Sell-in, sell-out, panel: how to reconnect all your data to drive your commercial performance

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 interpretations.

What does this lead to? A fragmented view of actual performance, making strategic decision-making far more complex.

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When too much data ends up creating… less visibility

Data has never been so abundant. But for a Sales Department, the challenge is not to have more numbers.

The real challenge is to have a consolidated, reliable, and shared view of performance.

Without this, several warning signs quickly emerge:

sales meetings drag on debating the numbers rather than the decisions to be made,

field teams and headquarters don’t always speak the same language,

gaps between forecasts and actual results are analyzed too late, or too superficially.

The issue is not the lack of data, but the difficulty of reconnecting it intelligently.

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Sell-in, sell-out, panel: complementary roles, not competing ones

Each data source has its own value, provided it is used appropriately.

Sell-in remains essential for tracking the execution of commercial agreements, invoiced revenue, and the momentum of delivered volumes.

Panel data provides a useful market perspective to benchmark against competitors and understand major trends.

Sell-out data, finally, gives access to the reality on the ground: actual sales, rotation, and adoption by end customers.

Taken separately, each of these indicators tells only part of the story.

Reconnected together, they make it possible to understand why performance is changing… and where to take action.

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The major challenge for Sales Departments: connecting data without distorting it

In practice, combining this data is far from straightforward.

The scopes are not aligned.

The time periods do not always match.

Product hierarchies vary from one source to another.

And manual data processing multiplies the risk of errors.

This is often the point where data becomes a source of confusion rather than a management tool.

Sell-in / sell-out gaps are misinterpreted, decisions are based on misleading averages, and weak signals go unnoticed.

For a Sales Department, this situation has a direct cost: loss of responsiveness, less accurate trade-offs, and difficulty projecting growth.

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Reconnecting data to regain control of performance

When sell-in, sell-out, and panel data are harmonized and centralized, the perspective changes dramatically.

You can clearly identify where growth is genuine and where it is simply sitting in inventory.

You understand whether a drop in sell-in is due to a market slowdown or to previous overstocking.

You measure the real impact of commercial actions and promotions, beyond invoiced revenue alone.

This consolidated view enables the Sales Department to manage with foresight, rather than reacting after the fact.

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Commercial performance that finally becomes clear and actionable

With reconnected data, decision-making becomes clearer.

Field priorities are better defined.Discussions with distributors are based on shared facts.Objectives are tracked using consistent indicators, from headquarters to operational teams.

This is exactly the approach offered by KaryonFood: centralizing, harmonizing, and activating all sell-in, sell-out, and market data to give Sales Departments a single, unified view of true performance—across both Retail and Foodservice.

Managing commercial performance should no longer be an exercise in manual consolidation or a debate over data reliability.

By reconnecting your data, you turn information into a decision-making lever and restore the Sales Department to its key role: anticipating, arbitrating, and driving sustainable growth.