Main Accountabilities / Key Tasks
1. Sales strategy
a. Co‑build the France commercial plan with national accounts by bringing a regional perspective to maximize growth. b. Co‑develop the Market Segment strategy and design and implement the Sales strategy for regional wholesalers.
2. France Growth: Strategic Deployment of Indirect Sales
a. Be proactive in deploying the indirect sales strategy by developing as many operators as possible through our distributors, in order to accelerate growth and achieve France objectives. b. Work closely with the operators team through joint events with distributors (trade shows, speed‑dating sessions, co‑negotiations, joint field visits, etc.).
3. Mental and physical availability
a. Build an optimal coverage in affiliates of wholesaler groups and independent wholesalers to enhance our physical availability b. Increase mental availability through strong digital & data partnership with customers
4. Relevant portfolio
a. Build an optimal portfolio architecture b. Identify and capture market developments, opportunities and ways to innovate
5. Continuous Improvement
a. Improve and embed the way of working around the commercial processes(forecasting, opportunity management, contracting, blue sheeting, value based selling)
6. Customer preference
a. Build a clear, strong and long term customer preference with our strategic customers(a.o. visits, questions, complaint handling, OTIF-deliveries) b. Align with relevant stakeholders within broader FC-organization (other disciplines, adjacent sales teams) c. Ensure contracting fulfils legal requirements d. Deploy a Joint Business Planning approach with all our strategic customers to strengthen long-term partnerships, align mutual objectives, and maximize shared value creation
7. Fact based
a. Steer on financial parameters (i.e. volume) and on leading KPIs (average net price;level of discount; level of A&P) b. Manage the SG&A-budget c. Drive implementation and improvement of digital tools to support commercial processes (Salesforce)
8. Nourish the team
a. Owner’s mindset & commercially obsessed b. Be innovative and decision oriented to participate to shape continuously a betterSales team c. Bring relevant input to line manager & KAM Horeca or Bakery wholesalers groups to supportthem to provide the best win-win offer to wholesalers groups
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1. Sales strategy
a. Co‑build the France commercial plan with national accounts by bringing a regional perspective to maximize growth. b. Co‑develop the Market Segment strategy and design and implement the Sales strategy for regional wholesalers.
2. France Growth: Strategic Deployment of Indirect Sales
a. Be proactive in deploying the indirect sales strategy by developing as many operators as possible through our distributors, in order to accelerate growth and achieve France objectives. b. Work closely with the operators team through joint events with distributors (trade shows, speed‑dating sessions, co‑negotiations, joint field visits, etc.).
3. Mental and physical availability
a. Build an optimal coverage in affiliates of wholesaler groups and independent wholesalers to enhance our physical availability b. Increase mental availability through strong digital & data partnership with customers
4. Relevant portfolio
a. Build an optimal portfolio architecture b. Identify and capture market developments, opportunities and ways to innovate
5. Continuous Improvement
a. Improve and embed the way of working around the commercial processes(forecasting, opportunity management, contracting, blue sheeting, value based selling)
6. Customer preference
a. Build a clear, strong and long term customer preference with our strategic customers(a.o. visits, questions, complaint handling, OTIF-deliveries) b. Align with relevant stakeholders within broader FC-organization (other disciplines, adjacent sales teams) c. Ensure contracting fulfils legal requirements d. Deploy a Joint Business Planning approach with all our strategic customers to strengthen long-term partnerships, align mutual objectives, and maximize shared value creation
7. Fact based
a. Steer on financial parameters (i.e. volume) and on leading KPIs (average net price;level of discount; level of A&P) b. Manage the SG&A-budget c. Drive implementation and improvement of digital tools to support commercial processes (Salesforce)
8. Nourish the team
a. Owner’s mindset & commercially obsessed b. Be innovative and decision oriented to participate to shape continuously a betterSales team c. Bring relevant input to line manager & KAM Horeca or Bakery wholesalers groups to supportthem to provide the best win-win offer to wholesalers groups
#J-18808-Ljbffr