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Model scenario

Model scenario: measure the business impact of every visit

See which visit facts support a management decision and how to measure a pilot. This is an illustrative model, not a customer's published ROI.

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Industry
FMCG distribution
  • Visit routes for sales representatives
  • Mandatory visit steps
  • Control of goods absent from the shelf, per retail outlet
  • Expiry date control
  • Control of product display on the shelf

Evidence level

Evidence boundaries

Evidence level
Verified mechanism
Implementation scope
Visit routes for sales representatives · Mandatory visit steps · Control of goods absent from the shelf, per retail outlet · Expiry date control · Control of product display on the shelf · Regulation of the volume shipped into a retail outlet
Operating model
Not disclosed
Measurement window
A measurement period does not apply: this is a model scenario, not a customer result.
What is verified
An illustrative scenario of a typical process, not a measured customer implementation result.
Country
Not disclosed

Visit economics model

We do not promise results. We show where and how to measure them.

Field team economics cannot be reduced to a single number. The route, visit record, order, shelf conditions and reason for a deviation need to be connected before a pilot can be compared with the company's own baseline.

Model scenario · no named customer

Choose a factor or follow the diagnostic cycle
Illustrative exampleFact → metric → cause → action

01 · Coverage

A route shows customer coverage, not just how busy the team is.

Planned and completed visits are reviewed by territory, employee, channel and outlet.

Fact
Which outlets were planned, visited, missed or rescheduled.
Review together
Route coverage, active customer base and visit frequency.
Investigate the cause
Why an outlet was missed: the route, customer availability, adherence to the plan or inaccurate customer data.
Decision
Revise visit frequency and sequence using verified facts.

Each factor is a diagnostic view. Conclusions require comparison with the company's own baseline over an agreed pilot period.

Connected visit records

One visit leaves six facts to inform the next decision.

Automation is not about collecting more checkmarks. The facts need to connect the plan, execution, outlet conditions and commercial outcome.

  1. 01

    Route

    The day's plan defines the outlet and sequence of work.

  2. 02

    Visit record

    The visit is linked to the employee, time and outlet.

  3. 03

    Visit steps

    The required sequence shows exactly what was completed.

  4. 04

    Shelf and expiry

    Availability, shelf execution and expiry risks are recorded by SKU.

  5. 05

    Order or reason

    The visit outcome is explained by an order or the reason no order was placed.

  6. 06

    Next plan

    Verified deviations feed back into the route and team tasks.

A set of signals, not a single KPI

Review metrics together, or the cause remains hidden.

One metric describes only part of the process. The map helps move from a deviation to its cause and an action with a clear owner.

shared contextVisit record
01

Coverage

Where the team visited and which planned outlets were missed.

02

Strike Rate

What share of visits resulted in an order and why the others did not.

03

OSA / OOS

Where assortment items are missing and which order is linked to the gap.

04

Expiry dates

Where a risk calls for stock rotation or a change to the next delivery.

05

Shipment volume

Whether the proposed volume matches stock, demand and outlet terms.

Links in the diagram indicate what to investigate, not a promise of cause and effect.

The same facts, different decisions

Each role has its own question, not a separate version of the data.

Shared context helps explain a deviation without piecing the picture together from messages and disconnected reports.

01

Commercial director

Question
In which territories are visits not translating into orders?
What they see
Coverage, Strike Rate, order mix and the reason for no order.
Action
Choose a territory and factor to review with the team leader.
02

RSM / Supervisor

Question
Where is the plan marked complete but a required step remains unfinished?
What they see
Planned and actual routes, visit steps, outlet, employee and deviation.
Action
Assign a targeted task and check it on the next visit.
03

Trade marketing

Question
Which shelf issues stem from availability, and which from execution?
What they see
OSA / OOS, assortment matrix, shelf execution, expiry dates, photos and orders by SKU.
Action
Allocate the work across delivery, assortment and in-store execution.
04

Operations manager

Question
Which route and shipment rules need to be reviewed?
What they see
Visit frequency, stock on hand, orders, expiry dates and delivery volume by outlet.
Action
Agree on a rule change and evaluate it in a limited pilot.

From process mechanics to a measurable pilot

ROI comes from comparison, not a marketing figure.

Before launch, both sides agree on the baseline, pilot scope, calculation rules and cost of the changes. After the pilot, only the agreed dataset is compared.

  1. 01

    Baseline

    Record current routes, visits, orders, shelf conditions and write-offs over a comparable period.

  2. 02

    Scope

    Choose the territory, team, channels, categories and data inclusion rules.

  3. 03

    Pilot

    Collect the same metrics within a managed process and record deviations.

  4. 04

    Decision

    Compare the change with the costs and decide whether to scale or adjust.

Illustrative calculation

Operational impactVerified change in outcome − additional operating costsThe outcome and cost components are agreed before the pilot.
Project ROI(Verified impact − project cost) ÷ project costThis is a calculation formula, not a published Smartup result.

A change in how decisions are managed

From visit reporting to a verifiable decision cycle.

Before the process is connected
  • Visit counts are known, but the reasons behind outcomes are not structured.
  • Shelf conditions, orders and routes are analysed in separate views.
  • Impact is discussed without an agreed baseline for comparison.
In the pilot model
  • The visit connects the route, steps, shelf conditions, order and reason for a deviation.
  • Each role reviews its question using the same factual basis.
  • The change is compared with the company's own baseline and project cost.

What the scenario shows

Six capabilities provide a measurable context for the visit.

  • 01Visit routes for sales representatives
  • 02Mandatory visit steps
  • 03Control of goods absent from the shelf, per retail outlet
  • 04Expiry date control
  • 05Control of product display on the shelf
  • 06Regulation of the volume shipped into a retail outlet

What to clarify before the pilot

The model needs to reflect your channel, category and operating rules.

The answers define the measurement method. They do not add unverified capabilities or results to this page.

Visit definition

01

What counts as a completed visit, and which steps are required for each channel?

Visit productivity

02

Which order types and reasons for no order are included in the Strike Rate calculation?

Shelf and expiry

03

Which SKUs, assortment matrices, OSA / OOS rules and expiry monitoring windows are tracked?

Impact measurement method

04

What period, comparison group, cost components and decision rule have been agreed?

Evidence and its limits

A measurement model, not a customer's published ROI.

This page explains the confirmed mechanics of routes, visit steps, shelf execution and orders. Specific metric changes and ROI are calculated only from the customer's agreed pilot data.

Measurement period
A measurement period does not apply: this is a model scenario, not a customer result.
Evidence boundary
An illustrative scenario of a typical process, not a measured customer implementation result.
SolutionA solution for FMCG/CPG distribution without blind spotsPlatform moduleSFA: field sales automationExpert resourceWhat is Perfect Store
Book a working sessionAll cases

Book a 30-minute process review

We will review your distribution process and define the first execution workstream, 3–5 pilot KPIs and data requirements.

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