Abstract:

The cases of many distribution organisations show that the strategy decided by firms is often very far removed from the realities of sales points. Operational management is often that which poses the most difficulties, not only because the strategic decision is badly chosen - on the contrary, but rather because its application is in contradiction with strategy wishes. Thus, since a long time, authors interested by the strategy have treated more fully the decision process, than its actual putting into application, sometimes called strategic management. The method that is presented here, SPI, Sales Performance Improvement, allows the underlining of these discrepancies between the distribution strategy and its operational management, and as a result of giving these precise recommendations, the amelioration at the point of sales level.