Sales

A Diary of our
Performance
A Sales Data
Interpretation Module
for RMTP

Property of Mang Inasal Learning Lab

© 2014 JFC Group of Companies
 Course Objectives
1. To be able to understand sales components
and how it affects store operations.

2. To understand the factors affecting sales in order

to maximize it.

3. To help our RM’s in applying the needed actions

through the appreciation of said sales data
 MODULE

Understanding the Sales

Components

Property of Mang Inasal Learning Lab

© 2014 JFC Group of Companies
 What is an OIC’s role to Sales?

• You are the steward of the company’s resources

• You are influential in providing store’s directions

• You can strategize on the ‘controllable sales part”

• You sales knowledge effectively drives 5M’s planning

• You drive FSC, an integral sales part.

 Components of Sales

SALES

TC AC
Sales Components(from Marketing 101)

AC
IPTC x SPI
Items per Transaction Count (IPTC)
Average number of items per TC
Sales per Item (SPI)
Average sales you get per item
 Sales Components
Average Check
ITEMS PER TC:

How many items are on the tray/TC?

• Meal Triangle Completion

• Computed as Total Items sold / Total TC:
• More items on the tray per customer
 Demonstration of IPTC
Example 1
Customer A Customer B
1 item on the tray=P119 2 items on the tray=P198
IPTC= 1 IPTC=2

Variance is P79/TC

If out of the 500 customer you have 40% only with 2 IPTC
200 x P198 = P39,600 ( 40%)
300 x P119 = P 35,700 ( 60%)
TOTAL SALES : 75,300
 Demonstration of IPTC
Example 2
Customer A Customer B
1 item on the tray=P119 2 items on the tray=P198
IPTC= 1 IPTC=2

Variance is P79/TC

If you are able to convert the customers from 1 IPTC to 2 IPTC to increase to 45%
2 IPTC
275 x P119= P32,725 (45% from 40%)
225 x P198= P44,550 ( 55% from 60%)
TOTAL SALES : P77,275
P77,225– P75, 300 =P1,925 Incremental Sales ( ADS)
 Sales Components
Average Check (AC)

Sales Per Item

• High priced item ( PM over SM)

• Premium Items ( Flagship)
• Large items (Drinks)
 Demonstration of Sales Per Item (SPI)

Transaction A (Group Size 2) Transaction B (Group Size 2)

Ordered 1 SM with reg drinks = Ordered 1 PM 1, with large drinks one

P87.00 rice =P120

Variance P33.00 ( P120-87)

If 40% of 500 TC has SM orders 200 x P87=P17,400
60% of 500 TC has PM orders 300 x P120=P36,000
Total PM and SM sales = P53,400
If PM orders will improve by 5% :
35% of 500 TC has SM orders 175 x P87 = P15,225
65% of 500 TC has PM orders 325 x P120= P39,000
Total PM and SM sales=P54,225
P54,225-P53,400= P825 ADS
 Demonstration of Sales Per Item (SPI)

Transaction A (Group Size 2) Transaction B (Group Size 2)

Ordered 2 PM1 unli with reg Ordered 2 PM1 unli, 2 Halo- Halo,
drinks = P246 2 reg drinks = P384
P246/2=P123 P384/2= P192.00

SALES PER CUSTOMER IS HIGHER FOR TRANSACTION B . LET US ALSO

LOOK INTO INCREASING SPC EVEN IF GROUP SIZE IS ALREADY BIG
 Terms and Definitions

IPTC- Item per TC. Number of Items that each customer

Total items sold/TC

SPI – Peso value of meal per person sharing in one TC .

Total Sales/Total items sold

Contribution to AC- Contribution of a certain sales

activity to the store’s AC

Total peso value of an activity/Total TC

 CONTRIBUTION TO AC
How a certain sales of a product, LSM, activity contributes to
affect store’s AC:
Example: Togue Store’s Total TC for the month: 14,000
Aside from monitoring the ADQ and SR. We can look into its contribution to AC.

TOTAL QTY SOLD(for the month) :

Add on One Piece= P20 x 300= P6,000
Add on Two Pieces= P40 x 100=P4,000
Solo Two Pieces= P45 x 50= P2,250
Solo Two Pieces with Drinks= P 55 X 30= P1,650

TOTAL TOGUE CONTRIBUTION TO AC = 13,900 / Total TC for

the month 14,000= Togue contributes P0.99 to store’s total AC
How will I increase the AC contribution of Togue to my
store’s AC by another P1.00
FORMULA =
Peso Value of Total Togue Sold/Total store’s TC= AC Contribution

_______x________ = P2.00 (Target AC Contribution)

14,000 Total TC/mo

P 28,000 must be the Peso value to contribute an additional P1.00

Make the specific Togue Target you like to push:
Example : Add on P20.00 ( one piece)

How many total Togue Add on ( 1 Pc) should I be able to selll P28,000 worth of Togue to
have an additional P1.00 to our AC?

P28,000 / P20 = 1,400 total togue Add on ( 1pc ) for the month or 46ADQ.
Store needs to increase Add on 1 pc Togue by 36 from 10 to 46 .
Additional 2/day/CA or Total of 5/hr/CA
12 hrs operating , 2 cashiers
 The Drivers of Transaction Count
(From Marketing 101)

Customer Base
An estimate of the number of different customers that
visit your store
Group Size
The average number of people that purchase together on the same
transaction.
Frequency of Visit
The average number of times your customer base visits in a month
.
Second Transactions %
The number of customers that make a second transaction on a single
store visit.
 Factors influencing Transaction Count

Customer Base -is affected by changes in the

traffic generators ( RTA)
Group Size - is a function of the store’s profile
Frequency Visit -is influenced by the RTA and
buying capacity of the market
FSC is an integral factor
Second TC data -determined through the
questions from TGS
 Breakdown of Customer Profile
Traff Gen

Mall 8%

Residences 30% Office

Offices 52% School
Residences
Schools 10% Mall

Major changes in the sources of traffic generators can affect TC

 Computing for TSLE
TSLE = TC x IPTC x SPI

P 306.00 = 3 x 4 x P 25.50
(Sales) (TC) (IPTC) (SPI)

To increase IPTC:
• add another item like additional dessert
for value meals, Halo-halo
To increase SPI:
• suggest larger items like SDR to SDL or Go
Iced Tea
Sales Components

New formula:
TSLE = TC x IPTC x SPI
 Components of Sales

SALES
TC
AC
Group Size

Customer Base

Second TC%

Item Sales
Frequency of Visit
per per
TC Item
 Terms and Definitions

Contribution to AC-
Contribution of a certain sales activity to AC.
Peso Value/Total TC

Group Size –
How many persons share in one transaction.
Traffic Count (using the counter)/TC
 Demonstration: Average Check (AC)
Contribution

Sources /Activities Total Peso Value Sales TC AC REMARKS

Contribution
A. New Product: CREMA P10,000 650 P15.38 SS contest

B. Raffle Promo P5,000 650 P7.69 Added Spiel

A . New Product divided by Total TC (from launch of

product)

B . Is the total peso value of the transactions from the

raffle promo divided by Total TC (from launch of promo)
 What is the meaning?

If the store’s AC is P198.00

The New Product contributed P15.38

The raffle promo contributed P7.69
 Terms and Definitions
Seats Turnover – Number of times each seat
is used. Affected by FST.

Frequency of Visit- Average number of visit

per customer

Sales Per Seat – Peso value of each seat

ADS/ Number of Seats
 So can you influence seats turnover?

In one hour how long does the customer

occupy the tables and chairs:

60 minutes/hr
If one batch occupies the tables for 45 minutes,
then the store’s turnover is:
60-45=15 minutes or 1 .25 or 1.3
 Demonstration of Frequency of Visit
Customer 1 Customer 2
P443 per month P 175 per month
3 x a month visit Once a month visit

Visit 1 Visit 1
P145 P175

Customer 1 contributes P268 more than

Visit 2
Customer 1 per month from visit frequency
P155

Influencing 20 customers to visit 2 x more

in a month ( or 20 x P268) =
P5,360 additional sales per month
Visit
P143
 Comparative Frequency Visit 2013 & 2014
2013 2014 REMARKS 2267ADTC

Everyday 16.10% 14.61% (9.25%) (209)TC

2.7% 5.01% 85.15% 1510TC
5-6x/week
3-4x/week 28.07% 17.19 % (38.7%) (436)TC
26.5% 31.60% 19.24% 93 TC
1-2x/week
13.38% 14.29% 6.8% 25 TC
2-3x/month
9.97% 10.8% (8.32%) (6) TC
1x/month
977 TC

Frequency x % variance x ADTC last year

( For frequency : 5-6 times= 5+6/2/7)
Approximate TC growth from previous year
 What is the importance?
in the high frequency visit range

in the higher the TC growth

in the decrease from the less frequent

visit range

in the shift to more frequent visit range

the higher the TC growth
 Seats Utilization – During the peakest hour, get
the number of seats occupied /total seats x 100%
( 80% or higher is acceptable)

. Affected by Perimeter Seating

. Affected by effective GRC system
 Sales Per Seat

Empty Customer Customer

Seat 1 2

The unoccupied seats

in this area alone is P2,532

Aisle

Empty Customer Customer

Seat 3 4
DP 2 Seats
Layout
NON PERIMETER SEATING – SCENARIO 2

DOOR
PERIMETER SEATING – SCENARIO 1 44 CHAIRS 22 TABLES

DOOR
 COMPARISON
( IN TERMS OF IMPACT TO TC)
Scenario I:
44 seats (100% chance of being occupied
during peak ) 44 x P200 x 1.3 turnover=P11,440
P11,440 x 2 hours ( 11-12, 12-1) DP2= P22,880
P11,440 x 2 hrs (6-7.7-8) = P22,880
TOTAL ADS =P45,760

Scenario 2:
Same 44 seats .If only 32 can be occupied (due to the layout noted )
32 x P200x 1.3 turnover=P8,320
P8,320 for DP 2 (11-12.12-2) x 2 =P16,640
P8,320 for DP 4 ( 6-7,7-8) x 2P16,640
TOTAL ADS = P33,280

INCREMENTAL SALES FROM PERIMETER SEATING:

P 45,760 – P33,280 = P12,480 ADS
or
P374,400/month or P4,492,800 / year
 Demonstration of Terms
Seats Turnover
Number of times a customer
occupies/seat/hour

THE FASTER THE TURNOVER, THE BETTER

• Speed of Service(function of production)
• Manner of ushering customers
 Implications
• Store to check work flow affecting turnover
a. Layout
b. Procedures
c. Location of T and U for service

• Plantilla
a. Enough crew based on DP
b. Training status
c. Manager’s plotting to oversee peak hours
 Implications
• Store to check impact of the influx :
a. Closures of competitor(permanent or not)
b. Stop gap procedures done by store

• Need to post a permanent person to

do seats ushering specially for peak
stores ( to avoid reneging and balking)
Breakdown of Sales Source

3% 2%

25% 70% Dine in

Take Home
MIDS
Bulk order
 MODULE

FACTORS AFFECTING SALES

INTERPRETATION

Property of Mang Inasal Learning Lab

© 2014 JFC Group of Companies
 Terms and Definitions

Sales Growth – gap in percentage between actual

sales of the month of the current year versus sales
of the same month last year.

> if last year is higher, growth is negative

> if last year is smaller, growth is positive
 Terms and Definitions

Sales Variance- gap in percentage between the

budget and actual sales.

>if actual is higher than target performance is +

> If actual is lower than target performance is -
 Terms and Definitions

SOURCES OF GROWTH

Various reasons which might contribute to

meeting or non meeting of the store’s sales

Analyzed versus target

Analyzed versus last year
When you are growing versus last year,
Does it follow that you are meeting
your target?

When you are meeting your target

Are you sure you are growing?
 Actual TSLE LY
Actual TSLE/Operating
days
Total of the factors agreed upon
as feasible INCREMENTAL
coming from various activities

Total Current Year’s

Target = Sum of Last
year’s TSLE plus all the
FAS incremental
 FAS Template

PARTS of :
Total Sales last year- Actual Sales
Operating Days- to know the ADS
Incremental Sales – Sales coming from the
committed effort of the store from
various sales activities
Budget for the year being forecasted
 FAS TEMPLATE
INCREMENTAL SALES – Sales ON TOP OF
LAST YEAR
Meaning ADDITIONAL

THUS: It is a MUST to ALWAYS have a record of

your last year’s performance
 Demonstration of Incremental Sales
Factors 2014 SOG New Target
Incremental

VM Upgrade 250 ADQ 40 ADQ 290ADQ( 16 hrs)

Or 18 per hour
Or 9 /hr/CA

NP Contribution Total Noodles New Noodle Total Noodles

2.3% growth
Bihon 135ADQ Palabok 25ADQ 160 ADQ
Or 8 per hour
Or 4 / hr/CA

MIDS 3,500 ADS 1500 ADS 5,000 ADS

Additional 4 TC Or Total of
@ P400 AC 12 TC
 ADS SOG Breakdown

P 2,750 P 4,550
75,000

NP Cont

VM Upgrades
Sales gap from the chunks MIDS
of New Product and Value Meals Upgrades
24 hrs

Dine in /TH
 MAJOR SOUCES OF GROWTH

I. Targets committed during forecasting

a. Value meals upgrade

b. New Product
c. Flagship Products
d. RTA or Competitor related
ALWAYS COMPUTE YOUR SOG IN CHUNKS

➢ Easier to be understood by the team including the

crew

➢ Easier to visualize , thus easier to be delivered

and tracked
 Demonstration of SOG Items

FAS ITEMS Last Year Incremental Current Year’s

Peso Value/price Peso Value/price Target
Peso Value/Price

Value Meal P25,000/P19 P10,000/P19

Upgrades 1315 units 526 units
P35,000/P19
1842 units
61 ADQ( 30 days)
61/ bus hrs/ # of cashiers

61 Units Target Value Meals Upgrade

Divide by the number of business hours
Divided by the number of cashiers
To get HOURLY QTY/CA/HOUR
FAS ITEMS Last Year Demonstration
Incremental of SOG
Current Year’s Items
Peso Value/qty Peso Value/qty Target
Peso Value/Qty
New Product Compute for the % New Noodle dish
incremental sales over 2.3% of Total Total current year’s
Total Sales for a new Sales Total noodle sales must be:
product.
Example if Last years 8,333
Last year’s total noodle Noodle Sales LY: Incremental 600
qty is 8,333 P1,800,000
Peso Value is 2.3%
P1,800,000 P41,400 Total Noodle qty:
8933
P41,400/ Price of 297ADQ
the product P69 12/hr/CA

600 units or Total target Noodle Sales:

20 ADQ P1,800,000
Or 1/hr/CA Incremental from new
noodle product:
P41,400

Total Target Noodle Sales

 Demonstration of SOG ITEMS
RENOVATION
Target Impact of Renovation:

Store’s Seating Capacity prior renovation: 100

Additional from Renovation : 20
Total Seats after renovation : !20

AC x 80% seats utilization x Seats Turnover x additional seats x

peak hours=
P200x 80% x 1.3x 20 seats x 6 hrs = P24,960

These will cause an increase or decrease versus target

impact of renovation
 ANALYSIS of RENOVATION IMPACT
Days First and 3rd week ADS Actual Sales Variance
After Renovation
Monday P80,000 P100,000 P20,000
Tuesday P80,000 P95,000 P15,000
Wednesday P80,000 P90,000 P10,000
Thursday P85,000 P105,000 P20,000
Friday P90,000 P98,000 P 8,000
Saturday P100,000 P120,000 P20,000
Sunday P120,000 P145,000 P25,000
P 118,000

Add the impact of the 4 weeks . 1st and third week /2nd and 4th week

Example : Week 1: P118,000

Week 2: P135,000
Week 3: P 119,000
Week 4; P 140,000
TOTAL IMPACT OF RENOVATION: P512,000/30 days =P17,066
 Demonstration of SOG ITEMS

FAS ITEMS Last Year Incremental Current Year’s

Peso Value/qty Peso Value/qty Target
Peso Value/Qty
Event April last year March sales will
Holy week TY is March this year have a negative Current Year’s
March sales gap vs last year FAS target will
by: have a
Closed on a
(P143,110)
Thursday
or (P4,934 ADS)
P67,555 Ave Thurs=P67,555
Friday Ave Friday= P 75,555
P75,555 (Total =P143,110 )
 SOG BOARD
List Down all the
FAS from the
FAS template Daily
ADQ
MTD
ADQ

Week to
Date
ADQ
 What is the implication?

If on a DAILY BASIS , the quantities

under current year’s target are not
met , CHANCES are STORE will not
meet the SALES TARGET.
 Major sources of Factors Affecting Sales

II.RTA DEVELOPMENT
• Changes in transportation routes
• Road widening or re blocking
• Closure and Opening of nearby businesses
• Major Government Offices in the RTA
 Demonstration of RTA factors
Day Date TSLE TC Remarks
M 1 55,225 284
T 2 65,522 355
W 3 53,255 275
TH 4 53,000 265
F 5 76,225 412 Mon Ave: 54,240
Sa 6 45,000 230 Tue Ave: 65,873
Su 7 45,000 230 Wed Ave: 53,755
M 8 53,255 285 Thurs Ave: 53,675
T 9 66,225 360 Fri Ave:76,737
W 10 54,255 275 Sat Ave: 44,000
TH 11 54,350 265 Sun Ave: 46,000
F 12 77,250 425
Sa 13 43,000 220
Su 14 47,000 220
 Demonstration of RTA factors
FACTOR QUANTIFICATION REMARKS

May 25, 2015 Monday
Transfer of the bus stop
In front of the store
Impact of the removal of Impact for the month will be
the bus stop computed on a per day basis:
Average Monday: 54,420 Add up all the impact on the
Actual Monday of the Different days
removal of the bus stop:
36,450
Variance : (P17,970)
or 33% on a Monday ADS

To get the TC loss

P17,970 / P194 AC of the
Store = 92 TC /day

Every time there is an RTA related happening. Include

under the factors affecting sales . Do the same for the
others.
 Demonstration of SOG RTA Development

Example:
Re routing of buses from the former area in front of
the store: Started Monday May 25

Average Monday Sales : 54, 420

Actual Monday Sales during the re routing :
36,450
Impact (if no other event took place ): (P17,570)
 Major sources of Factors

III. COMPETITORS
• Other SBUs
• Direct Competitors
• Convenience Shops
• Renovation or Additional Channels of
Competitors
CUSTOMER S.W.O.T

Why is it important to sales?

 CUSTOMER’s SWOT
Mang Inasal
Strength Weakness Opportunities Threat

Newly Renovated Defective Aircon Improved MIDS

Fast service 75 seats system Second
With WIFI Semester 2015

Chic Boy
Strength Weakness Opportunities Threat

Newly Renovated WIFI

Aircon working well
Fast Service
95 seats

Unless the store rectifies the aircon problem, the weakness will turn
as a favor for Chic Boy specially during the very peak day parts
 Definition of Terms
STRENGTH
– is a parameter that customers look
for in a store, that you have. This is something
internal. Objective is to hype your strength to
gain TC

WEAKNESS
– is a parameter that customers look
for in a store, that you do not have or you do not offer.
This is also something internal. Improve on the weakness
to gain TC.
 Definition of Terms

OPPORTUNITIES
– External factors that can still provide your customers with
what they need and that you can offer. Work on enhancing these
opportunities.

THREAT
– Things that a customer needs that you do not have and
competition is offering
- This is something EXTERNAL. Cushion the impact
of threats.
 Major Sources of FACTORS AFFECTING
SALES

III. MAJOR EVENTS

• Mall Sale
• Job Caravans
• Concerts and Basketball /Boxing
• Holidays (Long or Short Holidays)
• Political /Religious Activities
• Natural Calamities
 Major Sources of Factors Affecting Sales

IV. OTHERS
• Store Renovation
• Additional Seating
• Additional Business Channels
• FSC Turn Around
• Additional Days in a month
• Operating Hours Adjustments
• One Year Cycle Concept
 Example of the impact of declared holidays last year versus this year

Date 2014 Day Sales Date 2015 Day Sale

25-DecThursday 0.00 25-DecFriday 0.00

26-DecFriday 0.00 26-DecSaturday 29,496.43

27-DecSaturday 25,025.00 27-DecSunday 0.00

28-DecSunday 0.00 28-DecMonday 87,571.43

29-DecMonday 84,887.00 29-DecTuesday 101,454.46

30-DecTuesday 0.00 30-DecWednesday 0.00

31-DecWednesday 0.00 31-DecThursday 12,888.39

2015 Jan 1 Thursday 02016 Jan 1 Friday 0

2015 Jan 2 Friday 7,509.002016 Jan 2 Saturday 16,631.00

117,421.00 248,041.71
 Sample of the impact for long weekends
Date 2014 Day Sales Date 2015 Day Sale
25-DecThursday 0.00 25-DecFriday 0.00

26-DecFriday 0.00 26-DecSaturday 29,496.43

27-DecSaturday 25,025.00 27-DecSunday 0.00

28-DecSunday 0.00 28-DecMonday 87,571.43

29-DecMonday 84,887.00 29-DecTuesday 101,454.46

30-DecTuesday 0.00 30-DecWednesday 0.00

31-DecWednesday 0.00 31-DecThursday 12,888.39

2015 january 2016
1 Thursday 0 January 1 Friday 0
2015 2016
January 2 Friday 7,509.00 January 2 Saturday 16,631.00
117,421.00 248,041.71
 Demonstration of Long Weekends
FACTOR QUANTIFICATION REMARKS

Know if your store has an Mall trend might

increased generator on
weekend or weekday:
Example if store is in the
CBD:
Long weekend will not be
favorable.(due to a long
Holiday falling on Friday up
to Sunday)
Ave Fri – P76,367 differ from the
Act Fri(long holiday)-P53,455 CBD
Variance : (P22,912) stores.
Ave Sat – P44,000 Your trend will be
Act Sat (long holiday ) –P30,000 the opposite
Variance : (P14,000)
Ave Sun - P 46,000
Act Sun(long holiday)-P25,000
Variance : (P21,000)

Add up the three days:

(P57,912)

CBD – Central Business Unit

 Demonstration of Additional Sunday
FACTOR
Know if your store is in a Mall
An additional Sunday
could be positive versus
a store in the U Belt and CBD
What day was lessened for
the additional Sunday
Example:
Less Tuesday Add Sunday
QUANTIFICATION REMARKS
Average Tuesday: P65,873 Know your store’s
Average Sunday : P 46,000 Sales trend
Variance : (P19,873)
Incremental sales due to an
Additional Sunday replacing a
Tuesday
Negative since the sample store
Is a CBD store
 One Year Cycle
2014 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
15k 15k 15k 15k 15k 15k 15k

2015 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
15k 15k 15k 15k 15k 15k

Example: The additional 15k is from the closure of the Jollibee last year
June 2014 gave the store an additional 15k . From July 2015, the impact will
no longer
be considered because of the one year cycle. This will no longer be a part
of the FAS
but during the months previous to that, the amount should be considered.
 Data for One Year Cycle

> In February of the previous year, there was

a re routing of Jeepney away from the store.
Impact was a less (P5k) ADS.

> In March of the previous year, store

removed the 24 hours sales . Impact on sales last
year was (P12k)

> In April of last year, a New call center transferred in the

building near the store . Impact was 4K
 One Year Cycle Implication
January February March April

Jeep Jeep Jeep

Rerouting (5k) Re rerouting (5k) Re rerouting (5k)
24 hrs removal (12k) 24 hrs (12k)
Call Center 4k
May June July August
Jeep Jeep Jeep Re routing (5k) Jeep Re routing (5k)
Re rerouting (5k) Re rerouting (5k)) 24 hrs (12k) 24 hrs (12k)
24 hrs (12k) 24 hrs (12k) Call Center 4k Call Center 4k
Call Center 4k Call Center 4k
September Oct Nov December
Jeep Jeep Jeep Jeep
Re rerouting (5k) Re rerouting (5k) Re rerouting (5k) Re rerouting (5k)
24 hrs (12k) 24 hrs (12k) 24 hrs (12k) 24 hrs (12k)
CallCenter4k Call Center 4k Call Center 4k

January February March April

Jeep Jeep 24 hrs (12k) Call Center 4k
Rerouting (5k) Rerouting (5k) Call Center 4k
24 hrs (12 k) Call Center 4k
Call Center 4k
Comparative Calendar
Jan-15 Jan-16
Sun Mon Tue Wed Thu Fri Sat Sun Mon Tue Wed Thu Fri Sat
1 2 3 1 2
4 5 6 7 8 9 10 3 4 5 6 7 8 9
11 12 13 14 15 16 17 10 11 12 13 14 15 16
18 19 20 21 22 23 24 17 18 19 20 21 22 23
25 26 27 28 29 30 31 24/31 25 26 27 28 29 30
Sales Factors: Sales Factors:
# of weekends: 9 days # of weekends: 10 days
# of Holidays: 2 days/5 days (NCR) # of Holidays: 1 day
Payday 15 Thursday Payday 15 Friday
Payday 30/31 Friday/Saturday Payday 30/31 Saturday/Sunday

Additional Sales Contribution Additional Sales Contribution

Promo: 1. SW Palabok Campaign: Promo: 1. Snack Sarap Campaign (Jan 3 to Mar 5)
a. Ongoing TV Ads & billboards - TVC, OOH (billboard), Digital &
b. Incentive Programs Store Merch Materials
c. Trial Card (Free Ice Tea) 2. Palabok Party Pan Grupo Meal - until
d. Key Tag Promo January 15 (with SS Incentive Program
2. Sodexo Tie-up until Jan. 09 3. Pinoy Snack Sarap in-store activations –
starting Jan. 15
4. Crema de Leche Halo-halo Sampling -
starting Jan. 22 (selected stores / locations)

Sales Disruption: Sales Disruption:

Typhoon: Amang

Holiday (NCR only) Holiday Weekend Payday 15/31

 What is the implication of the TACTICAL CALENDAR to
Scenario A Scenario
your BFAS? Scenario C

April 9 Holiday (Friday) April 9 Holiday( Friday ) April 9 Holiday( Friday)

If store is CBD: If store is in the Mall: If the store is free

Impact will be: Impact will be: standing:
Impact will be:
More or less same More or less a Saturday
Trend as a Saturday or Sunday sales more Dependent on the
Sales more than a normal than a normal Friday Basic traffic generator:
Friday (long weekend)
Residences: Higher
Example: Example: Sales than a normal
Ave Friday : 75k Ave Friday : 75k Friday
April 9: 45k April 9: 100k Near Call Centers
Impact : (30k) Impact :25k Same (if international
or local accounts)
 So what will you do given the TACTICAL
CALENDAR?
• Plan for your 5 M’s

• If there is a lost sales opportunity, for this year

what adjustments on your strategies should
you make?
• If sales will have better opportunity this year
what anticipation in terms of the 5 M’s
would you be needing?
 MODULE

BENEFITS OF A WELL ANALYZED

SALES

Property of Mang Inasal Learning Lab

© 2014 JFC Group of Companies
 Definitions of Terms

MTD ADS - Running Average Daily Sales as of

the latest date of the month
YTD ADS – Running Average Daily Sales from
January up to latest date
 Definitions of Terms

ADTC – Average daily TC. TSLE /# of operating days

MTD TC - Running Average Daily TC as of the latest

date of the month.

YTD TC – Running Average Daily TC from January

up to the latest date
What is our source of our sales performance in MI ?
The D.O.R.

• It is a template summarizing the sales details

• Performance in terms of sales components
• Performance of business channels
• Performance per day part
• Product Contribution
• Promos
What then is the importance of the DOR?

1. Will guide the management team with

a. Day part Sales
b. Business Channels Sales
c. Running ADS/TC/AC
d. Promo/New product performance
e. Product Contribution
 Day Part Sales

Why is this important?

➢Effective Manpower Planning

➢Planning of product demand
➢Spots opportunities
➢Feasibility of business hours
 Demonstration of Day Part Sales Impact
Jan(ADS) Feb(ADS) GAP Factors
DP1 15,000 10,000 (5,000)
DP2 45,000 63,000 18,000 Store B closed
February 5
DP3 25,000 25,000 same
DP4 30,000 45,000 15,000 Store B closed
February 5

Store B will be permanently closed then you might have to adjust

a. Dailies
b. Ordering
c. DP2 and DP4 plantilla to meet the influx on the two DP’s
d. Manager’s plotting or schedule
HOW CAN YOU SHIFT THE TC TO THE SLACK DAY PARTS?
 Business Channels

➢ Gives a reading on certain business channel

contribution to sales

➢ Feasibility of a business channel

➢ Will prompt analysis for other potential

of a business channel
 Demonstration of Business Channels
% Jan % Feb Gap/Reason
MIDS 5% 4% 1% closure of 24 hrs
24 hrs 3% 0 0
Dine In 70% 71% 1% closure of 24 hrs
Take Home 20% 20% 0
FDS 2% 3% 1% closure of 24 hrs

The closure of a business channel will impact other areas and so

store will need to prepare for:

a. Increase crew for FDS since 1% shifted

b. Check the need of additional rider or assembler to meet the 1%
MIDS increase
from the closue
c. Ushering procedure to maximize the seats turnover
 Running ADS, AC, TC

➢ Latest updated ADS , AC, TC

➢ Helps the day to day operations
➢ Will prompt corrective action plan for sales
➢ An outlook on how sales will end up
 Demonstration of Running ADS,AC,TC
Day Date TSLE MTD TSLE MTD ADS Vs TC MTD Vs AC MTD Vs
LY ADTC LY AC LY

M 1 55,000 55,000 55,000 0 290 290 (13%) 189 189 15%

T 2 45,575 100,575 50,287 (8%) 210 250 (25%) 217 186 13%

W 3 55,675 156,250 52,083 (5.3) 295 265 (20%) 188 194 18%

Last year: ADS 55,000 / ADTC 335 / AC P164.17

So What does this mean to us?

1. We are losing TC versus last year by 70 a day or for the 3 days 210 TC
2. Based on this analyze what happened last yr and this yr which have
contributed to the lost TC
3. Quantify from the possible factors
Ex. The competitor renovated and closed last year this period.
Store increased by P15,000 .
To get the TC equivalent P15,000/194= 77 TC a day.
Not yet within the one year cycle
 From the noted loss of 77 ADTC what can I
do?

a. Check on your seats turnover

b. Check is seats are maximized
c. If there is a space add more seats
d. Check rate of walk outs during your peakest
e. Check the FAS and work on controllables
 Example of shifting to other
more feasible FAS
FAS Store ‘s Actual Performance Remarks

New Product : Actual is only 10 Based on the RTA

Target Incremental incremental CREMA happening, a company
of 25 CREMA Peso Variance: is offering to have a
job caravan during
25-10=15 ( P69) DP3 :
P1,035
Potential Sales
Potential sales loss if this 3 Sessions a month
is not met: P 5,000 per session

P1,035 x 31= P32,085 P15,000 a month

P32,085 from CREMA

(non potential sales source)

- P15,000 Sales source

Gap to work on : P17,085
 PROMOS/New Product Performance

• Will help us gauge reception of customers

for promos and new products.

• Source of sales strategies

 Demonstration of Promos and NP

Total Bihon Total Palabok Growth from

Total Noodles last year this year this year Variance New Product
( Total quantity sold)
2444 1345 1555 2900 456 units
or 18.65%

Total halo Halo Last year Total Halo Total Crema

Halo this year This year

1255 900 989 1889 634 units

or 50.51%

An additional ADQ of 10 for New Product will

increase sales by 1%
 Product Contribution

• Push for Flagship products

• Check on the products with opportunities

• Will guide ordering to maximize sales

 Demonstration of Product Contribution
2014 2015 GAP

Chicken 75% 77% 2.6%

Noodles 10% 8% (20%)

Dessert 10% 12% 20%

Others 5% 3% (40%)

> Additional 10 ADQ of chicken will increase rolling

base sales by 1%
> Will help the store in preparing the raw materials due
to shift
> Chicken and Halo Halo are flagship products and so
must be pushed
 Reminders:
• Do not check your FAS and DOR only
during the month end reports

• Analysis should be done more frequently

• If a certain FAS can not work , act on looking

for the same sales. Get the same amount
from a reliable sales source.
STEPS IN ANALYZING SALES
 Sales Analysis Flow
Get your FAS template where your FACTORS for
sales is written ( to see what are the breakdown
of the sources of growth) Show the FAS Template

Be ready with your DATA using your DOR, daily

sales forecast .
 Sales Analysis Flow
Determine Sales drivers not met?
AC or TC

Check the factors you have logged down on a daily

basis to explain the sales component not met

Know why they were not met

 Sales Analysis Flow
If TC:
Check you FAS template for the month to know
which Fas was not met and quantify in TC

For AC: If met, check which actions, programs

helped in meeting Ac target

If AC : Was not met, get the FAS template

Compute which committed target was not met
 Sales Analysis Flow

Do Corrective Action Plan with urgency

 Analyze Sales Daily – Workbook Game Plan section

Do not wait for the end of the month to act on your

sales variance

Better to have a mid month sales analysis to be

able to have a better understanding of what
action
to take before the month ends
 Sample WORKBOOK Data:

Date: April 22, 2017

Target : TC 500

Actual TC: 475

Target AC: P235

Actual AC: P239

Target TSLE: P 175,000

Actual TSLE: P 173,000

MTD Target: P1,777,000

MTD Actual: P1,688,000

 GAMEPLAN
Factors Affecting Sales
TC not met by 25
Closed early due to gas leak . Impact
@ P 5,200 or 22 TC
(Check other factors on your FAS template)
Factors affecting Sales
Example : If AC was not met:
AC not met , short by (P1.05)
a. VM conversion ADQ @ 45 versus tgt of
60 . AC Contribution at (60-45=15)
15( P20)=P300/475 or ( P0.63)
b. New Product togue ADQ not met
40 act versus tgt 75= 35 (P20)=P700/475
(P1.47) AC Contribution
Action plan:
1. Have the gas leak repaired
2. Allot a daily checking of gas area to
prevent this from happening M’ Jo
March 15, 2017. Checking to be done
following the checklist due time on
workbook M’ Rose March 16, 2017
Action Plans:
1. Per shift target monitoring and tracking
to meet 300 ADQ or 13/hr/CA FOR VM. M’Iya
APRIL 24, 2017
2. Manager to do an hourly rallying to make
them meet the TOGUE target of 3/hr/CA. M’
Iya April 28,2017
 Getting the
updated data
from DOR team,
check on the Analyze
status and
brainstorm

Check Sales
Factors that
Relate to are
the 5Ms controllable

Do the
necessary
action
plans
 Rule of
WHAT GETS MONITORED, GETS DONE!

. Know what is happening inside your store

Know what is happening in your RTA
Know what is happening with your competitor
Record the dates, the impact
Act Accordingly
 Benefits of a Well Analyzed Sales

• Be a good basis for raw materials planning

• Initiate Effective and Efficient Manpower plotting
• Maximizing sales opportunities
• Prompt stop-gap measures for sales
• Be a practice tool for manager’s critical thinking
 Value of a well analyzed FAS and DOR
Date Day Factors affecting sales TSLE MTD ADS

21 M RAINY 35,250 45,444

22 T INFLUX OF CUSTOMER dp2 45,255 45,252

23 W very few TC DP 4 20,222 33, 575

What value will you get from this FAS in relation to the store’s planning?
In terms of dailies, raw materials, manager’s plotting. In terms of having a basis for future
sales forecast?
Date Day Factors affecting sales TSLE MTD ADS

21 M VM ADQ short by 25 Impact @(P625)

NP ADQ short by 50 impact @ (P1500) 55,450 55,450
Concert at the Circuit DP 2 TC up by 25TC
Impact at P4,850

22 T Jollibee near store closed for half day due to back flow 65,550 60,500
Impact at P34,000 or 175 TC/ VM ADQ short by 25
impact @ (P625), NP ADQ short by 75 impact @ (P2000)
MIDS target exceeded by 1000 or 3 TC

23 W Closed store for 2 hours brown out Impact at P8500 or 72,500 64,500
43 TC. VM target not met by 55 of (P725) NP ADQ short
by 75 or (P3500)
 Other Value Added of making a good FAS
Analysis

• Accurate sales forecast for the following year

• Quantified sources of factors
• Specified sources of generators
• Less time consuming when doing business
reviews
 Value Added of a Sound Sales Analysis

• Use the DOR and the monthly

business review when cascading
to your managers

• Involve them and collaborate on the

workable action plans

• Make the team accountable to

to their commitments
 Making the Business Review
Negatitve/ Positive Factors Affecting Sales ( Target )
A. Check all the FAS committed by the store:
VM Upgrades New Product ADQ MIDS ADS target
COMPUTE VERSUS ACTUAL
VARIANCE = Compute to PESO VALUE= In ADS to easily relate

B. Check competitor’s impact

either closure , renovation or re opening
COMPUTE VERSUS ACTUAL
Prior to closure, renovation, re opening :
Ex. Average Monday- Monday after the competitor’s opening or closing
For the specific day of the said impact.

If just a day, then compute for a day

if the competitor’s impact is not only for a day then add up
all the days’ impact to get the overall effect.
Making the Business Review

Negative/ Positive Factors Affecting Sales ( Target )

c. One year cycle events

d. Impact of RTA developments

e. Impact of Major Events

f. FSC impact on store( Major factors)

 Summary of Sales Factors for Sales Budget
Summary of Factors affecting sales Positive Negative Remarks
This year This Year
January Added MIDS Jan 12 P222,000 1 yr cycle
February Removal of terminal (P235,000) 1 yr cycle
March Opening of a JB store 3/12 (P15,000) 1 yr cycle
April Less 3 days sale (P75,000) Source of growth
May New DFA office May 15 P550,000 1 yr cycle
June
July MI x closed permanently P250,000 1 yr cycle
August Removal of 24 hrs Aug 2 (P220,000) 1 yr cycle
September Chicken Capping (P125,755) Source of growth
October Edil Fitr fell in October (P75,000)(cbd) Source of growth
November
December
 SOURCES OF GROWTH
15% GROWTH TARGET
( RMTP EXCERCISES)
• OPERATIONAL EXCELLENCE(pcs, product availability, pre
peak planning , perimeter seating)
• New Product ( Babe , Chicken Sisig)
• Day Part Sales ( marketing promos for merienda)
• VM Conversion
• Togue Add on ( Easy P20)
• MIDS (7-10k)
• Correcting Capacity Issues
• Renovation
 EXAMPLE

january february march april

Last year’s sales 3,000,000 4,000,000 5,000,000 3,000,000
Incremental Sales 1, 000,000 1,500,000
Total Sales Target 2017 4,000,000 5, 500,000
VM CONVERSION 250,000 250,000 SOG FOR 2017
(HOW MANY ADQ /HR/CA)
P8,333 ADS 2 017 MBR
NEW PRODUCT 200,000 450,000
(HOW MANY ADQ) P6,666 ADS
CAPACITY CORRECTION 300,000 550,000
(PERIMETER SEATS) P10,000ADS
PEAK MANAGEMENT 250,000 250,000
(HOW MANY ADDITIONAL TC P 8,333 ADS
/PEAK DP)
 EXAMPLE

january february march april

Last year’s sales 3,000,000 4,000,000 5,000,000 3,000,000
Incremental Sales 1, 000,000 1,500,000
Total Sales Target 2017 4,000,000 5, 500,000

VM CONVERSION 250,000 250,000

(HOW MANY ADQ /HR/CA)
P8,333 ADS
NEW PRODUCT 200,000 450,000
(HOW MANY ADQ) P6,666 ADS
CAPACITY CORRECTION 300,000 550,000
(PERIMETER SEATS) P10,000ADS
PEAK MANAGEMENT 250,000 250,000
(HOW MANY ADDITIONAL TC P 8,333 ADS
/PEAK DP)
 TIPS
• Every month, summarize the positive
and negative factors affecting sales

• Quantify the impact

• This summary will help you a lot

when you do the sales budget for next
year
 Implications
• Amounts either positive or negative
will impact the following year’s sales budget

• One year cycle events should be considered

otherwise there will be a substantial gap
between sales forecast and actual sales

• Short and one time events will become

either a positive or negative source of growth
A puzzle can not be put together
without each and every piece.
Each piece has a story and history

It is only when we appreciate

the bits and pieces
that we can create
a
beautiful work of art.