Senior HR Executive at Flexability
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Senior Officer - Sales - Manufacturing (4-6 yrs)
Sr. Sales Officer
Critical Accountabilities :
Key Result Areas (KRA) Major Activities Outcome :
- Focus on candidates with Paint or similar industry background
- Understand location constraints of the candidate Shortlist candidates to be interviewed by ASM
2. Training and capability of Distributor's team Train DSRs on the following :
- Key terms of contract and implications
- Category of products
- Terms of trade
- SLA : Material delivery time
- Warehouse : Planogram/Stacking norms
- Key business indicators : Active/Monthly Invoiced/POST/POST productivity/Assortments etc.
- Importance of off-take program enabling sell-out
3. Distribution deliverables
- Assist DSR to appoint B1 and B2 medium and large SSOs (ABC classification to be used until segmentation based on Retail Landscape is available)
- POST expansion and productivity in the defined geography as planned in the Distributors P&L sheet (5-year rolling)
- Propose to RSM/ASM on quarterly and annual tie-ups for Medium and Large SSOs to drive mix and loyalty
- Build and maintain relationship with core segmented SSOs - Platinum/Gold/Silver/Dulux Point
- Productivity of assets - POST and Eeden deployments Deliver sustainable distribution and POST expansion (measured as % invoiced every month) for the distributor territory
4. Business and process deliverables
- Maintain day to day contact with the Distributor(s) in a professional manner to deliver revenue, volume, mix and other Sales KPI's for the distributor territory within set policies to support the achievement of company's goals and objectives by adhering to defined meeting/review norms.
- Daily meeting and review of defined Dashboards (updated every day - Mandatory; the Dashboards must be in the line of sight of the Owner/Manager) - daily plan on SSOs covered, volume, revenue, collections, focus products/activities as applicable
- Daily invoicing in DERP to reflect actual business
- Weekly review of existing SSO performance and new SSO appointments vs. plan to understand reasons for growth or lack of growth - help DSR to understand reasons for non-performing SSOs and develop plans/interventions to ensure growth
- Weekly review of assortment performance for core segmented SSOs and POS SSOs
- Weekly review of POST expansion vs. plan
- Monthly review of DSR's beat and suggest changes modification if any to improve effectiveness/efficiency
- Monthly review POST productivity vs. plan - invoicing of base + colourants - incremental
- Monthly review of in-store offtake drivers - Eeden and shop assistant programmes - improvement in revenue/volume/mix of target SSOs
- Review with SSOs (monthly cyclical) service levels, credit terms performance, accounts receivables performance, financial hygiene - regularity and clarity of statement of accounts, credit notes, debit notes and record feedback with Distributor/Distributor Manager with a copy to RSM/ASM
- Ensure adherence to CRM usage by DSR, monthly cyclical surveys on SSO inventory and SSO hygiene (photographs)
- Document all weekly and monthly reviews with the Distributor, Distributor Manager and RSM/ASM Deliver, revenue, volume and mix for the distributor territory as per plan and ensure adherence to defined processes and tools
5. Market activities
- Address complaints and drive closure (excluding POST equipment) - As required
- Competitor intelligence duly recorded in CRM - Monthly
- Key Account relationship management of Platinum, Gold, Silver and Dulux Point SSOs - Monthly
- DSR route planning Quarterly
- Identify and help deploy Differentiated Value Propositions from the available menu for the country for core segmented channel
- Annual plan and Quarterly review
- Review distributor service levels vs. key competition and record improvement areas if any with Distributor and RSM/ASM - Half yearly
- Drive mix and loyalty building rebates and promotions with core segmented channel - Quarterly/Annual plan and review Key account management of core segmented channel and provide feedback to improve effectiveness and efficiency of the distributor team
6. Painter programme
- Assist MDO and Painter Reps to identify and register painters; conduct painter shop meets/training/Best-By-Test meets
- Coordinate with MDO to ensure offtake reflects into sell-out and hence sell-in
- Assist MDO and Painter Rep team with pricing support from SSOs servicing Medium and Small projects Ensure offtake programmes for painters translate into sell-out and sell-in
Major Challenges :
1. Moving from an individual contributor to a people manager - even though people are not
2. Understanding Distributor operations and ways to handle the Channel via a distributor
3. Working with a partner who probably would be distributing paints for the first time in the country
4. Ability to transition from a direct SSO operations to managing a Distributor team
Key Decisions and Dimensions :
- Deployment of value propositions from the defined menu basis understanding of SSO
- Ensuring adherence to defined SOP and contract by the distributor
- Pricing support to Medium and Small projects serviced by the SSOs under the Distributor
Job Family Financial Measure 2018 Actual 2019 Plan :
- Sales Volume (Sell-out) TBC TBC
- NSV (Sell-out) TBC TBC
- Active number of SSO TBC TBC
- % of Active invoiced every month TBC TBC
Skills and Knowledge :
- University degree with 4 -6 years of sales experience in a manufacturing company
- Prior sales experience is mandatory and experience handling professional distributors in Appliances, Lubricants, Construction industry or similar will be an advantage
- Should have the ability to lead and train an indirect team of people
- A strong demonstration of execution skills in previous roles will be an advantage
- Ability to use Microsoft Office (Excel, PowerPoint and Word)
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