GESTÃO: Rede de distribuição com alcance de mais de 45 colaboradores ligados à força de vendasDESAFIO: Conduzir o processo de profissionalização da empresa, melhoria da performance da rede de distribuição, abertura de novos mercados visando a melhor efetividade financeira da empresa.REALIZAÇÕES:• Desenvolvimento de novo produto com foco em redução de custo fabril visando implantação em novo mercado. Redução conquistada de 28,87%• Plano operacional de penetração em novo mercado, contendo estratégias, definição de 4 P’s, desenvolvimento de plataforma e efetivação do projeto.• Desenvolvimento de ferramentas e processos, proporcionando capacidade de visualização da projeção financeira da empresa• Aumento de participação em vendas dos canais Key Account, saindo de 20,31% para 30,81%

MANAGEMENT 10 Staff Members, 2 Managers and 40 RepresentativesROLE: Reporting directly to CEO, establishing processes, restructure and handling Sales, driving the Technical team to reach the strategic goals.DELIVERED:• Development, implantation and training of process to drive sales operation.• Restructuring of sales squad, by the replacement, hiring, upgrading and relocation to get high performance.• Development of Region Managers plan.• Development and implantation of variable salary plan, by global and personal metrics.• Development of KPI’s Dashboard to drive decision-making.• Implementation of after-sales system called Telecontrol, to improve after-sales management.• Decrease of centralized Sales risk: Rio de Janeiro region (growing up around 30%), got reduced of turnover participation from 38% to 23,8%, through to developing potential regions like São Paulo and Minas Gerais. Uptake new potential customers, to decrease the turnover participation of bigger customer from 8% to 5,5%.• Achievement of 96,4% growth from previous year.• Delivery 4 Turnovers Record

MANAGEMENT: 16 Staff Members, 2 Managers e 35 RepresentativesROLE: Reporting to Sales Director, head of Internal Sales, Marketing and After-Sales squad, promoting changes to improve sales channels profitability.DELIVERED:• Organization chart restructuring, promoting changes and upgrades to better efficiency.• Customer performance mapping, and strategic instructions to region managers focused on increasing customer profitability. Strategy samples: Cross selling, Up Selling, Pricing adjustments, etc…• Strategic decision-makings to achieve goals.• Support on creation of interface sales system, providing information, structuring developing and tactical insights.• Improvement on after-sales reputation, moving by last position to leading position in segment on platform: Reclame Aqui. As a result, receiving an indication to Época Award.• Developing an Intenational sales event, resulting in a 16% profitability ROI• Developing an Excel tool to strategic inquires by region managers and directors. This tool improved faster and better decision-makings.• Implementation of after-sales system called Telecontrol, to improve after-sales management.• Decrease of 70% on new technical judicial cases.• Delivery 3 turnovers Record

MANAGEMENT: 2 Staff MembersROLE: Reporting to Sales Manager, head of Marketing, providing support to sales team through strategical insights.DELIVERED:• Draft strategic communication that achieve better brand reputation on the segment.• Draft visual identity on main brand (TEKNA) achieving higher reliability by research.• Developing analytical tools to get faster information from ERP, as allowing linking different databases, provide better reports.• Developing benchmarking system that achieving better pricing map and product management.

MANAGEMENT: 1 Staff MemberROLE: Improve spare parts international orders efficiency.DELIVERED:• Alignment of interchangeable information that achieving a decrease on shortage and stock investment.• Developing of mandatory processes to buy spare parts on new products orders. It provide better performance on product launches.• Support on MRP implementation, giving information about secure stock and order trigger, that achieve decrease on shortage and stock investment.• Support to after-sales department known which spare parts needed to provide warranty

ROLE: Structuring spare parts sales department and increase turnover.DELIVERED:• Focused on spare parts sales, achieving 380% increase in two years.• Support to Logistic department on interchangeable information, providing significant decrease on wrong shipments and better information to Purchase department.• Support on contract new technical services, which provide better national coverage.• Development 3 new big national dealers, providing higher performance on final consumers orders.

Vendas diretas de peçasProspeção de novos mercados