On the ground, bad surprises rarely come at a good time. A product that's no longer being stocked. A drop in volume detected too late. A stockout of a strategic product. A promotion that's not having the desired effect. A customer whose purchasing habits are gradually changing. A product line that's losing ground in a region without anyone really seeing it coming. For a Regional Manager, these situations are particularly sensitive. Because they require a quick response. And o

In Foodservice, volume drops and stockouts do not always occur overnight. They are often preceded by more subtle signals. A slowdown in a stock reference at a warehouse. An unusual acceleration in a particular area. A decrease in the regularity of sales. A volume that appears stable but is driven by fewer end customers. A promotion that generates a spike, then nothing. Taken separately, these signals may seem secondary. But for a KAM, they are invaluable. Because his role is

Managing a category is not just about tracking the volumes shipped to retailers. To understand what is really happening in stores, you also need to know which products are actually being sold, in which outlets, to which shoppers, and with what level of momentum. This is where sell-out and POS data make the difference. They help Category Managers move beyond the sometimes misleading view provided by sell-in data and measure the real performance of their products. In our new eb

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

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

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

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 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

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.

Promotions are one of the most powerful levers in retail. They help brands increase visibility, support product launches, defend market share, accelerate sell-through, and strengthen retailer relationships. But they are also expensive. Between trade investment, retailer negotiations, temporary price reductions, in-store visibility, media support and field execution, promotional campaigns can represent a significant share of commercial budgets. That is why one question matters