Area Sales Manager - Consumer Durables

Critical Accountabilities:

KEY RESULT AREAS (KRA) MAJOR ACTIVITIES OUTCOME:

1. Distributor 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 TO and MDO

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

- 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, 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 A structured review of the distributor and territory performance with clear action plans agreed post review to deliver defined Business Plans and ensure business continuity in the eventuality of a distributor not performing as per defined norms

2. Distributor territory visit Check and reconfirm on the Distributor ways of working.

Things to be observed-

- 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 Assess competence and capability of Distributor and team and adherence to defined SOP

3. Capability building of team Improve capability of team members basis market and Distributor point visit

ASM (India)

- 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 A capable and competent team of Distributor, DSR, ASM/TO who are aligned to defined processes and Business Plans

4. 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

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

- 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 Strong process adherence, usage of all provided tools by the teams and use insights to drive fact based business plan delivery while ensuring adherence t

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

6. Productivity of Assets Ensure defined productivity measures of assets through understanding of the measures and regular review and monitoring:

- POST equipment

- In-Store Eeden deployments and periodic refresh Meet all defined productivity measures

Major Challenges

1. Working with a distributor GTM model and ensuring alignment of distributors to delivering defined business plans

2. Shift focus from sell-in to driving offtake programmes to drive sell-out and sell-in

3. Using the painter organisation to gain a fair share in the Medium and Small projects serviced via SSOs in a Distributor GTM

4. Handling transition of GTM from direct to distributor model and managing transition of non-performing distributors or distributors who violate contractual/SOP clauses

5. Identify and building team's capability

Key Decisions and Dimensions

- Distributor territory plan - rolling 5 years

- Recruiting DSRs

- Painter engagement, training and pricing support for Medium and Small projects serviced via SSOs in a distributor GTM

- Material returns

Job Family Financial Measure 2018 Actual 2019 Plan

Sales Volume (Sell-out) TBC TBC

NSV (Sell-out) TBC TBC

Mix (Sell-out) TBC TBC

Active SSO/%invoiced every month YYY/50% YYY/70%

POST Productivity 40% 80%

Skills and Knowledge

- University degree with 6 to 10 years of Sales experience is mandatory of which at least 4 should be managing a team of Sales personnel - prior experience managing distributor GTM models will be an added advantage

- Should have the ability to work along with a team of people both FTE, CWF and Distributor and Distributor team to effectively deliver business objectives of sell-in, sell-out and offtake

- Proven track record of execution of defined programmes and processes through a team delivering defined business objectives and good people management skills

- Possess good analytical skills and ability to use data to identify issues and opportunities

- Good Microsoft Office skills (Excel, PowerPoint and Word),

- Clear communication skills (written and verbal communication skills) and strong interpersonal and influencing skills