Users & Passwords
Add login users for this app. Choose Admin for full access, or User and pick which tabs they can open.
| Username | Role | Access | Actions |
|---|
Motivation messages
31 short messages, one per weekday. Day 1 is the start date (or the next Monday if you start on a weekend). Saturday and Sunday repeat Friday’s message; Monday continues with the next new one. The message for today appears on the Home tab. If you leave users unchecked, everyone sees it. Nothing is shown before the start date, and nothing after the 31st weekday.
Route Analysis and Visits Planner
Routes Analysis and Visits Planner.
Customer List
Upload the Customer List (QuickBooks export). Weekly sales are built automatically from the Sales by User report below, and last no-sale dates from the Non-Service Report. Just select the Customer List and the Sales by User report — the data merges and loads by itself.
You can still upload an old “Weekly Sales Report” here instead; it will be used as-is.
Non-Service Report (accumulates)
Upload the non-service report (visits with NO sales). Each upload adds new rows to the record kept in the cloud — you can upload just the latest weeks and history is preserved (duplicates are ignored). Visits WITH sales come from the Sales by User report below.
Sales Report (accumulates)
Upload the "Sales by User" transaction report. Each upload adds new transactions to the record kept in the cloud (duplicates are ignored), so you only need to upload the latest weeks — the full history builds up over time. This feeds the weekly sales, classes and every report.
Inventory List
Upload the Inventory List (.xlsx / .xls). The file is stored in the cloud and reloads automatically after a refresh.
Routes
Add, edit, or delete the routes and their salesman contact information. Changes are shared across all devices.
| Route No | Salesman | DBA | QBs ID | LaceUp ID | Price Level % | Phone | Actions |
|---|
Customer ID Generator
Pick a route and get the next available customer ID. The ID is region letters + 4-digit number (e.g. NC0422); the route only decides the letters and the number range. Uniqueness is checked by letters + number across the loaded Customer List (active + inactive), Sales, and Non-Service reports, so it never repeats.
| Route | Letters | Range | Used | Free | Next free |
|---|
Look up an existing ID or find IDs that appear more than once in the loaded Customer List (active + inactive). Matching uses letters + number (e.g. NC0422), so a route prefix like 01 is ignored.
| Metric | Route Customers | Customers Visited | Total Visits | Visits with sales | Visits with no-sales | Credit only | Total Sales | Total Credits | Credit % | Grand Total |
|---|---|---|---|---|---|---|---|---|---|---|
| Load a file to see results. | ||||||||||
| Customer | Route | Setup Date | Active Weeks | Weeks Analyzed | Weeks With Sales | Last non sales date | Reason | Date of Sales | Last Visit Sales | Total weeks since last visit | Average / Week | Real Sales / Week | Class | Preferred Day | Preferred Week | Fixed Service | Notes | Recommendation | Total Sales |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Load a file to see results. | |||||||||||||||||||
Store Growth
Current is stores still active on the To date. Started with = Current + Deactivations − Activations. Click any number to see the stores.
New activations — where are they now?
Stores whose Registered Date falls in this period. Still active means they have no Disactivation Date (or it is after today).
Trend
Click a KPI to identify the stores
| Click Started with, New Activations, Deactivations, or Current to identify the stores. |
The year is split into 4 quarters. Enter the weekly goal for each period, then Save. Goals are stored per route so they reload when you open that route again.
Periods to analyze
Select one or more quarters to chart and list their weeks with sales vs weekly goal.
Results
| Period | Week (Sun – Sat) | Sales | Goal | vs Goal | % of Goal |
|---|---|---|---|---|---|
| Choose a route and at least one period to analyze. | |||||
What-If Planner
Visit Rules
| Metric | Actual Data | Reclassified Class | Difference | % Change |
|---|---|---|---|---|
| Planned Stops | 0 | 0 | 0 | 0% |
| Route Customers | 0 | 0 | 0 | 0% |
| Driving Time | 0 hrs | 0 hrs | 0 hrs | 0% |
| Service Hours | 0 hrs | 0 hrs | 0 hrs | 0% |
| Total Hours | 0 hrs | 0 hrs | 0 hrs | 0% |
| Route Capacity Used | 0% | 0% | 0% | 0% |
| Estimated Miles | 0 mi | 0 mi | 0 mi | 0% |
| Unscheduled | 0 | 0 | 0 | 0% |
| Planned Sales | $0 | $0 | $0 | 0% |
4-Week Visit Schedule
Week 1
Week 2
Week 3
Week 4
Planned Stops Detail
| Week | Day | Seq | Customer | Address | City | State | Zip | Route | Class | Visit Rule | Preferred Day | Preferred Week | Fixed Service | Notes | Expected Sales / Visit | Real Sales / Selling Week | Real Sales / Visit | Gap / Visit | Avg / Week | Total Sales | ETA / Miles From Prev |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Build planner to see results. | |||||||||||||||||||||
🗺️ Map Recommendations
🧠 Class System Recommendations
Class System – Full Operating Strategy
This section is not just a description of the customer classes. It is a complete action plan for how to protect sales, grow the right stores, reduce wasted time, and improve route profitability. The purpose of the class system is to help the team spend more time where the return is highest and less time where service is not paying back enough.
- Not all customers deserve the same service level.
- Time, fuel, payroll, and route capacity must be protected.
- High-value accounts must receive strong service discipline.
- Mid-value accounts must be developed with purpose, not visited blindly.
- Low-value accounts must justify their place on the route or move to reduced service.
- The goal is not more visits. The goal is more profitable visits.
What each class means in business terms
| Class | Business meaning | Default service rule | Main objective | Main risk |
|---|---|---|---|---|
| Class A | Power accounts that carry major weekly volume and heavily influence route performance. | 3 visits every week | Protect volume, availability, and shelf dominance. | Stockouts, poor execution, competitor gain. |
| Class B | Strong accounts with real growth potential and the ability to become future A stores. | 2 visits every week | Grow basket size and upgrade into A. | Underdevelopment and inconsistent follow-up. |
| Class C | Solid middle accounts that can either grow or become time-consuming average performers. | 1 visit every week | Separate growers from non-growers. | Too much time with too little return. |
| Class D | Lower-value accounts that may still be worth keeping, but only under controlled service. | 1 visit every other week | Serve efficiently and test upgrade potential. | Low profitability and route drag. |
| Class E | Very small accounts that often consume more time than they generate in contribution. | 1 visit every 4 weeks | Minimize service cost and keep only core value. | High cost-to-serve ratio. |
| Class F | Weak accounts that should stay only if there is a strategic reason, special territory value, or clear recovery plan. | 1 visit every 4 weeks / subject to removal | Review aggressively and eliminate waste. | Pure route loss. |
Class A – Power Accounts
These customers carry the route. In many territories, a relatively small number of A accounts produce a huge share of weekly sales. A stores should be treated as protected assets.
- Keep them on fixed, reliable service days when possible.
- Place them early in the day so execution is not rushed.
- Prioritize inventory allocation, fill rates, and merchandising support.
- Watch for out-of-stocks, shelf gaps, missing tags, and poor facing discipline.
- Review top-selling SKUs and add secondary placements whenever possible.
- Use every visit to protect the current order and look for one more category win.
- Escalate issues fast: pricing disputes, credits, inventory shortages, competitor encroachment, damaged fixtures, low display compliance.
- Assign the strongest reps and supervisors to these accounts.
- Never downgrade service unless there is hard proof that volume can hold.
- Zero preventable stockouts on top items.
- Strong weekly order consistency.
- Monthly growth plan by customer.
- Quarterly review of assortment, display opportunities, and competitive threats.
- Fast corrective action when sales trend weakens for 2 to 3 consecutive cycles.
Class B – Growth Accounts
B accounts are where disciplined route management creates future A stores. These customers already matter, but they still have room to climb with the right execution.
- Build growth plans, not routine visits.
- Identify missing SKUs, underdeveloped categories, and weak shelf presence.
- Use promotions and suggested orders to increase average ticket.
- Track which B stores are growing and which are flat.
- Push distribution before pushing deep inventory.
- Use secondary displays, incremental placements, or bundled recommendations where the format supports it.
- Create a monthly watchlist of B accounts that are close to becoming A.
- Require reps to explain why a B account is not growing if it has had stable service for a long time.
- Focus on easiest wins first: top movers, missing items, display corrections, larger order discipline.
- Review order size trend line, not just total sales.
- Prioritize accounts with stable payment, good execution, and local demand.
- Upgrade to A only when growth is consistent, not because of one spike week.
Class C – Mid-Tier Accounts
C customers should be managed with discipline. This class usually contains both hidden opportunities and hidden inefficiencies.
- Visit weekly, but with a purpose.
- Split the class into two internal groups: C-Growth and C-Maintain.
- C-Growth stores get specific development actions.
- C-Maintain stores get efficient service with tighter time control.
- Do not allow long non-productive conversations to consume route time.
- Check whether these stores are limited by assortment, owner engagement, location, traffic, or rep follow-through.
- Review if some C accounts are ready to move up to B or down to D based on real trend, not rep opinion alone.
- If the store is growing and accepting recommendations, invest.
- If the store is flat but stable, serve efficiently.
- If the store is declining and hard to develop, downgrade service intensity.
Class D – Warning-Zone Accounts
D customers are not automatically bad accounts, but they require control. If they are visited too often, they quietly destroy productivity.
- Service every other week unless there is proven upgrade potential.
- Keep visit duration tight.
- Carry narrower assortments centered on proven fast movers.
- Set minimum order expectations when appropriate.
- Audit whether distance, stop time, and sales volume still make sense together.
- Use D accounts as candidates for route compression, day consolidation, or alternate service models.
- Promote only those with measurable upward trend and owner cooperation.
- Is this store worth the miles?
- Can a tighter assortment improve turns?
- Is the account underperforming because of execution or because the market is weak?
- Would a lower frequency hurt sales materially?
Class E – Very Small Accounts
E customers must be handled with discipline. This class often creates hidden cost because the rep gives more time than the account can justify.
- Default to one visit every four weeks.
- Keep only high-turn core items unless local demand clearly supports more.
- Standardize service and reduce exception handling.
- Combine these stops efficiently with nearby higher-value stores.
- Review each account for margin, distance, order consistency, and growth chance.
- Do not allow emotional attachment or habit to override profitability.
- If the account repeatedly misses orders or creates service issues, move it to formal review.
- It helps defend territory presence.
- It supports a nearby strategic cluster.
- It has clear upside not yet captured.
- It contributes acceptably relative to travel and stop time.
Class F – Low-Value / Removal Review Accounts
F customers should not remain in normal service by default. They need a clear business reason to stay active in the plan.
- Review one by one, not as a group.
- Challenge the need for continued regular service.
- Reduce time commitment to the minimum possible.
- Move to opportunistic selling, low-frequency service, or removal if justified.
- Require management approval for exceptions.
- Document why each F account is staying, improving, or being removed.
- Do not let legacy relationships keep dead weight on the route forever.
- Keep: if there is strategic territory value, good future potential, or special local importance.
- Recover: if there is a clear 60- to 90-day action plan with owner commitment.
- Remove: if low volume, weak cooperation, high distance, and no credible upside exist together.
Supervisor action plan
- A accounts always protected.
- B accounts reviewed for growth opportunity monthly.
- C accounts split into growth vs maintain.
- D and E accounts reviewed for cost-to-serve every cycle.
- F accounts reviewed with hard decisions, not delay.
- Preferred day and fixed-service stores honored when operationally required.
- Day plans built to maximize route density and limit wasted windshield time.
- Every rep should know the reason each account sits in its current class.
Recommended KPI scoreboard
| KPI | Why it matters | Best use |
|---|---|---|
| Sales by class | Shows where the route truly earns money. | Protect high-value classes and spot weak mix. |
| Stops by class | Shows time allocation. | Check whether low classes are absorbing too many visits. |
| Average sales per visit | Measures service efficiency. | Reduce low-return activity. |
| Weeks since last sale | Detects dormant accounts. | Target D/E/F reviews fast. |
| Growth trend by account | Separates winners from stagnant stores. | Promote or downgrade based on evidence. |
| Miles per sales dollar | Measures route efficiency. | Find remote low-value problems. |
| Order compliance / fill rate | Protects A and B accounts. | Fix service failures before they hurt volume. |
Best decision rules to maximize profitability
- Increase attention only when there is evidence of return.
- Do not confuse busyness with productivity.
- The best routes are dense, disciplined, and class-driven.
- Protect the top, develop the middle, control the bottom.
- Every class should have a service rule, a review rule, and an escalation rule.
- Reclassify accounts regularly so the system reflects reality.
- When route capacity is tight, lower classes must absorb the reduction before upper classes do.
Final proposal
Run the business with a strict class-based service model. Protect A accounts aggressively. Build B accounts into future A accounts. Manage C accounts with clear intent. Keep D accounts under tight service discipline. Limit E accounts to highly efficient maintenance service. Review F accounts for removal unless they have strategic value or a recovery plan.
This approach maximizes route productivity, increases focus on profitable stores, reduces wasted service time, strengthens sales discipline, and creates a cleaner territory structure that can scale better with rep time, fuel cost, and route capacity.
Last customer visit report
One row per customer. The last visit is the most recent day with a sale (Sales by User) or a no-sale (Non-Service). If both happen on the same day, that visit is with sales. Click a total to filter by how long it has been since that visit. Click a row to open the customer sales report.
| Customer | Setup Date | Last visit | Visit result | Sales | Reason | Days since |
|---|---|---|---|---|---|---|
| Load the Customer List in Uploads to build this report. | ||||||
Items Sold by Route
For FG items only (Item type = FG), shows which ones were bought and which ones were never bought. Purchases come from the SalesItemDetail sheet; each route is matched by its QBs ID (Administration → Route list) against the Name column. All routes totals every route together. Pick one route to see that route only.