Field sales representatives' direct travel to and from customers and sales budgets by assigned area
First written in FY2020-Q1. 7 of 8 entries say "Advanced", first in FY2020-Q2. Latest entry: FY2026.
The whole theme swung hardest in 2022: 2 of 17 companies on the "Worse" side.
8 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「On the sales side, we conducted sales training by employee level, strengthened the promoter system, and provided training for female sales representatives. These initiatives improved the value added for existing customers and sales efficiency, and led to progress in developing new customers.」
We conducted training by employee level, strengthened the promoter system, and provided training for female sales representatives, contributing to improved sales efficiency and progress in developing new customers. - FY2021-Q3AdvancedAnnual report
「In the retail division, as part of the medium-term management plan's "strengthening of the business base," we worked to establish a revenue base through stable, customer-led sales less dependent on sales headcount by strengthening the consignment of household medicines and other products, as well as by pursuing new and recurring sales to all customers. We also sought to improve sales efficiency and secure operating hours by reviewing the areas assigned to sales representatives nationwide and introducing direct travel to and from customers. As a result, revenue was ¥4,164 million, up 15.3% year on year, and segment profit was ¥321 million, up 130.3% year on year.」
We advanced product consignment, new and recurring sales to all customers, the review of assigned areas, and direct travel to and from customers, resulting in higher revenue and profit in the household pharmaceuticals and other products sales business. - FY2021-Q2AdvancedAnnual report
「In the retail division, as part of the medium-term management plan's "strengthening of the business base," we worked to establish a revenue base through stable, customer-led sales less dependent on sales headcount by strengthening the consignment of household medicines and other products, as well as by pursuing new and recurring sales to all customers. We also sought to improve sales efficiency and secure operating hours by reviewing the areas assigned to sales representatives nationwide and introducing direct travel to and from customers. As a result, revenue was ¥2,607 million, up 23.7% year on year, and segment profit was ¥74 million, compared with a segment loss of ¥92 million in the prior-year period.」
We strengthened the consignment of household medicines, pursued new and recurring sales to all customers, reviewed assigned areas, and introduced direct travel to and from customers, resulting in higher revenue and a return to profitability in the household pharmaceuticals and other products sales business, including retail and wholesale. - FY2021-Q1AdvancedAnnual report
「In the retail division, as part of the medium-term management plan's "strengthening of the business base," we worked to establish a revenue base through stable, customer-led sales less dependent on sales headcount by strengthening the consignment of household medicines and other products, as well as by pursuing new and recurring sales to all customers. We also sought to improve sales efficiency and secure operating hours by reviewing the areas assigned to sales representatives nationwide and introducing direct travel to and from customers.」
We advanced product consignment, new and recurring sales, the review of assigned areas, and direct travel to and from customers, contributing to higher productivity and revenue. - FY2020AdvancedAnnual report
「In the first half, the time required for these measures to take hold and the increased burden of labor management delayed business performance. In the second half, productivity recovered as the measures took hold and became established, but the decline in sales headcount prevented us from making up the first-half shortfall, resulting in lower revenue.」
The disclosure states that, following delays in the first half, measures including the review of assigned areas, direct travel to and from customers, and product consignment took hold and became established in the second half, allowing productivity to recover. However, the decline in sales headcount prevented a recovery in full-year revenue. - FY2020-Q3AdvancedAnnual report
「In the retail division, we secured operating hours and improved sales efficiency by reorganizing the regions assigned to sales representatives nationwide and introducing direct travel to and from customers in order to implement regional strategies. We also sought to establish a stable, customer-led revenue base less dependent on sales headcount by strengthening the consignment of products to customers. As a result, although sales headcount declined, revenue in the third quarter (October–December) exceeded the prior-year level.」
We advanced the reorganization of assigned areas, direct travel to and from customers, and stronger product consignment to customers, and third-quarter revenue exceeded the prior-year period despite a decline in sales headcount. - FY2020-Q2AdvancedAnnual report
「In the retail segment, the company secured operating hours and improved sales efficiency by organizing the territories covered by sales employees nationwide and introducing direct travel between home and customers. It also sought to establish a stable, customer-led earnings base that was not dependent on the number of sales employees by strengthening the consignment of products to customers. As a result, although the number of sales employees declined, revenue in the second quarter (July to September) was broadly maintained at the level of the same period of the previous year.」
We advanced the direct travel policy, reorganization of assigned areas and area-based operations launched in the first quarter, and maintained second-quarter revenue broadly at the prior-year level despite a decline in sales headcount by strengthening product consignment. - FY2020-Q1First statedAnnual report
「In the retail division, we introduced company-wide direct travel to and from customers by sales representatives from mid-May to improve sales efficiency. From the current fiscal year, we also reorganized the areas assigned to sales representatives and established sales budgets for each area to mitigate the impact of changes in sales headcount on revenue.」
We introduced company-wide direct travel to and from customers by sales representatives to improve sales efficiency, and reorganized assigned areas and established area-based sales budgets to limit the impact of changes in sales headcount on revenue.