- The purpose of this job is to manage a team driving sell-in, sell-out and off-take in a defined geography to execute defined GTM models, channel strategy and defined off-take programmes to deliver planned profitable growth through volume, revenue and mix while ensuring productivity of assets deployed in the market - POST/Eeden etc. The role will ensure deployment and execution of all off-take programmes - Eeden, shop assistant, product consultant, painter engagement and Medium and Small projects serviced through SSOs managed by painters on the painter engagement programme to deliver sell-out/sell-in.

- The role will ensure adherence to contracts, SOPs, CRMs, DERP and any other process tools as per defined norms. The role will also ensure execution of the discounts, rebates and promotions strategy to help expand distribution sustainably by ensuring MOP stability. The role will ensure quarterly review of distributor ROI and take corrective actions to ensure distributors stay within the defined band of ROI.

- The role will ensure distributor performance is in line with agreed 5-year rolling P&L in the contract - corrective actions to be initiated to moderate/change distributor in the event of non-performance/contract violations. Needs to take timely action on gaps/shortfalls, build cases for approvals, support the Territory Officer and Distributor in migrating large SSOs during migration and address channel/market issues if any.

Organization Structure : Reports to Head - RSM

Critical Accountabilities :

KEY RESULT AREAS (KRA) :

MAJOR ACTIVITIES :

OUTCOME :

Distributor point visit & Review :

- Meet all Distributor at least once in two months.

- All discussion to be based on the Distributor Business plan sheet only

- Observe and discuss the following with the Distributor proprietor / Manager along with the TO and MDO

- Review distributor on agreed business plan - review and record distribution expansion/mix/retention/ number of SSO invoiced every month/operations/service levels/credit to market vs. ROI assumptions

- Identify gaps and agree action plan - inventory, market credit, resource deployment etc.

- Agree and record plans for balance-to-go

- Assess capability of distributor, distributor manager, TO and DSR

- Check Distributors infrastructure - warehouse space utilisation, stacking norms and hygiene, delivery vehicles, manpower fill rate - as defined in the Business plan

- Review offtake vs. sell-in programmes - painter offtake, Medium and Small projects contribution, shop assistant programmes, In-Store etc.

- Document and send Minutes of the meeting

- Plan change in distributor and drive migration in the event of a distributor not meeting norms/breaking contractual norms laid out in the SOP and contract

A structured review of the distributor and territory performance with clear action plans agreed post review to deliver defined Business Plans and ensure business continuity in the eventuality of a distributor not performing as per defined norms

Distributor territory visit

- Check and reconfirm on the Distributor ways of working.

- Things to be observed-

- Beat adherence of DSRs and AkzoNobel TOs market visit

- SLAs - Material delivery/credit terms

- Commercial - clarity and transparency of accounts to customers

- Discounts/Rebates/Promotions understanding and adherence to/proper deployment of agreed discounts/rebates/promotions

- Meet core segmented SSOs to address issues if any and ensure growth

- Assess competence and capability of Distributor and team and adherence to defined SOP

Capability building of team :

- Improve capability of team members basis market and Distributor point visit - ASM (India)

- Understanding the critical elements of the Business plan sheet

- Enablers to drive ROI

- Product/POST training if need arises

- TO/DSR

- Preparing a smart and realistic plan basis the DSRs beat plan status (addressing growing, declining, unproductive etc.)

- Mock calls on POST and new SSO appointment

- Product/POST training if needed

- Complaint management

A capable and competent team of Distributor, DSR, ASM/TO who are aligned to defined processes and Business Plans

Retailer Profitability, Discounts/ Rebates/ Promotions management :

- Deploy discounts/rebates/promotions through distributor to ensure defined and stable retailer profitability for top 12 to 14 SKUs assessed via MOP tracking

- Ensure deployment of discounts and rebates as per defined policy to reduce gaps between Large, Medium and Small SSOs

- Ensure deployment of discounts and rebates to ensure profit per can is stable for identified SKUs which are on MOP tracker

- Ensure desired level of participation in loyalty building promotions like incentive trips in the distributor territories

A sustainable engagement of SSOs based on stable profitability and to drive engagement with AkzoNobel through the distributor

Process adherence and usage of defines tools

- Ensure adherence to defined processes by distributor, distributor teams and AkzoNobel teams ASM/TO (as applicable) and drive usage of all mandated tools:

- DERP deployment and usage

- CRM usage - CRM Retail by DSR and TO, CRM Pro by MDO and Painter Rep for Medium and Small projects and painter engagement and CRM Case Management by all

- Painter engagement and loyalty programmes defined

- Daily, weekly, monthly review routines

- HSES norms

Strong process adherence, usage of all provided tools by the teams and use insights to drive fact based business plan delivery while ensuring adherence to AkzoNobel HSES principles
- Use provided MIS reports to ensure proper understanding and insights of the distributor territories performance on sell-in, sell-out and offtake to be able to review, monitor and take corrective actions to ensure business plan delivery

Productivity of Assets

- Ensure defined productivity measures of assets through understanding of the measures and regular review and monitoring:

- POST equipment

- In-Store Eeden deployments and periodic refresh

- Meet all defined productivity measures

Major Challenges

- Working with a distributor GTM model and ensuring alignment of distributors to delivering defined business plans

- Shift focus from sell-in to driving offtake programmes to drive sell-out and sell-in

- Using the painter organisation to gain a fair share in the Medium and Small projects serviced via SSOs in a Distributor GTM

- Handling transition of GTM from direct to distributor model and managing transition of non-performing distributors or distributors who violate contractual/SOP clauses

- Identify and building team's capability

Key Decisions and Dimensions

- Distributor territory plan - rolling 5 years

- Recruiting DSRs

- Painter engagement, training and pricing support for Medium and Small projects serviced via SSOs in a distributor GTM

- Material returns

Skills and Knowledge

- University degree with 6 to 10 years of Sales experience is mandatory of which at least 4 should be managing a team of Sales personnel - prior experience managing distributor GTM models will be an added advantage

- Should have the ability to work along with a team of people both FTE, CWF and Distributor and Distributor team to effectively deliver business objectives of sell-in, sell-out and offtake

- Proven track record of execution of defined programmes and processes through a team delivering defined business objectives and good people management skills

- Possess good analytical skills and ability to use data to identify issues and opportunities

- Good Microsoft Office skills (Excel, PowerPoint and Word)

- Clear communication skills (written and verbal communication skills) and strong interpersonal and influencing skills

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