Distribution Partner Manager
Red Bull
Total years of experience :18 years, 2 Months
Joined with main priority of representing and managing the Red Bull business with Qatar Distributor (Al Salam Studios & Stores) by developing & agreeing annual business plans, achieving growth, driving Red Bull initiatives, tracking KPIs in line with the company strategy and priorities for Qatar market by focusing on Distributor Management & Structure through coordinate regular meetings to communicate company strategy & priorities, review business KPI’s, discuss opportunities & threats, run trainings and update sales teams, assign sales, distribution, execution targets and follow up these targets regularly, I have also planned & Executed incentive programs in order to keep sales representatives focused and motivated. Part of my responsibilities was to understands distributor’s hierarchy and has relationship from top down with clear understanding of the person responsible for tasks within distributor. Business Analysis and Planning through analyze Retail Audit reports and Key Accounts EPOS data to understand the performance and build action plans to tackle opportunities and close gaps. develop the annual business plans (bottom up) with regards to organization requirements, distribution, volume, In-trade execution, investments, and KPIs. Supply Chain & Finance through manage stock flow and ensure stock ordering process are in line with sales targets and targeted stock cover days on SKU level, as well as managing POS ordering, implementation and tracking process in line with business plan and market needs, on finance front develop and update Country value chain including all trade spends and link it to the P&L to have clear visibility on Red Bull profitability and Distributor Gross profit.
Impact & results:
• Managed to grow market share by +20% volume points in one year by focusing on keep total Red Bull distribution level at its highest, reduce OOS figures through distribution drive initiatives and store level sales monitoring and improve execution level across all channel to ensure perfect store model in place and block competitions.
• After Excise Tax implemented in Qatar in Jan-19 and effected Energy Drink consumer price by 100% increase, I have managed to bring back the business to the positive volume growth with +16% growth in one year only which placed Qatar as the fastest market to come back post taxation comparing to all GCC taxed markets.
• In order to improve efficiency, I have managed to switch the traditional trade incentive program payments from discount on invoice to FOC without hampering execution resulting a total saving of 15% of the program budget in one year on Red Bull P&L.
• By Jan-20 I have Identified the E-commerce platforms universe in Qatar, met all of them and secured availability in all of the grocery platforms, in the next step I have focused on top 3 platforms (contributing 80% volume of the channel) developed our execution with in these platforms and ensure Perfect Online store model.
• Improved our in-trade execution results based on third party audit by 9 points in one year through expand our list of stores in traditional trade incentive program, store level continuous training on opportunities and gaps to the distributor team on Modern trade channel and full team trainings on Red Bull In Trade execution standards.
Recruited to develop Agthia business across Qatar and Bahrain, managing 5 distributors with a portfolio that available in 5 different categories (Water, Beverages, Tomato paste, frozen food and Flour), my major brands are Al-Ain Water, Capri Sun Juice and Al-Ain Frozen Veg, in May 2018 Oman had been added to my territory with a major objective of building our own distribution operations in one year.
Impact & results:
• Managed to grow Bahrain business in 2018 by 36% through executing strategies for each category with major focus on re-build Al-Ain Water brand in Bahrain across all channels and distribute the contribution of the business based on RA numbers to reduce the count on the distributors owns outlets.
• Launched Al-Ain Water Zero Sodium range in Bahrain, the range represented 10% of the total business after one year of the launch.
• Build a business plan with our partner in Bahrain to expand the Capri Sun juice distribution, which have affected our growth positively in 2018 (26% growth in sales - 720 numeric distribution achieved in 2018 vs. 480 in 2017).
• Managed to exceed Frozen Vegetables 2018 targets and grow the business in Bahrain by 21% through launching new SKUs to the range and re-worked the yearly promo calendar to maximize the ROI and reduce expires.
• Prepared a 360^ strategy plan to re-launch Al-Ain Water Brand in Qatar, the strategy is finalized and will be executed as soon as export lines between Qatar and UAE opens again.
Recruited to drive P&L targets in my three different markets, maximize the potential of these markets by creating and implementing marketing and commercial strategies and to identify consumer needs, develop a sustainable market position for UB brands across the market portfolio and supervise strategy implementation executed by distributors (activity plans, NPD launches and delivering IMS).
Impact & Results:
• Exceeded sales management targets and achieve +20% growth year on year with Pladis across my markets.
• Managed to expand Mcvities portfolio by adding new source to the business through KSA factory and launched On the go range (Mcvities Digestive Bars and Cream Portion Packs) which represented 10% of the total business just after one year.
• Improved UB position across the trade through detailed analysis on account / channel level, followed by a plan on how to tackle each account / channel throughout the year.
• Developed the relationship with distributors through providing required support and needed trainings to all business functions.
Promoted - from my previous role after 10 months only - to manage the full operations in BAT Qatar, reporting to the Market Manager, had a team of 10 sales representatives, sales supervisor, two TMRs and 5 merchandisers all reporting directly to me, key responsibilities were to prepare yearly plan, ensure delivering agreed targets, update JPs to increase RTM efficiency and direct coverage, develop and maintain the relationship of our KA customers, team developments and trainings, analyze RA numbers and plan actions to tackle it, plus supervise all TM executions and updates.
Impact & Results:
• Managed to grow BAT SOM by 4 points in two years.
• Changed Carrefour investment schema from fixed rentals to a sales rebates schema which leaded to increase BAT SOM in Carrefour from 21% to 24%.
• Developed and implemented a TT pay for performance schema for weighted outlets, set clear volume and SOM target by outlet. (Contributed to a total SOM growth of 2% after 6 months of implementation).
• Reached 90% WD for NPD Dunhill Switch in three months, which made Qatar the fastest growing market for Switch and the first to hit 2% SOM.
Recruited to lead the TM expansion across Qatar, had to scan +900 outlets and then build a detailed plan on the suggested TM universe with the required budget to tackle each outlet through implementing over 300 POSM across the TM universe.
Impact & Results:
• Increased BAT TM universe from 78 outlets to 265 outlets in 6 months.
• Increased BAT SOS in the TM universe outlets by 50% to 100%.
• Enrolled engagement program across all TM outlets to ensure retailers corporation and get extra visibility / distribution.
Recruited to handle several multinational BTL activities with main focus on Philip Morris account, were responsible on recruit and train the part time teams, ensure delivering the campaign massage and report the final results of each campaign.
Major activates:
• Marlboro Racing Zone - March 2009.
• Parliament re-launch Exhibition in May 2007.
• Persil Road Show - Henkel