Route Analysis & Visits Planner

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.

User Setup

Add, edit, or delete the users who are allowed to log in to the app.

Enter a username and password, then click Add User.
UsernameRoleTabsActions

Routes

Add, edit, or delete the routes and their salesman contact information. Changes are shared across all devices.

Enter the route details, then click Add Route.
Route NoSalesmanDBAQBs IDLaceUp IDPrice Level %PhoneEmailActions

New 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.

Load the Customer List first, then pick a route and click Generate.
RouteLettersRangeUsedFreeNext free
Show customers with sales and non-sales on the same day Show customers with no visits in the analyzed period Show customers visited more than once in the analyzed period
MetricRoute CustomersCustomers VisitedTotal VisitsVisits with salesVisits with no-salesCredit onlyTotal SalesTotal CreditsGrand Total
Load a file to see results.
Report
Click a total in the summary above (or a link) to open its report here.
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.

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.

Choose a route, enter quarter goals, then click Save.

Periods to analyze

Select one or more quarters to list their weeks with sales vs weekly goal.

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

Paste token, choose file, click Load File, then Geocode Addresses.
MetricActual DataReclassified ClassDifference% Change
Planned Stops0000%
Route Customers0000%
Driving Time0 hrs0 hrs0 hrs0%
Service Hours0 hrs0 hrs0 hrs0%
Total Hours0 hrs0 hrs0 hrs0%
Route Capacity Used0%0%0%0%
Estimated Miles0 mi0 mi0 mi0%
Unscheduled0000%
Planned Sales$0$0$00%

4-Week Visit Schedule

Search the planner to highlight matching customers.

Week 1

Week 2

Week 3

Week 4

Planned Stops Detail

Expected Sales / Visit = Avg / Week divided by the planned visits for that customer in that specific week. Real Sales / Selling Week = Total Sales divided by Weeks With Sales. Real Sales / Visit = Real Sales / Selling Week divided by planned visits for that customer in that week. Daily Planned Sales now uses Real Sales / Visit.
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

Build the planner and open the map to see geography actions.
Select one or more weeks and days to show them on the map.
Monday
Tuesday
Wednesday
Thursday
Friday

🧠 Class System Recommendations

Load a file to see class-system actions.

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.

Core principle
  • 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 APower accounts that carry major weekly volume and heavily influence route performance.3 visits every weekProtect volume, availability, and shelf dominance.Stockouts, poor execution, competitor gain.
Class BStrong accounts with real growth potential and the ability to become future A stores.2 visits every weekGrow basket size and upgrade into A.Underdevelopment and inconsistent follow-up.
Class CSolid middle accounts that can either grow or become time-consuming average performers.1 visit every weekSeparate growers from non-growers.Too much time with too little return.
Class DLower-value accounts that may still be worth keeping, but only under controlled service.1 visit every other weekServe efficiently and test upgrade potential.Low profitability and route drag.
Class EVery small accounts that often consume more time than they generate in contribution.1 visit every 4 weeksMinimize service cost and keep only core value.High cost-to-serve ratio.
Class FWeak 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 removalReview 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.

Best operating proposal for A customers
  • 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.
Targets for A customers
  • 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.

Best operating proposal for B customers
  • 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.
Promotion strategy for B customers
  • 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.

Best operating proposal for C customers
  • 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.
Decision rule for C customers
  • 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.

Best operating proposal for D customers
  • 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.
Escalation questions for D customers
  • 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.

Best operating proposal for E customers
  • 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.
When an E customer should stay
  • 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.

Best operating proposal for F customers
  • 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.
Removal or recovery framework for F customers
  • 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

What supervisors should enforce
  • 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 classShows where the route truly earns money.Protect high-value classes and spot weak mix.
Stops by classShows time allocation.Check whether low classes are absorbing too many visits.
Average sales per visitMeasures service efficiency.Reduce low-return activity.
Weeks since last saleDetects dormant accounts.Target D/E/F reviews fast.
Growth trend by accountSeparates winners from stagnant stores.Promote or downgrade based on evidence.
Miles per sales dollarMeasures route efficiency.Find remote low-value problems.
Order compliance / fill rateProtects 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

Best full proposal possible

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.

Items Sold by Route

For FG items only (Item type = FG), shows which ones each route buys and which ones it has never bought. Purchases come from the SalesItemDetail sheet; each route is matched by its QBs ID (Setup → Routes) against the Name column. Pick a date range to limit the results, or select a single route to see its full never-bought list.

Pick a route and set a date range, then click “Show Items”.