Senior Manager GTM and Capability Development
Sukkur Beverages Limited, (A Pepsi Cola Company)
Total years of experience :22 years, 8 Months
• Development of Go-To-Market Strategy and Execution, till date 90% of sales volume and some 130 distributions have gone live on Sales Information System.
• Lead / Development of Annual Operational Plan and strategic plans to build a GTM system and to build competitive core brand availability covering all key channels.
• Develop route productivity agenda to drive route efficiency.
• Monitor and improve KPIs
• Conversion of conventional model into pre-sell on Indirect Distribution network.
• Implementation of Channel based distribution.
• Availability and Distribution through auto dispatching.
• Sell-In to Sell-Out transition.
• Equipment coding & tracking implementation.
• Rural RTM development in Interior Sindh.
• Monitor Territory University having the following activities: Route Ridings, Weekly meetings with Pre-Sell Reps, Monthly review with Area Sales Managers, RSMs and DSMs on Key Performance Indicators.
• Monitoring and training the Resource on developing Sales Efficiency & Market Execution.
• Enrolling Distributors on Distribution Development Program and following -up till Graduation.
• Monitor the Cooler Injections of the franchise and maintain the volume per cooler as per standard benchmark of Pepsi Cola company.
• Train the Trainer (Merchandising Tools, 8 Steps of Call & Training on ATU)
• Distribution Revamp.
• Revenue Growth Management.
• Establishing Market Execution guidelines.
• Result Orientation through effective Team Management.
• Preparation of Plan-o-Grams for Channels based sales execution.
• Managing and ensuring transition from Sell in to Sell Out.
• Establishing framework for transparent market spending.
• Reducing reliance on distributors by ensuring secondary sales.
• Volume per Outlet enhancing activities.
• Revenue Growth Management.
• Customer Collaboration.
• Devising Marketing Campaigns according to client's expectations.
• Ensuring meticulous execution standards.
• Close co-ordination with external customers & vendors.
• Keeping Liaison with various Government Departments
1.Ensuring that distributors’ working standards are as per norms defined in ‘Premium, Classic & Non club distributor criteria and all the distributors are either maintaining those standards or are working towards that. This will be done by conducting regular distributor’s audits as per defined frequency and verifying compliance as against CCBPL standards on critical areas i.e. Ideal Workplace, Business Competencies, Operational Excellence, Business Planning and HSE etc.
2.Planning, suggesting & executing reformation opportunities with Territory sales team like Merger, Satellite Model, relocation, Re-routing, Termination, Split, and Hybrid.
3.Maintaining an agreed SKU wise Finished Goods Inventory level at the distributor warehouse by analyzing the end stock and identifying SKU wise OOS situations and thus generating primary loads orders and leading the whole process right from generation of ‘distributor order form’ till dispatch of load from the plant / warehouse. Moreover conducting physical stock audits once in a quarter.
4.Helping distributor in recruiting his Sales team, upgrading their business knowledge by arranging trainings through Learning & Development Team after conducting a comprehensive TNA and identifying their training / Coaching needs. Moreover maintaining their proper image in the market (uniforms etc). Also supporting the distributor, in devising compensation plan for the distributor sales team.
5.Preparation of distributor ‘Annual Business Plan’ in consultation with Distributor, TCM, TDDM, RSM, SM. Following up on the agreed initiatives in the plan on regular basis including the infrastructure, Quality of work and market investments. Analyze & guide to prepare P&L statement/ ROI analysis and guide them on improvement prospects.
6.Ensure timely submission and clearance of Target incentive and Discount claims. Also arranging meeting with finance & other CCBPL departments for accounts reconciliation & settlement of different issues & Balances where required.
7.Supporting & suggesting distributor in devising and selecting RTM model for his distribution. Hence supporting in expansion of Easy Presell, Voyage implementation, SFE implementation. Moreover sharing & monitoring of top KBI’s & suggesting ways for improvements.
8.Management & Facilitation in Breakage, Leakage, Burst & providing support in settlement of product quality issues.
Trade Marketing
This department is annually given an independent budget of approximately Rs.35 million, whereas Trade Marketing Team at Head Office also relies on this department for the execution of various activities such as Brand Activations and building volume per outlet activities at desired level. However the major execution parameters for this department are as under.
1.Trade Channel management concept execution in market
2.Execution of all BTL activities & impact analysis
3.Execution of novel concept of OBPPC (Occasion based Brand Pack Price Channel)
4.Building Signage processes, Events & sponsorship management
5.Implementation of Effective Retail Messaging concept at Super Markets
6.Designing, implementing, executing & analyzing sales clinching trade & consumer promos
7.Planning & execution of Volume Per Outlet Enhancement activates, impact analysis
8.Development of Prolific sales & trade team incentive plans to achieve desired results
9.Have to design & execute Distributors contests & incentives ending with desired sales results, budgeting & implementation of Distributors Development Program
10.Analysis on Brand activities/Trade activities vs. sales volume.
Cold Asset Department Operations
The territories where I worked as Marketing Services Manager, on the average, had a base of over 20, 000 coolers (chilling equipment) in the market place and the investment grew annually therefore an organized system & well formed teams were needed to look after and safeguard the assets, while maintaining their continued functionality.
1.Management of entire cold chain of the region, responsible for allocation of chilling equipments at outlets for exclusive sales of company products.
2.Reduction in OPEX by introducing cost saving strategies such as “Just in Time Stocks & Outsourcing”
3.Providing efficient services to customers by instituting “Quick Response Strategy” in the department.
4.Annual tracking of equipment in market place and allocation of equipment with lower sale yields to new customers.
5.Ensuring preventive maintenance of coolers to reduce complaints and business loss.
6.Conducting researches to enhance competitive advantage of chilling equipment.
Direct Marketing Expense
A budget of around Rs.250 million is allocated to a particular region annually, which is broken down into 12 sub heads that entail Key Accounts, Availability Drive, Trade Promotions, Sales Force Incentives, Activation, Sponsorships, and Distributor Development Program. Marketing Services Manager is responsible for carrying out following.
7.Budgeting & control of Direct Marketing Expense.
8.Preparation of monthly spending schedule on the basis of commitments & plans.
9.Preparation of Monthly Direct Marketing Expense in close coordination with Regional Sale Managers & Key Account Managers.
10.Evaluation of ongoing Distributor Development Program activities
RED Champion
Right Execution Daily (RED) is a process of communicating, executing, measuring, and analyzing the key priorities for execution in each outlet to support having the right products in the right stores with the right prices and right activation.
11.Optimize what each outlet should look like (Picture of Success, or POS) based on in-market performance
12.Focus daily efforts on executing POS in the market (execution)
13.Measure what the shopper actually sees in each outlet (tracking)
14.Correct execution gaps (feedback, coaching and training)
15.Learn about the impact of our marketplace execution on business performance (analysis)
1.Direct and control the sales force.
2.Setting objectives, developing plans, execute programs and evaluate performance.
3.Creating new customers by using sales tools and techniques effectively
4.Retaining customers by providing them the desired services
5.Conversion of competitor’s sale points into Coca-Cola exclusive sale points thus to increase the market share of the company
6.Utilization and safe guarding company assets & brand in the marketplace to enhance Company image by the inculcation of Right Execution Daily strategy in the minds of the sales team.
7.Developing database of customers and potentials by conducting out-let census
8.Exceeding sales target by applying innovative sales techniques
9.Setting monthly sales, cooler throughput, conversion and activation targets for sales team.
10.Analyzing the needs of clients to determine the best products to meet their needs
11.Identifying new sales opportunities, fostering exceptional relationships, and providing outstanding professional service to customers
12.Conducting daily job routines in a professional and enthusiastic manner resulting in an excellent performance appraisal
13.Sales Team supervision, training & motivation
14.Development & Implementation of various sales strategies to increase sales
15.Ensuring the availability and visibility of product line & product range according to channel classification in the market place.
1.Category Analysis
2.Store displays
3.Trade marketing activities
4.Stock Auditing
5.Accounts Reconciliation
6.Budgeting
7.Category Analysis
8.Pilferage Calculation and Quick Surprise Audits.
9.Conducting Category Promotion activities
10.Managing events
11.Conducting daily checks at company operated & company owned sites.