2011-13..
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The document outlines the key responsibilities of a brand ambassador including developing sales strategies and plans, managing customer relationships, launching new products, expanding the dealer network, and improving customer experience. It notes the highest commercial vehicle sales volumes achieved in 2011-2012 and 2012-2013, sustained high market share, expansion of touchpoints and dealerships, initiatives to improve corporate culture and professionalism, and new product launches. Financial risks were reduced through credit lines for dealers and centralized financing tie-ups.
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evaluation & appraisal of sales force
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The document discusses different types of compensation plans for motivating salespeople, including straight salary plans, straight commission plans, and combination plans. Straight salary plans provide secure income but lack financial incentives for performance. Straight commission plans strongly incentivize performance but may lack focus on customer relationships. Combination plans combine elements to reward performance while providing some security. The optimal plan depends on the sales role and company's objectives.
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Rich experience of sales industry managing and driving sales & achieving desired targets with overall responsibility of promotional activities. Exploring marketing avenues to effectively build consumer preferences & drive volumes for clients.
Strong credentials in rolling innovative strategies to transform business units to globally competitive business ventures; equipped with outstanding communication and motivational abilities to facilitate attainment of strategic goals and bottom line objectives.
Capable of utilizing understanding of the industry dynamics with knowledge of organizing and conducting advertising campaigns as well as promotional events with expertise in increasing the profitability. Gained exposure in brand building and enhancing product visibility using all forms of communication.
AREAS OF EXPERTISE
Technical Sales & Marketing operations
Product Management
Strategic Planning
Key Account Management/Client Servicing
Leadership & Team Management
Business generation
Team Building/Mentoring
Negotiations
Channel Sales
Customer Retention
AREAS OF EXPERTISE
Technical Sales & Marketing operations
Product Management
Strategic Planning
Key Account Management/Client Servicing
Leadership & Team Management
Business generation
Team Building/Mentoring
Negotiations
Channel Sales
Customer Retention
AREAS OF EXPERTISE
Technical Sales & Marketing operations
Product Management
Strategic Planning
Key Account Management/Client Servicing
Leadership & Team Management
Business generation
Team Building/Mentoring
Negotiations
Channel Sales
Customer Retention
CORE COMPETENCIES
________________________________________
Adept in managing entire life cycle in introduction / development of new product portfolios including multi-vendor positioning, visibility plans and market & consumer feedback, etc.; extremely effective in understanding client requirements and placing plans for go to sales and market activities.
Strong business acumen with expertise in implementing sales & business development procedures, marketing strategies along with service plans and guidelines; efficient in ensuring customer/client satisfaction through effective customer communication plans
Comprehensive experience in developing relationships with key corporate accounts, high net-worth clients to understand their requirements; excellent in suggesting the most viable products/service as well as cu
Pir Bux Bhutto C.V
Pir Bux Bhutto has over 30 years of experience in sales and marketing roles for companies like Pakistan United Mobile, Unilever Pakistan Limited, and Revlon Cosmetics Pakistan Limited. He specialized in developing sales strategies, managing sales teams, and growing business. Some of his responsibilities included developing profitability models, annual target planning, product launches, ensuring policy implementation, and analyzing market data. He received several awards and achievements for his performance.
Resume sirigudi_raghunath_rao_doh
- Sirigudi Raghunath Rao has over 20 years of experience in retail operations, business development, sales, marketing, and management. He is currently seeking new opportunities.
- He has a proven track record of expanding businesses, improving profits, and leading teams. Past roles include managing retail operations, business planning, visual merchandising, inventory, and more.
- Rao possesses strong communication, relationship building, and motivational skills. He is adept at strategic planning, operations management, and handling high-pressure situations.
Ashish Punj CV - 1
Ashish Punje has over 6 years of experience in sales and marketing in the electronics and telecom sectors. He has a proven track record of achieving sales targets and growing business. His most recent role was as Territory Sales Manager at Reliance Communications, where he successfully managed distribution sales of North Delhi with a turnover of INR 1 Crore. He is seeking a role in sales, business development, or marketing in Delhi NCR.
Printing Resume 15
Troy J. Reine is a sales professional seeking a marketing or sales position. He has over 6 years of experience in sales for UPS Freight and R.J. Reynolds Tobacco Co. At UPS, he exceeded sales quotas, increased revenue and customers. At R.J. Reynolds, he achieved sales goals, increased market share and contracted volume. Reine has an MBA from Louisiana State University expected in Spring 2016 and a B.S. in Marketing from Southern University and A&M College.
STURDIVAN
Doug Sturdivan has over 20 years of experience in international sales management. He is currently the International Sales Manager at Harbinger Fitness, where he is responsible for territory growth, new business development, marketing, account management, and sales quotas. Previously, he held sales management roles at Golden Viking Sports and HO Sports, where he consistently met or exceeded sales goals, developed strategic partnerships, and maintained relationships with key clients. In his spare time, he has refereed NCAA basketball for over 20 years in various conferences on the West Coast.
Prashant resume 2015 pdf
This document provides a summary of Prashant Bansod's experience and qualifications. He has over 15 years of experience in marketing, business development, sales management, and product management. Currently he works as the Manager of Marketing at Malik Flag Ventures, an industrial paint company, where he is responsible for sales strategy, key account management, business development, and people management. He holds an MBA in Marketing and has a proven track record of achieving sales targets and growing business.
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DAVID ALTMAN CONSUMER GOODS & RETAIL OMNI-CHANNEL E-COMMERCE CHIEF EXECUTIVE ...
DAVID ALTMAN CONSUMER GOODS & RETAIL OMNI-CHANNEL E-COMMERCE CHIEF EXECUTIVE ...
More from Anil Kapur
Market Innovation
1. The document discusses Tata Motors' 407PU pickup truck, which was launched to target users who were overloading their vehicles in the absence of a higher payload option. This helped reclaim market share from Mahindra in the LCV segment.
2. Data shows that after the launch of the 407PU, sales of Tata's Maxx and Maxi combo came under pressure, declining 6% in a year of economic boom after having grown 9% in the previous year during the financial crisis.
3. The 407PU now accounts for 35-40% of Tata's total LCV volumes, helping enhance their leadership position and intended turnaround in the 3.5-7.5 ton
evp
This document outlines the key responsibilities and accomplishments of an individual including formulating business strategies, product planning, market entry strategies, distribution models, after-sales strategies, branding strategies, vehicle financing strategies, trial test plans, operating models, sales and marketing organization structures, and passenger vehicle benchmarking.
.NEEV
Tata Motors' Commercial Vehicles Business Unit launched the Rural Marketing Initiative in 2010 to expand its rural reach in India. The initiative, called Project NEEV, partners with local rural players to set up sales outlets in villages with populations under 50,000. It has established a network of over 4,000 rural partners and 500 rural outlets across 6 states, covering over 1.5 lakh villages. This channel has helped increase Tata's rural vehicle sales significantly and provided employment opportunities in rural areas. The initiative has received several awards and recognition for its innovative rural marketing approach and positive social impact.
Plant - Copy - Copy
The document shows the domestic commercial vehicle volumes in India from FY90 to FY13E. It then discusses the author's career journey in sales and marketing at Tata Motors during a time when the commercial vehicle industry was under pressure and the company's market share and profits were declining. The author helped lead the Business Transformation Program to lay the foundation for robust future growth through strategy, process, and structure changes. As Regional Manager North, the author also focused on business development, new segment entry, and strengthening the field network.
2008-2011.. - Copy (3)
Tata Motors' commercial vehicle volumes grew at an ever increasing rate from 2004-2011, despite declines during the global financial crisis year of 2008-2009. Volumes reached their highest levels in 2010-2011, with 8% growth over the previous two years sustained. Tata Motors was also able to improve both their top-line and bottom-line revenues over this period, while simultaneously reducing trade schemes and dealer stock levels, enhancing their leadership position in the commercial vehicle market.
2008-2011.. - Copy (2)
The document contains charts and graphs showing Tata Motor's financial performance from 2004-2011. It shows revenue declining sharply during the financial crisis years from 2008-2009 but then recovering in 2010-2011. One graph shows revenue declining 38% from its peak in 2007-2008 but then growing 46% in 2010-2011, though it did not reach pre-crisis levels. Another graph shows production units declining steadily from 2004-2005 but bottoming out in 2010-2011, arresting the decline.
2004-08
Key Accomplishments:
- Sales levels increased from less than 5000/month in 2004 to 10000/month in 2008 through successful new product launches and increased market shares in Rajasthan and Punjab.
- Significantly enhanced the dealer network through innovative models such as bifurcating products in Rajasthan and Punjab.
- Increased customer engagement as measured by indices from 69 to 97 from 2004-05 to 2007-08 and introduced a dealer satisfaction index of 81.
2008-2011..
1. The document summarizes key business challenges and accomplishments for Tata Motors' commercial vehicle business from 2008 to 2011. It highlights turnarounds in different vehicle segments through new product introductions, reduced marketing expenses, and market-specific initiatives.
2. Major accomplishments included transforming the product range to stricter emission norms, launching 21 new products and variants, and rolling out new platforms. Innovative rural marketing and financing initiatives expanded the customer base.
3. Key segments that saw turnarounds included 2-3 ton pickup trucks returning to profits, gains in market share and volumes for 3.5-7.5 ton light commercial vehicles, and market share increases for 9-14 ton intermediate commercial vehicles
2004-08
The document summarizes business and market developments from 2004 to 2008. Sales levels increased from less than 5000 per month in 2004 to 10000 per month in 2008. New products were successfully launched and market shares were increased in various regions. The dealer network was significantly enhanced through innovative models and customer engagement increased through key account management. Major events were also successfully managed in this period.
2011-13..
Tata Motors saw high commercial vehicle sales over 2011-2013, with over 5.3 lakh units sold each year, maintaining around 60% market share. During this period the company expanded its reach by increasing touchpoints by 68% and restructuring its dealership network into Silver, Gold, and Platinum tiers. A number of new after-sales products and services were launched to improve customer experience, and 16 new commercial vehicle products were introduced across various tonnage segments. Financial risks were also reduced through factoring and centralized financing arrangements.
2008-2011
During 2008-2011:
1. The company turned around its performance in segments like pickup trucks and light commercial vehicles, increasing volumes and market share despite challenges from the economic downturn.
2. Several new products were successfully launched and initiatives in rural marketing and customized applications helped boost sales.
3. Through efforts in branding, pricing, and reducing marketing expenses, the company improved its top and bottom lines significantly over this period.
2004-08
Sales levels increased significantly from 2004 to 2008 through new product launches and increased market shares in key states. The dealer network was also expanded substantially over this period through innovative network models and an increased number of dealerships, branches, sales points, and service centers. Customer engagement initiatives like key account management led to higher customer satisfaction scores. Major auto expo events were also successfully managed during this period.
NEEV
Tata Motors' Commercial Vehicles Business Unit launched Project NEEV, a rural marketing initiative, to effectively tap the rural market for small commercial vehicles. Through NEEV, Tata established a rural sales network of over 4,000 rural entrepreneurs and 500 rural outlets across 6 states. This expanded Tata's reach beyond urban areas to rural villages and populations under 50,000. NEEV helped generate over 60,000 leads per month and increased Tata's rural vehicle sales from 5,800 vehicles in the initial phase to over 35,000 vehicles currently, contributing over 20% to total sales.
2008-2011
This document summarizes key business accomplishments and challenges for Tata Motors from 2008 to 2011. Some of the main points covered are:
1) Growth of ACE goods carrier sales from 6000-6500 to 14000 per month. Turnaround of the 2-3 ton segment after declining market share and negative contribution.
2) Development of the rural market and ramp up of ACE goods carrier sales. Increases in sales of other models like Magic, Venture, and Winger.
3) Turnaround of the 3.5-7.5 ton segment through increased volumes, market share, and contribution despite the economic crisis. Gains in the 9-14 ton segment through volume growth and
2011-13
Tata Motors saw record commercial vehicle sales over 2011-2013, maintaining around 60% market share. The company expanded its reach through a 68% increase in touch points. It restructured its dealer network and improved the customer experience at 52% of main dealer outlets. Tata launched 7 new after-sales products and 16 new commercial vehicle products across different tonnage ranges to enhance customer centricity and choice. The company also financially de-risked its business through factoring, priority sector lending focus, and centralized tie-ups.
More from Anil Kapur (16)
2011-13..
- 1. 1 Key Responsibilities: Brand ambassadorship, Market planning & sales strategy for desired Volumes / Mshares; Sales & Operations planning including logistics and vehicle inventory; retail & channel finance strategy; key customer relationship & CSI management; Financier relationship management; profitability & development of Dealers; Institutional sales; Used vehicle business; new initiatives & product launches, Infrastructure & Organization development for long term. Key Responsibilities: History highest CV sales in 11-12 & 12-13: more than 5.3Lac units in each of these years CV market share sustained at high level of around 60%. Expansion in reach –increase in touch points by 68%. Network model restructuring initiation : Gold & Platinum set-ups. Improvement of customer experience at 40% dealership main outlets. Regional Dealer Councils ( RDC )introduced to improve Dealer engagement. LEAP , DEEP, DHIM, DPM initiatives to improve corporate culture and professionalism at dealerships. Area Manager awards introduced for the first time Successfully leveraged 7 after sales products that were launched to enhance customer centricity 16 new product / variant launches spread across the tonnage range. Financial de-risking of business: Dealer inventory - Min. 3 cerdit lines for dealers including TMF , Factoring. Dealer retail business - PCG focus, Centralised tie-ups, Financier spread Process initiation for transportation of vehicles by Trailers Tata-OK ramp up under controlled conditions.