The five reports a food and beverage desk runs weekly
Food and beverage businesses drown in transaction data and starve for customer information. The invoices are meticulous. The knowledge of which cafe stopped ordering six weeks ago, or which restaurant carries only two of your lines, lives in a representative memory. These five reports move that knowledge somewhere the sales head can act on it.
Coverage against the beat plan
Listed outlets on each route and which were genuinely served this week. It decides routing and accountability. A bad number is a high visit count with poor coverage, which means the pleasant half of the route is being served twice and the difficult half is not being served at all.
Reorder gaps by outlet
Each account compared with its own ordering interval, listed when it goes past it. It decides the call list. A bad number is a cluster of quiet outlets in one territory at the same time, which usually means a competitor has been active on that route rather than that demand has softened.
SKU spread per outlet
How many of your lines each account actually carries, by channel and representative. It decides where range selling effort goes. A bad number is a large base of outlets carrying one or two lines, which looks like wide distribution on a coverage map and is really a shallow business waiting to be undercut.
Tasting and sample to listing conversion
Demonstrations logged against outlets and the listings that followed within a set window. It decides where sampling budget goes next quarter. A bad number is high tasting activity with no listings, which is almost always a price per case or shelf life objection that nobody recorded at the time.
Non-conversion and lapse reasons
Why outlets did not list, and why lapsed accounts stopped, from a closed list. It decides pricing, pack size and credit policy. A bad number is existing supplier contract appearing constantly, which is a prospecting targeting issue rather than a product one and should change who the route is asked to call on.