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август 2013 — н.в.
3 года и 9 месяцев
Группа Ладога, г. Санкт-Петербург.
Export Director. LADOGA Group. St.Petersburg, Russia. www.ladogaspb.ru
Ladoga Group is one of the Top-10 producers of spirits in Russia. Distributed vodka brands: Imperial Collection Ultra Premium (Faberge Egg), Imperial Collection Gold, Golden Snow, Czar’s Original and etc. Exports vodka brands in more than 60 countries worldwide.
Managed existing distributors, opened new distributors in Latin America, USA, Hong Kong, Philippines, Singapore and etc.
Fruko-Shultz (Czech) distillery - total domestic sales and distribution system re-structuring, new sales stuff hiring, communication with local executive search agencies. Major goal - domestic business profitability increase.
USA business growth from start-up. Importer opening in NY. Distributors selection and activation across the States.
UAE based project of Distribution partnership for Africa, Emirates, Middle East and Asia. Ladoga Group - local partner Joint Venture creation from start-up.
январь 2012 — август 2013
1 год и 8 месяцев
HELL Energy Drink, Hungary (Limassol, Cyprus) www.hellenergy.com, г. International.
Global distribution network building from start up. Providing export sales and marketing outsourcing service.
июль 2008 — ноябрь 2011
3 года и 5 месяцев
SPI (Cyprus) Spirits, SPI Worldwide Trade, г. Limassol Cyprus.
The SPI Group is one of the leading spirit producers (Stolichnaya vodka, etc.) in the world. The Group operates a full production cycle from agriculture to product distribution. The core business of the SPI Group is spirit manufacturing. The Group owns and markets over 120 international and local brands in the Vodka, Wine, Bitters, Brandy, RTD and Liquor categories. The main category is Vodka which is sold through exports to some over 120 countries. Some of the key brands in the portfolio are Stolichnaya, Moskovskaya and Kremlyovskaya.
Responsibility - International Sales and Marketing activities of the Group.
Conducted total company worldwide distribution system restructuring. Business transferred from one Global Distributor (Pernod Rickard) directly to local partners (selection, contract negotiations, long-term partnership building in 120 countries).
Global distribution management system setup. Western Europe Region, Eastern Europe & CIS Region, Middle East & Africa Region, Asia & Pacific Region, Latin America Region established, led a strategic transformation, team restructure and management hiring.
CRM system introduced and implemented worldwide. All Company business processes included (Sales, Marketing, Finance, Production, Legal), total reporting and monitoring system implemented.
сентябрь 2007 — июль 2008
РОСНО, г. Москва.
Responsible for non-life sales and dotted line responsibilities for life, asset management, Ukraine, Kazakhstan. Member of the Board of Management.
декабрь 2005 — август 2007
1 год и 9 месяцев
Real Estate Agency “RAN” - affiliated to LenSpecSMU, г. Санкт-Петербург.
Start-up of the affiliated company (as a part of LenSpecSMU construction Holding), residential and commercial property sales
июль 2004 — август 2006
2 года и 2 месяца
Компания "Дарья", г. Санкт-Петербург.
Managed all business operations including two production facilities (stuff 850 people)
Conducted complete company re-structuring (out of 4 different companies in one with matrix management system)
Meet and exceed 2005 budget goals
KPI system implemented for all managerial levels
In order to fulfill production volume, started private label production for main national Key Accounts (Metro, Pyaterochka, Perekrestok, Lenta, Magnit) as well as outsourcing production for “Petrosoyuz-Heinz” company
In order to improve brand awareness, re-branding was conducted for all main company brands, SCU optimization program implemented.
август 2002 — июнь 2004
1 год и 11 месяцев
Baltic Beverages Holding, Пивоваренная компания "Балтика", г. Санкт-Петербург.
Building national portfolios, strengthening BBH presence in international brand & premium segments, sharpening brand positioning & communication, securing sufficient brand support, raising the level of marketing
BBH Consolidation – design and development program for consolidated production, sales and distribution systems to strengthen BBH market positions. “Way to Market” Strategy development (Sales and Distribution strategy, Channel strategy); secure organizational capabilities (recourses to match the market development stage, to manage key accounts, to develop distributor relationships, to lead and coach big sales organizations, financial capabilities); Terms of Trade – defined and established the rules, payment policies, discounts systems for BBH breweries;
Managed business operations with responsibility for Sales Russia, Export sales (CIS Countries and 27 other non-CIS countries, including branch in Germany) and Marketing
Export department operations audit, appraisal and restructuring. Clients divided by regions of responsibility to CIS Countries, America Region, Europe and Africa region, Asian Region and Far East region. Sales volume planning system established, CRM system implemented for all clients
Export brand portfolio developed. Marketing support programs/budgets established for key customers
Scottish Courage (UK) and Baltica export and distribution development program developed agreed and launched in UK and Scotland as premium Russian beer brand
Renovation of subsidiary Baltika Deutschland GmbH in Germany business operations, new stuff hiring, direct contacts to Carlsberg-Germany distribution channels established.
Scottish Kronenburg (France) and Baltica agreement to launch our product in Paris and South East of France by establishing partnership with key distributors: Elidis Paris, Tafanel and Elidis Antibes-Cannes-Nice
Sales - Russia
The total business operations audit was conducted from the very beginning (Рrice structure, credit policy terms, territory deviation principles, product flow control status, sales forces –own and distributors - development levels, exclusive trade groups in distributor's trade structure…), key personnel Performance Appraisal was carried out.
Total Company sales department has been restructured as well as existed for that moment distribution system
Country was divided into 8 Regions (managed by newly hired Regional Managers with their own organization structures), territories fixed and divided between distributors (principle – one outlet – one sales representative – fix pricing),
Credit Policy has been developed and implemented (total control on clients cash flow set as a main goal)
Distributors operations manual was developed and implemented – number of distributors reduced to 220 out of more then 1300, main principle – 100% product portfolio availability 100% of time at fixed price national wise has been achieved.
Merchandising standards were established and launched on the national base, more than 960 sales reps./merchandisers hired
Own, Exclusive and Hybrid sales forces were set for established direct sales system under same requirements,
Top-10 (for cities with population more than 1 mio people) and Top-100 cities sales & marketing development program was established and launched. More than 40 representative offices were opened.
Trade marketing department was separated from Marketing department in order to make it closer and more specific for national and local trade marketing programs aimed to conduct activities on local level.
Training department was organized in HQ with presence in every regional org.structures, field trainers were hired, and training programs for all sales force levels were developed, field force training strategies have been defined
First national conference of Company’s distributors in SPb was conducted with presentation of “Baltika & partners program”. Clear goals and targets also as Company sales and distribution system were presented to each company distributor
All levels incentive program was developed and launched
The Key to Success program was initiated and launched on national base
Distribution (Quality not quantity)
In outlet Branding (If you are not visible you are invisible)
Outlet Support (Less and more is better)
Company Focus (Motivate those you need to and frustrate the others…)
As a result of 2003 business restructuring, new system was established where Baltica brand and SCU portfolio were distributing national wise under total control of Baltika’s responsible people in 100% of alcohol selling POS according to Company standards and with Baltica support. Bases for future growth (+15% 2004/2003) have been established.
Developed the Baltica brands development strategy 2004
Continued brand growth (Current markets: internal prioritization of brand, New markets: Growth market focus & support)
Implemented new brand identity program (Primary pack design -standard bottle / can & Euro; Secondary packaging design – standard and Euro
New POS visibility program
Strong end of the year activity program
Initiated and implemented Brand portfolio structure development program
октябрь 2000 — август 2002
1 год и 11 месяцев
Coca-Cola HBC Russia, г. Санкт-Петербург.
Managed all Sales and Marketing operations in St.Petersburg and North-West Russia to fulfill budjet objectives
Managed business operations on North-West Russia (staff of 125 people, 4 branches, and 9 distributors in 13 regional cities with population over 7,5 Mio people).
Developed, supervised and maintained an efficient organization thoroughly trained in the requirements of their respective positions.
Assigned duties and delegate responsibilities in accordance with the plan of organization. Made it certain that competent executives are selected and properly trained for each of the key positions.
Carried out Company objectives and policies, recommended and implemented desirable changes in important policies or practices to improve overall performance of Department.
Provided forceful, aggressive leadership for the organization and coordinated all activities. Watched that authority commensurate with assigned responsibilities is delegated to the executives under my supervision.
Reviewed and appraised, regularly and systematically, the results obtained by the respective units of the business and took prompt corrective actions, whenever needed to improve overall performance.
Made it certain that there is appropriate co-ordination and co-operation among the executives reporting directly and between these executives and other key personnel in the Company.
Developed a sound sales plan, and watched that it is properly coordinated and effectively carried out in the various territorial divisions.
Coordinated the sales plan with the production and distribution facilities so that a maximum supply of product will continuously flow into the market.
Approved in accordance with established policies, the selection, compensation and placement of all Sales Managers, Staff members and other levels of sales personnel.
Directed the maintenance of sales records, analysis of sales trends and interpretations of sales results. Initiated surveys and special research projects in order to assess and enhance the Company leading position at the market.
Managed to foster the development of sound personnel selection standards and programs so that personnel of a desired caliber could be constantly fed into the field organization.
Directed the development of training programs for Route Managers and Route Salesmen. Provided opportunities for a progressive increase in responsibilities for those who merit them, keeping in mind the desirability of developing the organization from within.
Authorized the implementation of the programs on advertising, promotion and selling methods and techniques in the established test territories, appraised and evaluated the results before approving their adoption in the various divisions
Kept informed on competitors sales activities and interact then to ensure the Company keeping it’s leading position at the market. Kept informed on business conditions and general trends likely to influence sales and profit results in the various divisions as well as the Company as a whole.
Carried out annual performance appraisal for the direct subordinates; developed their future professional growth to strengthen the organization from within.
Ensured proper succession planning for managers, indirect supervision.
Established and maintained long-term mutually beneficial partnership with the key customers, including the KO distributors in certain regions.
Ensured proper management of the Department operating expenses.
август 1998 — октябрь 2000
2 года и 3 месяца
Russian branch of Melitta International Group of Companies, г. Санкт-Петербург.
Managed business operations in Russia, responsible for business development in Russia, Ukraine and Belarus, identifies and developed new business opportunities
launched and developed business operations in Moscow and Moscow region, completed start-up operations for Moscow Distribution Center
was responsible for budgeting, sales targeting, forecasting and controlling, performs profit and loss analysis, oversaw operational costs and other expenses
prepared annual marketing plans and budgets according to Minden HQ marketing guidelines, implemented marketing budgets and analyzed efficiency of marketing activities, analyzed competitors’ activities
developed relations with media, PR and promotion agencies and suppliers, monitored meeting of Melitta standards and evaluated business partners’ performance
developed Target Group Meeting Point plan and including TGMP locations, coordinated and monitored implementation of all promotions
conducted special marketing studies and projects: market researches, competition analysis, media effectiveness reviews, etc.
ensured that all sales and marketing goals are achieved: market leadership positions for all Melitta related brands; core product sales development and strong brand awareness in St. Petersburg, Moscow and regions
identified new potential markets and regional distribution network, managed relations with main Key Accounts
was responsible for key accounts management, supervised merchandising and promotion campaigns, trained key accounts’ sales force
organized advertising and promotional campaigns in St. Petersburg and Moscow
provided full scale marketing support to local distributors
supervised staff of 45 and key accounts’ sales force
managed logistics functions: warehousing, product supply, ordering, import shipments, customs clearance, rail and road deliveries
liaised with Chief Financial Controller (Minden) to ensure that all credit terms are met, monitored bad debt risks and past due accounts, prepared P&L reports
reported to European headquarters
март 1995 — июль 1998
3 года и 5 месяцев
Philip Morris Management Services B.V., St. Petersburg-Moscow, г. Санкт-Петербург Москва.
Directed and coordinated merchandising activity in St. Petersburg and Leningrad Oblast
trained, supervised and coordinated merchandising teams engaged in distribution of goods in and around St. Petersburg
monitored distributors’ performance (large wholesale trade companies), ensured availability of goods on offer in St. Petersburg and Leningrad Oblast
maintained and developed relations with key accounts, supervised and coordinated distribution of goods to wholesalers in major business regions of Russia including Southern regions
organized and coordinated shipment of goods from importers to customers
developed regional sales plans, determined discount policy
supervised staff of 16 (including regional key accounts executives)