Sales Manager

Mô tả Công việc

1. Deliver topline business growth in assigned territory.

· Execute GTM strategies, channel strategies and differentiated value propositions for defined SSO segments in the marketplace in assigned territory

· Lead team to deliver on plan revenue, volume, mix, channel and CM% for SSO GTM and the overall segment’s profitability related targets in assigned territory

· Develop and execute sales plans to utilize sales opportunities and work with relevant functions to define proper actions

· Take timely action on gaps/shortfalls, build cases for approvals

· Monitor market/competitor movement for timely reactions

· Actively take part in trade marketing activities

· Assist GTM Manager SSO in providing demand forecast for regional segment sales plans in line with the business IBP processes

· Manage OPEX within approved budget

2. Distributors point visit & Review

Meet all Distributor at least once in two months.

All discussion to be based on the Distributor Business plan sheet only

Observe and discuss the following with the Distributor proprietor / Manager along with the ASM or TO and MDO

· Develop annual sales plans for distributors supporting business growth mandate

· Review distributor on agreed business plan – assess commitment to business plan, review and record distribution expansion/mix/retention/ number of SSO invoiced every month/operations/service levels/credit to market vs. ROI assumptions

· Assess performance vs. planned ROI – identify gaps and agree action plan – inventory, market credit, resource deployment etc.

· Agree and record plans for balance-to-go

· Assess capability of distributor, distributor manager, ASM/TO and DSR

· Check Distributors infrastructure – warehouse space utilisation, stacking norms and hygiene, delivery vehicles, manpower fill rate – as defined in the Business plan

· Review offtake vs. sell-in programmes – painter offtake, Medium and Small projects contribution, shop assistant programmes, In-Store etc.

· Document and send Minutes of the meeting

· Plan change in distributor and drive migration in the event of a distributor not meeting norms/breaking contractual norms laid out in the SOP and contract

· Implement the deployment of Supply Replenishment in DERP and regularly monitor stock norms with support from ISC to ensure Sell-in to the distributor

3. Distributor territory visit

Check and reconfirm on the Distributor ways of working.

Things to be observed:

· Beat adherence of DSRs and TOs market visit

· SLAs – Material delivery/credit terms

· Commercial – clarity and transparency of accounts to customers

· Discounts/Rebates/Promotions understanding and adherence to/proper deployment of agreed discounts/rebates/promotions

· Meet core segmented SSOs to address issues if any and ensure growth

4. Capability building of team

Improve capability of team members basis market and Distributor point visit

· Understanding the critical elements of the Business plan sheet

· Enablers to drive ROI

· Product/POST training if need arises

TO/DSR

· Preparing a smart and realistic plan basis the DSRs beat plan status (addressing growing, declining, unproductive etc.)

· Mock calls on POST and new SSO appointment

· Product/POST training if needed

· Complaint management

5. Retailer Profitability, Discounts/ Rebates/ Promotions management

Deploy discounts/rebates/promotions through distributor to ensure defined and stable retailer profitability for top 12 to 14 SKUs assessed via MOP tracking

· Ensure deployment of discounts and rebates as per defined policy to reduce gaps between Large, Medium and Small SSOs

· Ensure deployment of discounts and rebates to ensure profit per can is stable for identified SKUs which are on MOP tracker with inputs to GTM Head SSO and Manager Rebates and Promotions on estimated net landed and key competitors in relevant geography

· Ensure desired level of participation in loyalty building promotions like incentive trips in the distributor territories

6. Process adherence and usage of defines tools

Ensure adherence to defined processes by distributor, distributor teams and teams ASM/TO (as applicable) and drive usage of all mandated tools:

· DERP deployment and usage

· CRM usage – CRM Retail by DSR and TO, CRM Pro by MDO and Painter Rep for Medium and Small projects and painter engagement and CRM Case Management by all

· Painter engagement and loyalty programmes defined

· Daily, weekly, monthly review routines

· HSES norms

Lead team to conduct annual Retail Landscape

Use provided MIS reports to ensure proper understanding and insights of the distributor territories performance on sell-in, sell-out and offtake to be able to review, monitor and take corrective actions to ensure business plan delivery

7. Offtake management

Work closely with Area Offtake Manager & offtake team to ensure defined productivity of each member by measures result and regular review and monitoring:

· Market and Painter understanding

· Understand painter segmentation and Painter DVP to drive effective brand consideration and conversion.

· Understand offtake strategic plan and develop annual activities plan to their region

· Monitor and measure effectiveness of program constantly

· Discuss with offtake team to understand the issues and support them to achieve the objective and deliver business target

· Link offtake with Sell-out to lead sell-in

· Measure and evaluate the productivity and result of offtake team

· Cooperate with Marketing to build the tactical program and provide the training to improve their skills.

8. Productivity of Assets

Ensure defined productivity measures of assets through understanding of the measures and regular review and monitoring:

· POST equipment

· In-Store Eden deployments and periodic refresh