USING "DATA" IN SALES MANAGEMENT

Data is power. Of course, not raw data, but data that has been analyzed, processed and evaluated within the framework of a concept and transformed into information. That is power. Well-used data and information also shows what is behind the surface. Data/information illuminates the competitive terrain. It clarifies the playing field. It shows where competitors stand on the field. Most importantly, it clarifies where the potential for success and opportunity lies.

So how is the situation in our companies? Unfortunately, it is not encouraging.

- Selling automobile products and not knowing the number of automobiles by province

- Selling agricultural products and not knowing the plant pattern areas on province basis

- Not knowing the size of the sector in total and product basis

- Selling food products and not knowing the number of retail outlets in the country and the penetration of competitors

- Selling agricultural machinery and not knowing agricultural data about the product group

- Some of the situations I have encountered are selling textile products and not knowing the market growth of their product group in the last 10 years.

The reason for this is to think that managing is all about running the business and managing sales is about taking orders, making shipments and collecting. It is playing the game without reading the game of competition and without setting up the game. It is not clear whether the person who does this is playing a good game or not. Even if he plays the game well, he may lose because he plays in the wrong place.

The condition for winning is to read the data strategically and set up a gameplan accordingly. What is our market size? How many shares should we get from this market? How will we compete with which competitor? Which customers should we target? Which geographical regions should we focus on? Where is our potential for success and opportunity? How should we organize our sales team? Where should we direct our resources (budget, vehicles-equipment, and staff)? In other words, where should we open a front? Entire stories could be written by answering questions such as.

And the result? By making such a reading and game fiction in a company I consulted, we put the company on a growth course by reducing our resources in regions where competition is intense and directing them to new regions, opening a front in regions where competitors are weak. Currently, the sales of companies in the regions where we directed our resources have increased several times.

In summary, as EROL AZAKLI said, "Organizations that engage in operational work without thinking deeply about and adjusting operational work become scattered and lame." For this reason, it is vitally important to master and use data correctly.