YTD sales by region vs last year
MB, sorted by growth · red = below LY
VIP & Key Accounts · Monthly Command View
Recover. Convert. Grow.
Recovery starts with machine coverage, not promotion. Close the gap one priority account, one machine and one quote at a time.
YTD sales (MB)
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—
Growth vs LY
—
—
Gap to +20% target
—
—
Accounts
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VIP + Key Account
Active machines
—
VKA fleet
Open pipeline (MB)
—
— quotations
Pipeline aged > 60 days
—
Service-driven
Opportunity pool (MB)
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From fleet inspection
Growth vs last year
% change YTD by region
Biggest customer swings
Top 5 gainers vs top 5 decliners, MB gap vs LY
Machine → opportunity funnel
Share shown is of the stage before
Regions
Sales vs last year, fleet coverage and pipeline in one row. Click a region to drill into its customers.
Region scorecard
Coverage cells: brighter = better
Who builds the gap
MB gap vs LY per region
Coverage vs growth
CVA % (x) against YTD growth % (y) · bubble = machines
Customers
Who drives growth, who needs recovery, and where the open quotes sit.
Top 10 positive — growth drivers
Gap vs LY (MB) and growth %
Top 10 negative — recovery focus
Over half of the national negative gap
Top 10 customers by open pipeline
Open quotations, MB
Priority accounts
National recovery watchlist — top 3 negative accounts in each focus region.
Owners and recovery pack
Coverage = system opportunity ÷ sales gap · flags must be fixed first
Weekly gap-closing control
01 · PRIORITY ACCOUNT
Rank by sales gap
Top 3–5 negative accounts per region. Define the recover gap per account.
02 · PRIORITY MACHINE
Pick the machines
Inspection action, no inspection > 6M, PM due, high SMU, CVA gap. Capture model + serial + SMU.
03 · QUALIFIED PIPELINE
Scope → quote
Validated → Finding → Quote → Negotiation → Won. Target pack = 120–150% of customer gap.
04 · WEEKLY CONTROL
Owner · next action · date
“What will convert to revenue this week?” No owner = no pipeline. No close date = not forecast.
Fleet health
Machine coverage drives parts recovery. Measure inspections by what they convert to.
Inspection → finding → opportunity
Active VKA fleet
Region machine health matrix
Brighter = better coverage
Pipeline
Open quotations for VIP & Key Accounts — counter sales (Q) vs service (E).
Pipeline value (MB)
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— quotes · — DCN
Counter sales – Q (MB)
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Avg —K / quote
Service – E (MB)
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Avg —K / quote
Aged > 60 days (MB)
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Baseline —%
Regional pipeline
MB · red > 60-day share is above the national baseline
Pipeline aging
MB by quote age
Pipeline by major class
Counter sales (Q) vs service (E), MB
Branch & Sales Rep
Every branch and every rep vs last year and target, built from the customer list in the monthly data file.
PLC-PSA-SA-2607-001-R0 · WIS-PSA-SA-2609-001-R0
นโยบายการดูแลรับผิดชอบลูกค้ากลุ่ม VIP และ Key Account
Nationwide from October 2026 (pilot North & East from 1 Sep 2026). CI VIP and Key Account customers only. Target: +20% parts sales growth per year.
What the policy requires
Policy section 4
- Owner — every account has one named owner (PSSR level 2+) and joint-visit managers.
- Visits — approved in CRM before every visit; visit report in CRM after every visit.
- Issue Log — every customer problem logged and answered within SLA, no exceptions.
- Escalation — beyond field authority goes to HQ immediately; never hold a problem past SLA.
- Reporting — monthly report with 5 standard headings, by the 5th of next month.
- Cross-team — Service and Parts Warehouse support Parts Sales as normal duty.
Minimum visit frequency
Policy section 6
| Position | 2× / month | 1× / month | 2× / quarter | 1× / quarter |
|---|---|---|---|---|
| PSSR level 2+ | ● | |||
| BM | ● | |||
| RM | ● | |||
| TM | ● | |||
| Key Account Mgmt | ● |
Joint visits by 12-month opportunity (section 5): VIP > 5 MB / KA > 3 MB → TM, RM, BM · VIP > 2.5 MB / KA > 1.5 MB → RM, BM · below → BM, ABM.
Problem response SLA
Policy section 7
| Problem type | Who reports | Report | Conclusion |
|---|---|---|---|
| Customer complaint | PSSR → TM, RM | Immediately | 24 hrs |
| Urgent (machine down) | PSSR → TM, RM, BM | 2 hrs | 24 hrs |
| Beyond authority | RM → HQ SA | 2 hrs | 24 hrs |
| General | PSSR → BM | Next working day | 7 working days |
Policy KPIs
Policy section 9 — feed performance reviews
| KPI | Target | Tracked by |
|---|---|---|
| VIP / KA parts sales growth | ≥ +20% / yr | GM Parts Sales |
| Visit compliance | ≥ 95% | RM / TM |
| Visits recorded in CRM | 100% | RM / SA Ops Mgr |
| SLA compliance | ≥ 95% | Key Account Mgmt |
| Monthly report on time | 100% | TM / SA Ops Mgr |
| Open issues > 30 days | 0 | TM |
Monthly rhythm
START OF MONTH
Plan visits
PSSR reviews Form 02 Machine Focus and Form 03 Pipeline to rank customers (WI-01).
DURING MONTH
Visit and log
Visit at minimum frequency, record in CRM, open Form 05 Issue Log for problems (WI-02, WI-04).
AFTER EACH VISIT
Update
Visit report to RM within 2 working days; update Form 03 and Form 04 (WI-03).
BY THE 5TH
Monthly Review
RM submits Form 06 to TM, KAM, SA Ops Manager and GM Parts Sales (WI-05).
EVERY 6 MONTHS
Refresh profile
RM and PSSR review all 12 sections of Form 01 Key Account Profile.
Work Instruction steps
WI-01 · PSSR L2+
Prepare
Review last visit, SMU, parts cycle, CVA, benefits; check stock; get CRM approval.
WI-02 · PSSR L2+
Visit
Follow-up, propose solution, agree next steps. Urgent issue: meet within 2 hrs.
WI-03 · PSSR / BM / RM
After the visit
Value-focused visit report to RM in 2 working days; complaints to RM immediately.
WI-04 · PSSR / RM / HQ
Report & escalate
Issue Log to RM and TM within 2 hrs; HQ conclusion within 24 hrs.
WI-05 · RM
Monthly report
Account Plan · Visit/Call · Pipeline & Forecast · Issue Log · Monthly Review.