Denis Krotov Email and Phone Number

- Develop strategy, sales and profit targets- Strategic business planning - Control of sales effectiveness and budget management- Develop and execute regional distribution strategy - Transform sales department and increase sales effectiveness - Actively participate in development and execution of company strategy on Russian market. - Manage federal and regional sales teams - Manage federal and regional field force- Local cost managementKey achievements:Created and implemented Commercial Policy. Created new regional structure. Hired managers to develop regions (South, Volga, North-West) Re-arranged field structure (contracted new agencies to avoid info mispresenting). Organized managers to input forecast data in time. Rearranged logistics (stopped unprofitable orders). Made a link between sales and product marketing .Grown brand inhouse shares

- Area of responsibility - FMCG, DIY, E-commerce, Distributors- Develop strategy, tactics, sales plans and profit targets Strategic account planning- Control of sales effectiveness and budget management of accounts - Creation and implementation of customized product line (top sellers) - In-House-Share management: targets alignment, action plan development and follow up, issuing of monthly sales forecast report.- Development of efficient communication process with external (Distributor clients) and internal (Distributor KAMs, Finance, TM, CMM) stakeholders- Provide an interface between the sales function and other functional areas of the business- People management: Leading a team of KA managers (Distributors, Auchan/Atak, X5, Magnit, OBI, Kastorama, Okey, Ozon, Holodilnik, 220 Volt, Wildberries).Key achievements:Rearranged assortment in DIY retail. Agreed contracts with 2 new distributors, that allowed to gain access to e-commerce (Ulmart, Citilink, Ozon), and regional FMCG retail. Re-activated Leroy Merlin, Agreed joint business with Metro Cash & Carry RU. Re-started Decorative lighting business for Russia (Indirect). While market drop was 30%, Philips was only 8% drop. Increased shares of Philips LED lamps 3x times. Started sales of new category for Russian retail (Functional lighting). Made possible new business for consumer sales (Non retail Loyalty programms - MTS, Danone, Oriflame)

Direct Contract with Metro Cash and Carry Russia.Responsibilities: - Joint Business development- Increase sales effectiveness and budget management of account - Management and development of sales Team (2 KAM, 1 TMM + Field Force Team) - Creation and implementation of customized product line (exclusive SKUs) - IHS management: top 5 categories, targets alignment, action plan development and follow up, issuing of monthly in-house shares forecast report.- Strategic account planning,- Development of efficient communication process with external (buyers) and internal (KAM, Finance, TM, CMM) stakeholders ->implementation of new S&OP process Key achievements:Philips has become direct with Metro, I won loyalty deal, created special portfolio for the loyalty deal, create special assortment for Metro. Category management project in Shaving. Transfer Philips toothbrushes from electronic to Cosmetics. Transfer Avent from electronic to child care shelf. Metro is the first account Philips started EDI with, next step transfer to EDI with all Philips clients in Russia. Regular sales growth in the level of 15%, Shifting to direct relations gave additional 80% of sales growth, and with loyalty promo i brought additional 400% growth to business with Metro CC in Russia.

- Run business with hypers via distributors- Start category of DECT in Hypers- Start category of Headphones in Hypers- Organize Category management project in Hypers for DECT and Headphones- Increase AVM listings- Organize Product introduction meetings for Hypers- Keep in-house shares for AVM categories- Price policy control- Organize volume deals for Hypers and distributors- Price policy controlKey achievements:Organized x+1 promotions by means of distributor in all mentioned categories. Changed distributors for clients. Optimized portfolio of listings to avoid price wars vs federals. Built effective portfolio of DECT for all accounts as well as Headphones.

- Secure higher Philips FTV share in Hypers (22% vs 12-13 average market)- Organize top shop consultants work effectively.- Effectively plan sales volumes.- Fast listing of innovative products- Increase product line effectively- Organize volume deals for Hypers and distributors- Organize product introduction meetings on international level for International accounts and distributors- Split assortment between accounts to avoid “price wars”- Price policy control- Manage sales team (2 Supervisors, 12 Top shop assistants)Key achievements:Fast growth of sales vs federal channel by means of dedicated assortment and tailored promotions like 1+1, TV + Home Cinema, Gift for purchase, etc. Hired consultants team for Moscow stores (+30% growth vs stores without sales force). Organized trainings on Philips product line for store personnel. Kept Philips FTV shares on the first place in Hypers. Total sales remained stable in terms of decreasing market with average in-house shares twice better than in other Philips sales channels (22-25% vs 12% average market shares)

- Recover Philips sales in Hypermarkets – small domestic appliances- Run and control indirect business with accounts- Fix Philips assortment in all Hypers- Plan and execute sales volumes.- Organize distributors work with Philips accounts effectively- Organize merchandizers team work - 3 direct reports. No team before- Agree and execute promotions.- Control of price policy.Key achievements: Increased sales twice with correct assortment and started participating in promotions in non food categories. Fixed a budget for accounts, hired 3 sales representatives to secure orders from accounts. Started Avent business in Auchan & Metro. Accounts were one of the first who launched Saeco in Russia. Total turnover with SDA category in Hypers increased by 115% with average in-house shares 25% higher, than in other Philips Partners sales channels

- To ensure successful start of Unilever business in Real,-Hypermarket Russia as of day 1- Recover Metro CC business with Unilever- Trade Terms alignment (adaptation of Global Unilever TT to Local EE, leading of Top to Top meetings; preparation and signing of contracts)- Leading a project of CatMan (development of category layout HPC in Real): customized equipment/ assortment/ plan-o-grams/ navigation/ etc.- New Store opening programs (to create/ align Customer specific program for all Unilever categories)- Trade Marketing tailored projects (Loyalty promotions)- Field force Team Management (24 direct reports + 48 indirect in regions)Employment, training and development.Key achievements:Increased sales volumes, hired a team of supervisors and merchandisers. Agreed new contract in 2005. Agreed and executed one of the first loyalty programs in Russia – Metro started own program on regular base after success with Unilever. (2007-2008, Q3 2007 Metro with Unilever turnover was on the level of average 1 year performance)

- Direct Contracts, including territory development- Achievement of sales-in targets, including goods planning- Ensure 100% SKU listing- Planning & execution of promo-activities - Budget/ credit control- Sales Team Management (17 reports) – routes, sales plans, reportsEmployment, training and development.Key achievements:Increase of distribution, increase of in-house shares. Average year to year sales growth was stable 35-40%