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март 2010 — апрель 2016
6 лет и 2 месяца
Henkel Bautechnik, г. Москва.
Managed business with 40% share from total Henkel Bautechnik, 200 distributors with 2.5 bio RUR sell out
Organization - 8 ASM, 43 Regional Managers, 1 Sales system analyst,145 Trade representatives.
BUDGET: 200 mio
• Defined overall traditional distribution development strategy, developed strategies for every region and indicated annual priorities for Traditional Distribution
• Developed and managed sales plans
• Managed and controlled regional tactical objectives and activities – quarterly and monthly
• Managed the development of the distribution system – new partners, control of the sell in forecasts, management of the credit limits and debts, regular business reviews with partners
• Developed trade programs plan, and marketing activities related bonus systems for distributors, approved and controlled marketing materials budget
• Developed job standards for Traditional Distribution positions and, set targets and approved bonus programs for regional managers
• Defined and managed third party service budget and payment
• Created a team of 50 regional employees in all the regional of Russia
• Introduced CRM system for all the channels of the sales function
• Developed and introduced many functional standards (exclusive trade reps job standards, assortment standards, new distributor establishment guidelines, local promo standards, field coaching standards, regional activities and budget planning procedure, secondary clients objectives management process, developed and introduced ASM/RSM motivation program, etc)
• 3Y sales growth +80% in Traditional trade
• Annual sales growth in key sub-channels (АВ и СР client) + 30%
сентябрь 2006 — март 2010
3 года и 7 месяцев
Henkel Bautechnik, г. Краснодар.
Organization: 17 Henkel distributors, 5 Regional Managers and 22 Sales Representatives.
• Widening Company's business throughout the region including new territories development (Abkhazia)
• South region strategy development and implementation
• Development and adjustment sales plans for territories and cities, goals setting for the sales team of the region
• Building up distributor network in the region; coordination and control of the distributors activity
• Setting up new distribution partners in the region - search potential clients, establishing development plans and conclusion of new distribution contracts
• Sale in and sale out plans achievement
• Control the region trade marketing budget formation and effective execution (development of promotions aimed at increasing sales and distribution in the traditional channel)
• Coordination and control of the activity of 5 RM in South region including personnel hiring, couching, retention, motivation and development
• Responsible for development of key accounts
• Providing sales forecasts by products and categories.
• In 3 years regional business grew from 76 to 300 mio Rub
• Organized regional sales, established and enlarged distribution network (including Abkhazia)
• Built and developed strong and loyal team of professionals, 1 Regional manager was promoted to ASM as successor
Английский язык разговорный