POTENTIAL & CUSTOMER STRATEGY
Collect (directly or
indirectly) relevant datas through the Distribution analysis for EACH member.
Follow evolution of
the strategy of the customer: purchasing, brands (OE/MDD), logistic,
understand markets trends & know how they will affect their accounts.
valorize opportunities on new businesses on their accounts.
move per PL on their accounts.
CUSTOMER RELATIONSHIP MANAGEMENT
Keep updated: the
contacts matrix at central level, purchase, MKT & strategic committees.
Identify Key unmet
customer needs, assess potential.
to build up multi level relations ships & keep a very good customer
Put in place some
“captors” (members/central) to follow up on a monthly basis sale out per PL.
CONTRIBUTION TO BUDGET: CDP, NPA
for each major account (2/year)
which is the roadmap; CDP is the budget of the customer and is encapsulating
means & levers to reach T/O & GM % target given by the Sales Director.
Identify risks &
opportunities per PL.
Identify and valorize
the means & levers to reach T/O & profit target.
Set up simplify P&L “before” and “after” for each major accounts
& follow their evolution each month.
This P&L should reflect impact of his AP encapsulated in the CDP
& CAP or CAP + implemented on a monthly basis.
T/O: SOA variations
GM: improvement of
direct costs of sales (Direct deliveries, pallets, revised frequency...),
reduction of non quality costs (sales warranty, buy out, implement tech
warranty…), ensure consistency of average promotion rate vs. div average
rate; ensure T&C are fully applied.
OM: MKT costs;
ensure all customized trade marketing costs have a strong pay back.
formalize NPA for its accounts in coordination with trade Marketing.
LEAD THE NEGOTIATIONS
Execute CAP/BOP in
the assigned timing (mainly at HQ level or some K members).
Target: 100% CAP/BOP
presented/80% accepted by customers and at least 80% T/O CAP/BOP target
with its accounts respecting delegation power in place in the division.
Recommend to the
Sales Director a “negotiation tactic” before each K negotiation (with
our added value/specialist strategy with the client.
& formalize a proposal to be validated by the Sales Director for call for
Each KAM will be
also responsible for at least one K member.
BUSINESS MANAGEMENT & CUSTOMER PERFORMANCE
On a monthly basis,
do the TOP CUST scorecard to:
- Ensure pre-requisite are fulfilled (service rate, visit frequency in
line with target, customer intimacy survey);
- Analyze customer sales performance for Pass cars & trucks: analyze
the performance of each Product Line per members & understand gaps;
propose CAP/BOP; to be formalized in the SSR (Symptoms Synthetic Report);
- Set up 3 months AP (Trade MKT actions) for the customers with update
of the visits vs. contact matrix if needed.
Present the output
to Sales Director the 2nd week of each month during KAM Approach review &
CAP/BOP reco in WSC.
Follow on a daily
basis the results of CAP/BOP executed in the month per members &
understand reasons if gaps.
bonuses status vs. yearly agreement, listing plan per members.
Ensure no CASH issue
& provide in time right datas (promo…) to improve the forecast accuracy
per PL in the DP
Minimum 5 years with successful experience direct sales / key accounting
Primary Location: ID-Jakarta Raya (SpecialDistrict)
Job: Sales and Business Development
Organization: D23R Valeo Service ASEAN
Shift: Day Job
Employee Status: Regular
Job Type: Regular
Travel: Yes, 50 % of the Time
Job Posting: 26/07/2021, 8:24:52 PM