adjust your plan and stay on track. It also encourages you to uncover opportunities to leapfrog your progress by brainstorming creative solutions. 4. Harmonize: Alignment to Aspirations The final step ensures that your micro-actions align with your larger aspirations. It's a final sense check to ensure you've set a goal you care enough about that you'll put in the hard work required to achieve it. That work will be supported by a clear PATH to success. The PATH framework ensures you don’t just set goals—you achieve them. 💸 Want me to guide your sales or leadership team through this process as part of your year-end planning or SKO? Drop "PATH" in the comments to learn more.

If I joined a new sales team tomorrow, here’s my exact 90-day plan I’d follow to ramp fast and close early. Days 1–30: I start with my 3 P’s - I need to have these in place first. People – Meet my internal teams and ask how I can support them? Product – Master the value prop, positioning, and competition. Prospect – Research the territory and revisit old CRM opps. Track what I’m learning & where I need clarity. Helpful for other new hires. Save key talk tracks, key slides, discovery questions, etc. Days 31–60: Build Pipeline. What patterns am I seeing across calls? Good insights for marketing/product. Build my territory plan by size, industry, and persona. Use Sales Navigator to build smart, segmented lists. Write custom messaging tied to use cases. Reconnect with “old opp” buyers. Visit in person. Days 61–90: Evaluate, Refine, Accelerate. Record my process, offer to mentor a newer rep, capture best practices. Audit my pipeline, What’s real vs. noise? Review discovery-to-opp conversion. Identify product/process gaps. Team with partners. Prioritize revenue-generating activities only. Some companies I’ve worked for have a plan and some don’t. Whether they do or not, starting a new role can be overwhelming but I believe starting with the people is the ultimate key to success. Once you understand the people, then the product, it's much easier to have client conversations. Let me know if you have any questions - go get em!

If you're an AE, it’s not your manager’s job to build your plan to hit quota. It's YOURS. Say your Q2 target is $250K ARR, here’s how the top 1% of tech sellers reverse-engineer their number to guarantee they hit target: I’ve taken all the sales trainings. I’ve even worked at sales training companies. But no one ever taught me this: 👉 How to reverse-engineer quota into a clear, numbers-backed plan. Start here: 1. What’s your target? 2. What’s your average deal size? 3. What’s your close rate? This will allow you to calculate the number of opps you need. Then: 4. Look up your sales cycle to find the cutoff date by which those opps must be qualified. If you can’t answer these, you’re not running a territory; you’re hoping one pans out. And if there’s a gap? It’s YOUR plan to close it. Not your manager’s. Ask yourself: - Increase ACV? → By how much? Across how many deals? - Introduce multi-product plays? → What’s the incremental revenue? - Add more opps? → By when? - Need to self-source? → What’s your activity-to-opp rate? How many activities per day/week? Top reps do this math early and often. They don’t wait for end-of-quarter panic. They build the plan in Week 1. If your cycle is 45 days, you can still close Q2. Wait until the last week? You’re planning for Q3. No fluff. Just math. Owning your plan is the most overlooked (and most powerful) tools in sales.