Area Sales Manager, CT

Area Sales Manager, CTJob Description

Accountabilities

Importance: 1 Percent of Total Job: 70%

Major Action: (What you do and how you do it?)

Sales, distribution and selling system

Support & Input to RSM to develop a sales, distribution and trade plan to achieve the targets that is aligned with the company/GBA/Region’s objectives and strategy for the area that he is responsible for (the Area)

Set up and manage the Area distribution system including appointing and allocating territory to distributors, sales force, retailers, selling routes, delivery team & means…that follows the national/GBA/Region sales and distribution strategy, model and guidelines.

Support RSM to allocate annually and quarterly sales and distribution target to the sales team and distributors

Lead alignment of annual & quarterly business plans and sales & distribution fundamental targets with distributors in the Area.

Ensure the sales team and distributors to comply with Kimberly-Clark Viet Nam working process and policy.

Support RSM by providing inputs from the Area for the RSM to prepare monthly sales forecast and trade promotion plan (Planning on rolling 4 months window).

Ensure excellent execution in the Area including basic sales execution, promotion… by review and tracking of both back office and in-field execution.

Manage and ensure the compliance (full, on time, accurate) of selling and reporting system (MCP, DMS...) used by the sales team and distributors.

Consolidate & manage distributors orders, account receivables and coordinate with customer service staff, finance controller and sales team on daily, weekly and monthly basis

Propose and execute aligned action plans on distributors’ capability, including review of distributor’s finance and P&L to ensure a proper analysis and action plan to improve distributors’ effectiveness & efficiency and reduce risk to Kimberly Clark.

Proactively provide feedback, analysis and consultancy and propose opportunities / challenges about sales, distribution and trade marketing strategy/policy to upper level

Review and approve weekly and monthly working and travelling plan of USM/USS and manage their traveling expenses

Expected End Result (Why you do it?)

Achieve or exceed sales, share and distribution targets set for the Area.

Right KCV products are sold to the right customers at the right time

All KCV policies and requirements are executed to standards

Best service is provided to the distributors/ retailers and maintain a strong and long-term partnership with them

Sales expenses are controlled within the policy and budget

All issues or business potentials are timely escalated to higher levels

Ways to Measure Accomplishment (How you can tell you have done it? Consider how you will measure and differentiate employee performance during the annual review?)

Achieve sales target of the year: primary and secondary sales target

Achieve target of distribution for each sub-brand

Achieve sales fundamentals target: invoice/DSR/day; SKU/invoice/ SMS…

Achieve target of DSO and AR overdue

Average distributors inventory is within the standard

DMS system meets standard

Importance: Percent of Total Job: 20%

Market development, Trade marketing, new products launching

Major Action: (What you do and how you do it?)

Coordinate data and input for 1 category to support RSM to develop promotion plans.

Ensure the sales team and distributors to have excellent execution of all trade marketing programs, product launchings in the Area: POSM, customers’ activation, displays…

Allocate and manage the trade marketing spending and tools (display, POSM…) to each distributor in the Area including creating and maintaining tracking and reporting system.

Prepare analysis of trade marketing investment vs. sales growth in the Area; provide marketing function with information, data and feedback to build trade marketing plans, launching plans and give recommendation to marketing function and upper level.

Expected End Result (Why you do it?)

Meet and exceed all launches’ KPIs in the Area

All promotion plans are effectively planned and executed

Ways to Measure Accomplishment

• Achieve all KPIs for new products launch
• Achieve distribution target by sub-brands
• Achieve KPIs and target for merchandising and POSMs in the market, PICOS KPIs

Importance: Percent of Total Job: 10%

Major Action: (What you do and how you do it?)

People management/organization development

Develop USM/USS to their full potential through Performance Management coaching, appropriate training and education, goal setting and career development.

Provide training and coaching to KC staffs as well as DSRs

Build and lead strong winning culture and stable organisation in Area

Support RSM/GBM to identify talent people for appropriate development plan

Review Development Plan and anytime feedback for further development of each member

Coordinate with Capability team to build up and execute training plan for team

Expected End Result (Why you do it?)

• 100% completion with required standards of Global Performance Plan (GPP) for each subordinate.
• 100% completion with required standards of a Career Development Resume (CDR) for all subordinates.
• High winning spirit, motivation and retention of skilled and talented team.

Ways to Measure Accomplishment (How you can tell you have done it? Consider how you will measure and differentiate employee performance during the annual review?)

• Completion rate and effective GPP and CDR.
• Resignation rate and reason.
• Growth and development of team members instigated and supported.
• Team winning culture judged by sales leadership team
• Improvement in team performance including DSRs

Major Challenges

• Achieve sales target in the context of growth expectation of 20-30% when market may slow-down
• Achieve other sales fundamentals which may or may not be 100% in line with short terms sales focus
• Growth of Modern Trade at the expense of General Trade
• Manage and grow capability for sales team (including DSRs) with varying degree of competency

Scope and Job Nature

The Area Sales Manager is expected to achieve the company’s objectives by leveraging his knowledge of the following: KC products and categories, internal and external sales and marketing data; General Trade operations in terms of route to market (market knowledge) and distribution operations.

Incumbent is a team leader, and should possess the adequate management and leadership skills so as to assist, mentor, train and motivate team members towards achieving the company’s objectives.

Qualifications & Experience

Essential

University background

At least 4 years of experience working in FMCG

At least 2 years in Sales managerial staff level

Good Office computer skills (word, excel, ppt)

Good analytical thinking

Effective communication skill

Good negotiation skill

Good Problem solving skill

Strong leadership background (planning, coaching, mentoring, people development, etc)

Strong inter-personal skill

Strong business acumen

Integrity / Innovation / High adaptable

Desirable

Basic Marketing understanding

Basic Finance concept understanding

English skills (be able to communicate in English both oral and writing)

Global VISA and Relocation Specifications:Primary LocationVietnam - Ho Chi MinhAdditional LocationsWorker TypeEmployeeWorker Sub-TypeRegularTime TypeFull time