For a long time, Excel was the default tool for sales management. Flexible, accessible, reassuring. Even today, in many Foodservice business units, it remains at the heart of reporting, consolidations and performance analyses. The problem is not Excel itself. The problem is what it really costs your organization : in time, reliability, and decision-making capacity. Excel gives the illusion of control… but can create friction in your sales department At first glance, everythi

Being a Regional Manager means constantly making trade-offs. Where should you focus your efforts? Which depot should you support first? Which situation requires immediate action rather than simple monitoring? In reality, these decisions are still too often made with partial visibility, sometimes delayed, and rarely consistent from one depot to another. We receive the numbers after the fact. We reconstruct situations retrospectively. We discover certain problems when they are

As a Key Account Manager, you negotiate key commercial agreements every year. Promotions, innovations, highlights, range expansions… on paper, the action plans are clear. The objectives too. But once the agreements are signed, one question systematically arises: What is actually being implemented on the ground, and what is the business impact? The daily life of a Key Account Manager: many agreements, little visibility on the ground In the foodservice industry, the complexity

Running a Foodservice business today is no longer just about achieving revenue targets. It's about understanding where performance really comes from , what weakens it, and above all, how to activate it sustainably. For many Sales Departments, one observation comes up regularly: the data exists, but the overall view is lacking. The figures are there, scattered across disparate tools, files, and reports. And when a quick decision is needed, the data does not always inform the

Faced with a rapidly changing agri-food market, overseas manufacturers are now facing a major challenge: fully exploiting their commercial data to accelerate their development. It is in this context that Perspect'Îles Outre-mer and KaryonFood announce a strategic collaboration combining field expertise and the power of data.   A natural encounter between strategic vision and technology This collaboration is based on a shared observation: traditional sell-out analysis solut

As a Category Manager, you manage assortments, launches and promotional plans with a clear objective: to create sustainable value for the category , for both the distributor and the end user. But one question systematically arises after each activation or innovation: 👉 Did it really work? In many organizations, the answer still relies primarily on sell-in . However, when it comes to assessing the true relevance of a promotion or the success of a launch, out-of-warehouse sa

For a Key Account Manager, anticipation makes all the difference. Anticipating a stock-out before it damages the customer relationship. Anticipating an opportunity before it is captured by a competitor. Yet in the field, many signals arrive too late. When a stock-out becomes visible, it has already cost sales. When growth is confirmed, the window of opportunity is sometimes already closed. What if those signals already existed in your data… but weren’t being used? When accoun

For a Regional Manager, the week is often shaped by travel, depot meetings, exchanges with headquarters… and preparation time that far exceeds what is reasonable. Excel files to compile, figures to consolidate, follow-up emails to retrieve missing data. Before even setting foot in the depot, a valuable share of commercial time has already been consumed. And too often, everyone’s energy — including that of field teams — is spent on preparation rather than on the impact of the

Understanding the True Performance of Your Products: a Daily Challenge For a Category Manager , measuring product performance is not just about tracking volumes sold. Between differences in distribution channels, varying promotional mechanics, and reporting delays, it becomes difficult to get a consistent, homogeneous view of the Foodservice market. As a result, you know where you sell—but not always how your products are performing compared to others. And without this compa

For a Sales Department, managing performance should never feel like a constant reconciliation exercise. And yet, in many agri-food organizations, the reality is quite different. On one side, sell-in figures coming from the ERP. On the other, sell-out data that is partial or inconsistent depending on the retailer. Add to this panel data, financial data, sometimes logistics indicators… all in different formats, with misaligned timelines and sometimes contradictory interpretati

Launching an innovation is good. Proving its success is better. In Foodservice, innovations are plentiful—but not all of them find their market. A new product can appeal to distributors at launch without ever becoming a long-term part of assortments. For the Category Manager, the challenge is clear: quickly identify whether an innovation is delivering on its promises. But how can you know this without waiting several months for reporting? The key lies in regular, granular a

Launching a Foodservice innovation is always a gamble. New product, new format, new recipe, new end-user target… On paper, everything seems aligned. Negotiations are wrapped up, volumes are shipped to the warehouse, and the listing is secured. Then comes the question every Category Manager dreads: is this innovation really working in the market? Without sell-out data, the answer remains unclear. And this blind spot makes future decision-making significantly more difficult. F

When you manage a region, you quickly learn to “read” the field: long-standing relationships, mutual trust, and steady volumes can create the feeling that you truly know your most strategic deposits. Yet as soon as sell-out data is analyzed, a very different picture of the market emerges. The deposits you assume are strong aren’t always so. Those you believe to be fragile sometimes hold untapped potential. And between these two extremes lies a whole gray area: performances

For a Sales Management team, negotiation preparation determines the entire year. Yet it often remains a low-visibility exercise: heterogeneous data, incomplete reporting, differences in interpretation between retailers… This makes it difficult to build arguments, difficult to anticipate, and difficult to defend the true value of your categories. Access to sell-out data radically changes this equation. For the first time, manufacturers have a faithful mirror of their actual pe

For a Category Manager, nothing is more frustrating than steering a category… without a clear vision. Your distributors each structure their data in their own way: different formats, varying levels of granularity, definitions that change from one retail network to another. The result? Your category view is fragmented, and identifying growth opportunities becomes a real headache. In the field, this fragmentation translates into recurring questions: Why is one distribution cent

As a Regional Sales Manager, your day-to-day is already packed: field visits, distributor animation, assortment follow-up, claims management, preparation of local negotiations… And on top of all that, one challenge keeps coming back: having a clear and up-to-date view of your depots. Yet in Foodservice, that view too often looks like an incomplete puzzle: • Excel files sent at irregular intervals • partial data • gaps between what the distributor reports and what you see in t

The delisting of all or part of a product range is what all food manufacturers fear. In both retail and Foodservice, the period of commercial negotiations is particularly conducive to using this lever to secure the best prices on the distributor side. However, the risk of being removed from shelves must be monitored throughout the year. What are the stakes and the main causes of delisting? And how can it be avoided? Let’s look at how sell-out data, managed through a dedicat