How to set a sales plan on Wildberries and monitor its execution?

To ensure the sales plan on Wildberries is met, the plan needs to be broken down by week or day, distributed across products, and actual results should be regularly compared with the plan. This allows you to spot lagging performance in time and adjust advertising, supplies, or prices.

Why Set a Sales Plan on Wildberries

If you only focus on the final gross revenue at the end of the month, you may notice too late that sales have started to decline.

A sales plan helps you:

forecast gross revenue;

control goal achievement;

respond to sales drops in time;

evaluate the effectiveness of ads and promotions;

plan purchases and supplies.

It's best to set plans not only for the month but also by week — this makes it easier to track deviations.

How to Set a Sales Plan on Wildberries

A working plan is built from past period facts and a realistic forecast.

The basic scheme for setting a plan is as follows:

1. Analyze Past Sales

First, look at statistics from previous periods:

gross revenue by week/day;

number of orders and sales;

best-selling products and categories;

the impact of promotions and ads on spikes and dips.

This data is the starting point for the future plan: you see what you can already sell and where there is growth potential.

2. Account for Seasonality and Expected Demand

Next, adjust for external factors:

season (holidays, sales, low season);

planned promotions and participation in sales events;

expansion or reduction of the product range;

changes in prices and competition.

If a hot season is ahead, the plan can be increased. If you are entering a poor month for the niche, inflated goals will only distort the picture and complicate ad management.

3. Choose the Main Goal: Gross Revenue or Number of Orders

At this step, the main goal is formulated: target gross revenue for the month, or target number of orders/sales. Most often, gross revenue is chosen as the main benchmark, while the number of orders is used as a supporting metric to track demand and conversion rate.

4. Break Down the Monthly Goal by Week

Next, the monthly goal needs to be "broken down" by week. You can distribute it unevenly, taking into account forecasted peaks and troughs. The main thing is that each week has its own clear figure to compare with actual results.

5. Distribute the Plan by Products or Categories

If you have several product groups, the goal needs to be "pushed down" lower:

to specific products (SKUs) — when the assortment is small;

to categories — when there are many items and SKU-level detail is not needed.

How to Monitor Plan Fulfillment

After setting the plan, it is important to regularly track:

gross revenue — total turnover from orders;

number of orders — how many orders were placed;

number of sales — how many orders were actually redeemed;

net profit — how much you actually earn after all expenses;

plan fulfillment percentage — the ratio of actual to planned results as a percentage.

If actual indicators start to lag, you should check:

whether there is enough remaining stock;

whether search positions have dropped;

whether advertising is working effectively;

whether competitors' prices have changed;

whether the conversion rate of product listings has worsened.

The earlier a problem is identified, the easier it is to meet the monthly plan.

What to Check if the Plan is Not Being Met

If actual results are significantly behind the plan, you need to check key points:

Remaining stock: Is there enough product in the warehouse? Are there frequent "out of stock" situations?

Search results: Have positions for key queries dropped?

Advertising: Have bids been reduced? Have campaigns been turned off? Are there any failing combinations?

Competitor prices: Have you become more expensive than alternatives without justification in the product listing?

Listing conversion rate: Have clicks and redemptions dropped? Have reviews and ratings worsened?

The sooner you see the lag, the easier it is to compensate by adjusting bids, prices, stock, or assortment before the end of the month.

How to Monitor the Sales Plan Without Manually Building a Report

The Torgstat service has a Plan-Fact report for this purpose.

In it, you can:

set plans for each product;

choose a metric: gross revenue, net profit, number of orders, number of sales, or order value;

distribute the plan by week;

compare plan and actual indicators;

see the percentage of fulfillment for each period;

quickly find products that are lagging behind the plan.

On one screen, the plan, actual results, and fulfillment for each week are displayed, so there is no need to maintain separate Excel spreadsheets and manually calculate deviations.

This approach allows you to quickly understand which products need attention and take action before the end of the reporting period.

Frequently Asked Questions

What is better to plan — gross revenue or number of orders?

The main metric usually depends on the task:

for financial planning, it is more convenient to set a goal for gross revenue or net profit;

for analyzing demand and promotion effectiveness — for the number of orders and sales.

In practice, many sellers use both indicators: gross revenue shows the money, while the number of orders shows interest in the product and the performance of the sales funnel.

How often should I check plan fulfillment?

Optimally — daily or at least once a week. This allows you to notice deviations in time.

Do I need to set a plan for each product?

If the assortment is small — it is advisable. For large stores, you can plan by categories or only for the most important SKUs.

What to do if the plan is not being met?

First, determine the cause: lack of remaining stock, drop in positions, problems with advertising, price changes, or a drop in conversion rate. After that, adjust promotion, supplies, or assortment.