The weekly meeting works because it puts the same numbers in front of you every week — **and the value is entirely in the comparison, not in any single week's figure.**

**Five weeks in, you know what normal looks like for each product.** A drop that would be invisible on its own becomes obvious against the run of weeks beside it.

**These are the four checks, in the order to run them.**

[Watch the walkthrough](https://kb.trackiq.com/kb-assets/kbvideo-weeklychecks-explainer-602de3b7.mp4)

*Prefer to watch? One hundred and seventy-five seconds on reading each metric against its own recent history, checking the market before judging a sales trend, and only tracking what you will act on.*

## **Start with the 80/20**

**Work your best products first, while you are fresh.**

**They deserve the most attention and they get it least**, because a meeting that runs top to bottom alphabetically spends its energy on products that do not matter.

## **Check 1: sales trend**

**Weekly sales, daily sales, revenue.**

**Read the trend against the previous weeks**, not the absolute number.

### **Then check the market, for your leading products**

**Search your main keyword, look at the top and direct competitors, and judge whether the market overall is normal, up, or down.**

**This is what makes the sales trend interpretable.** Sales up 10% while the market is up 100% is a bad week wearing a good number.

**After ten or fifteen weeks of doing this you will know your competitors' normal ranges by eye**, which is when the check gets fast.

### **Then act on what you find**

**Trend positive → change less.** If it is compounding, let it compound. Confirm ACOS and TACOS are in range, confirm inventory is adequate, and keep whatever is working running — deals, outside traffic, promotions.

**Trend negative while the market is normal → act now.** That is your product losing ground rather than the category softening.

**Your options, in rough order of speed:** raise TACOS and push it through advertising, run a deal, drive outside traffic, start a promotion. Then, deeper: check whether ACOS has deteriorated, test new campaigns, or work on the listing itself.

![Sales trend per product, against previous weeks](/kb-assets/shot-prod-table-6c206b.png)

**The whole method depends on last week sitting next to the previous ten, per product** — see [**Understanding Business Reports**](https://kb.trackiq.com/hc/knowledge-base/articles/understanding-business-reports). A single week's export tells you a number; the run of weeks tells you whether to act.

## **Check 2: sales against inventory**

**Compare the sales pace to the cover you have left** — see [**Monitoring Inventory Against Sales**](https://kb.trackiq.com/hc/knowledge-base/articles/monitoring-inventory-against-sales).

**Selling faster than planned is only good news if you can supply it.** This is where budgets get cut on products heading for a stockout and raised on products back in stock — see [**Going Out of Stock**](https://kb.trackiq.com/hc/knowledge-base/articles/going-out-of-stock).

## **Check 3: sessions and conversion**

**Both from Business Reports, both read against the previous weeks.**

**Sessions.** Five weeks running at 5,000–6,000 a week, then suddenly 3,000, is a dramatic change that has to be investigated this week.

**Block time for it.** Look at the market, the listing, the back end — something specific caused it, and a fall that size will show up in sales immediately.

**Conversion.** Five weeks at 65–75% in Business Reports, then 55%, is a ten-point drop and worth one to two hours of dedicated investigation.

**Business Reports conversion is not your true conversion rate** — it is calculated its own way. **That does not matter here, because you are comparing it against itself.**

## **Check 4: rating**

**Watch the trend, not the value.**

**4.5 → 4.4 is alarming**, even though 4.4 is a perfectly good rating. **The direction is what matters**, because a trend continued takes you to 4.0, and at that point the product is in serious trouble.

**Address negative rating trends the week you see them** — see [**The Rating Recovery Action Plan**](https://kb.trackiq.com/hc/knowledge-base/articles/the-rating-recovery-action-plan).

## **Only track what you will act on**

**You can add as many columns as you like. Add only the ones that will change what you do.**

**A metric you look at and never act on costs you time every single week**, forever.

## **Why the weekly cadence is the point**

**Every one of these checks is a comparison against recent history**, and that only exists if you look at the same numbers on the same schedule.

**The output is tasks.** Each check that fails produces a specific investigation with time blocked against it — see [**The Brand Manager's Calendar**](https://kb.trackiq.com/hc/knowledge-base/articles/the-brand-managers-calendar).

**That is what makes the meeting powerful:** you find negative trends within a week of them starting, rather than at the end of a quarter.

## **Common mistakes**

**Reading this week's number** without the previous weeks beside it.

**Working the catalogue in order** rather than starting with your best products.

**Judging sales without checking the market**, and misreading a category-wide move as your own.

**Investigating a session drop next week.** A 40% fall is this week's job.

**Reacting to a rating value** rather than a rating trend.

**Adding columns you never act on.**

**Leaving the meeting without tasks.** The checks are only useful if they produce blocked time.

## **Related**

- [**The Weekly Meeting**](https://kb.trackiq.com/hc/knowledge-base/articles/the-weekly-meeting) — the meeting these checks make up.
- [**TACOS and ACOS Range Monitoring**](https://kb.trackiq.com/hc/knowledge-base/articles/tacos-and-acos-range-monitoring) — the two advertising checks that follow these.
- [**Triage a Rank Drop Across Your Top Keywords**](https://kb.trackiq.com/hc/knowledge-base/articles/triage-a-rank-drop) — where a session drop investigation usually goes next.