A breakup isn't always visible at the moment it begins. Often, it can be guessed beforehand. A stock that's selling faster than usual. A product that's suddenly gaining momentum in a particular area. Sell-out volume increasing while sell-in isn't keeping pace. An innovation that's resonating with a specific segment of end customers. A promotion that's generating more demand than anticipated. Taken separately, these signals may simply seem positive. But for a KAM, they can als

Sales, Key Account and Category Management teams now have access to a wealth of information. Yet, between inconsistent formats, complex spreadsheets and analyses that arrive too late, sell-out data is still too often underused. That is a missed opportunity. Sell-out data provides a clear view of what is really happening in the field: which SKUs are performing, which stores or regions have strong growth potential, where out-of-stocks may be emerging, and which promotions are c

Managing commercial performance in Foodservice requires knowing how to look at two levels at the same time. On the one hand, the sales management needs a consolidated view : to track volumes, compare distributors, measure deviations from the target, identify major trends and prepare strategic decisions. On the other hand, performance often depends on the details: a region that is falling behind, a warehouse that is slowing down, a distributor that is less active in a product

A category can perform very well overall while masking significant differences depending on the type of establishment. This is actually quite common. A product range might be very successful with commercial restaurants, but much less so with institutional catering. A product might perform well in independent establishments, but remain marginal with chains. A product might be very relevant for snacks, but less suitable for hotels, caterers, or bakeries. And yet, when the analy

A drop in volume rarely happens without warning. In reality, it is often preceded by small signals. Signals that are sometimes subtle, sometimes scattered, sometimes buried in monthly reports. A slowdown in stock. A product that is being sold less frequently. A different type of end customer that is ordering less. A promotion that isn't producing the expected results. Taken separately, these elements may seem anecdotal. But taken together, they could indicate a larger decline

Signing a trade agreement is an important step. But that's not the end of the matter. Once the negotiation is over, one essential question remains: is what was decided at headquarters actually being implemented on the ground? Referencing an innovation, presence in a warehouse, promotional plan, highlighting a range, developing a digital distribution... Commitments are defined, volumes are estimated, objectives are shared, but execution can be much more difficult to follow. A

Managing a sales department has never really been a simple matter, but in recent years the task has become even more complex. The channels are multiplying. Distributors don't all share the same data. Sales teams track their own indicators. Financial data sometimes resides in one tool, sell-in in another, sell-out in Excel files, panels in separate reports, and logistics data in yet another system. The sales management therefore has a lot of information, but not always a clear

Launching a product innovation is always a gamble. A market trend is identified. A recipe, format, packaging, and price positioning are developed. A sales pitch is built. Listing is negotiated. A promotional campaign is sometimes planned to support the launch. Then the product arrives at the distributor. And then what? Next, you need to measure. This is often where things get complicated. Because between a product listed, a product delivered, a product available in stock, and

That’s the question we explore in our new ebook, “Aligning Retail Sales, Key Accounts and Field Teams: Mission Impossible?” In many retail and consumer goods companies, the sales organization looks perfectly structured on paper: sales leadership oversees overall performance, Key Account Managers negotiate with retailers, and field teams make sure execution happens in stores. But in reality, each team reads performance through its own lens. And when data is not shared, harmoni

For a Key Account Manager, managing performance is not limited to tracking overall revenue or a few key indicators. The data exists, but it is often fragmented. One distributor provides a monthly file, another a different export, sometimes with conflicting reading logic. Formats vary, as do levels of granularity. Ultimately, the business vision becomes partial. And in this context, a major risk emerges: missing the weak signals that nevertheless announce market developments.

For a Regional Manager, performance is not solely based on the intensity of sales activity. It depends above all on their ability to focus their efforts where they will have the greatest impact. On the ground, not all warehouses play the same role. Some are already generating significant volumes, others are stagnating, and some, more discreet, have largely untapped potential. It is precisely this last category that makes the difference. But first, you have to be able to ident

Each year, product innovations occupy a central place in the action plans of Category Managers. New products, range extensions, revamped formats or differentiating recipes: each launch is designed to meet a market expectation, create value and strengthen the position with distributors. This work is structured, well thought out, and often supported by commercial or promotional campaigns. Everything is in place to give the product the best chance of success. But once the produc

In retail, commercial organizations are often well structured on paper. Sales leadership defines priorities, monitors performance and reports to senior management. Key Account Managers negotiate with retailers, manage commercial agreements and track account development. Field teams focus on store execution, availability, shelf visibility and local opportunities. Everyone is working toward the same objective: grow the business. But in practice, each team often sees performance

For a Regional Manager, performance isn't solely about acquiring new volumes or developing sales. It's also, and sometimes primarily, about the ability to secure existing business. Because on the ground, a disruption is never simply a logistical problem. This results in an immediate loss of revenue, a deterioration of the relationship with the distributor, and often, an opportunity left for the competition to establish itself permanently. The issue is well-known. And yet, the

For many retail brands, sell-in has long been the default way to measure commercial performance. It is easy to understand why. Sell-in data tells you what has been shipped or sold to retailers. It helps teams track volumes, monitor revenue, follow retailer orders, and measure whether commercial targets are being reached. On paper, everything can look healthy: volumes are growing, retailers are ordering, and distribution agreements are in place. But retail performance does not

For a Key Account Manager in foodservice, negotiation with distributors is a decisive moment. This is where commercial conditions, product range visibility, but also and above all the ability to build sustainable growth are determined. On the ground, however, one observation often comes up: the discussion quickly turns to price. Discounts, conditions, sales efforts… the balance of power crystallizes around financial levers, sometimes to the detriment of the real value of the

For a Category Manager, building an assortment is rarely left to chance. Each product listed in the catalog is the result of precise trade-offs: market potential, range consistency, retailer expectations, and brand strategy. But once the assortment is in place, a more fundamental question quickly arises: does this assortment actually create value where it is supposed to? And this is often where reality becomes more complex. Because between the listing decision and in-store pe

In foodservice sales departments, performance management is based on a simple promise: understanding where growth is created, and where it is lost. At first glance, everything seems accessible. The data exists, the volumes are monitored, and the field teams are reporting information. And yet, when it comes to answering simple questions such as: which region is really outperforming? which distributor is driving growth? which depots require immediate action?, the answer is ofte

Category Managers have a complex mission. They need to grow categories, optimize assortments, support retailer relationships, measure promotional impact, track innovation performance, and identify where future growth will come from. To do this properly, they need more than sell-in data. Sell-in shows what has been shipped or sold to retailers. It helps track commercial activity, volumes and account performance. But category management is not only about what has been shipped.

In the foodservice industry, preparing for drop-off appointments is often seen as a necessary evil. An unavoidable, time-consuming step, but one that is difficult to reduce. The idea that it requires time is fairly easily accepted. Proper preparation takes an hour. Sometimes more. But this belief deserves to be questioned! In reality, this time is often spent making the data readable, rather than drawing decisions from it. It is often a symptom of a deeper problem: poor data