Every week
Sales
Keep the field picture current and act on the priorities that move the business forward.
- Sales activity
- Market penetration
IRO • Internal Working Aid
One business.
Several teams.
One rhythm.
A simple operating rhythm for keeping Sales, Marketing, CRM, Finance and Warehouse aligned — with issues raised early, information prepared properly, and decisions made at the right level.
●
The aim: raise the right issue, with the right information, before alignment.
01 / Monthly rhythm
How the Month Runs
The same operating disciplines continue throughout the month. The purpose is to keep field activity, returns, penetration and payment collection visible and moving.
Every week
Returns
Track and collect returns as part of the normal operating rhythm.
- Review outstanding returns
- Follow through on collection
Every week
Payment
Keep payment collection visible and follow up on outstanding items through the appropriate process.
- Monitor collection
- Follow up on outstanding items
Month end
Close & align
Bring the operating picture together, identify cross-team matters and prepare the inputs needed for the next cycle.
- Review the month
- Prepare the next cycle
Operating principle:
routine matters should move through the normal rhythm. Cross-team
matters should be identified early rather than first appearing during
an alignment meeting.
02 / Forecast
The Forecast Cycle
The forecast is a cross-functional view. Each function contributes its relevant information so that management can review the overall picture before confirmation.
1
Input
Functions provide the information relevant to their area and the latest view of the business.
2
Draft forecast
Sales brings the available inputs together into the working forecast for review.
3
Cross-functional review
The relevant teams review assumptions, information and issues that may affect the working view.
4
Management confirmation
Management reviews the overall position and confirms the final forecast and any commitment behind it.
Sales
Sales and field view
Marketing
Market and relevant business inputs
CRM
Relevant data and visibility
Finance
Relevant financial inputs
Warehouse
Availability and operational inputs
Final forecast and any commitment behind it are confirmed by management.
03 / Alignment
Raising a Cross-Team Item
If an issue needs another team's input, do not wait for the meeting to introduce it. Prepare the issue first, route it correctly, and give the owner enough information to act.
1
Raise it with the IRO team
Bring the issue into the IRO team with the required information prepared.
2
Review with the supervisor
The owner reviews the issue with the supervisor and clarifies what information or support is required.
3
Align at the right level
Decision or alignment is confirmed by the Sales Manager and Head of Department where required.
04 / People development
The Coaching Conversation
A coaching conversation is a structured opportunity to help a team member understand the situation, identify what matters and choose the next action.
01
What's happening?
Start with the person's view of the situation. Listen before moving into solutions.
02
What matters?
Explore the key issue, its impact and what needs attention.
03
What will you do?
Ask the team member to identify the action they will take.
04
What support do you need?
Clarify what support, information or removal of obstacles is needed from the manager or others.
05 / Ownership
Who to Ask
Start with the function that owns the question. Bring the issue through the agreed route when more than one team is involved.
Promotion / market information
Trade Marketing
Forecast
Sales Manager
Supply / availability
BM
Pricing / commercial process
BM & Trade Marketing
Financial matters
Finance
Operational data / visibility
CRM
Have a cross-team issue?
Prepare the situation, impact, evidence, decision required, proposed next step, owner and required-by date before raising it.