Ashwin Jain

• GTM strategy formulation for Trident Copier Paper - Strategy to increase copier sales from 4500 MT per month to 6000 MT per month to reduce inventory holding levels at the plant
• Category Expansion Notebooks & Stationery - TAM analysis for Notebooks segment and identifying market segments to prioritize in terms of geography and product subcategories
• Manpower Planning - FOS manpower planning, setting up SOPs for recruitment and performance management through KPI dashboards and reporting; replacing the 3rd party recruitment and payroll agency
• Strategic Initiatives such as Alternate Channel strategy (E-Com, MT); DMS Implementation- vendor evaluation, features finalization, and channel management for implementation; Handling long-term strategy building for the paper division in association with external consultants - PWC; Scheme formulation with cost-benefit analysis and objective setting for TOT, QD, Target based schemes, Loyalty program management; BTL Planning & Implementation
• Additional Role of heading overall sales in copier(domestic) and export division (all products) and supporting the Sales & Marketing Head in achieving monthly targets for both these regions

Post-merger integration for a leading Consumer Durables player dealing in Fans, Lighting, and Appliances

• Strong-Weak Market-based strategy formulation for front-end sales transformation
• Micro-market-based implementation for strong market transformation with AOP at 60% growth for FY24
• Key Retailer Program Design and Implementation focusing on Class A+/A outlets in TLP and Metro cities
• Weak market integration model with 1 Distributor,1 FOS, 1 Team across states to improve whitespace coverage and ND expansion

Route to Market strategy design and implementation for a Leading Indian Consumer Durables player

• Network planning and expansion, capability build, and process improvement for the rural route to market, developing distribution strategy for the integration of product categories in turn optimizing manpower
• Dashboarding and KPI automation for timely reviews of the sales team; designed and implemented review process to manage performance of FOS
• Product portfolio benchmarking based on consumer insights and feature gaps and opportunities for a short, mid, and long-term product roadmap for the appliances division, Trade promotions management, and key retailer program design
• High-impact RoI tracking and planning for all All-India distributor networks; distributor evaluation scorecard and distributor network recast planning

Digital Salesman - Route to market strategy for a Top Brand in packaged Basmati Rice in India

• Designed and implemented a Digital Salesman approach towards retail distribution in COVID scenario
• Curated and piloted Tele-calling way of retailer replenishment thereby reducing the cost to serve the client
• FY'22 AOP formulation and implementation with the help of the sales team across regions at a town-product level
• DMS benchmarking and IT strategy formulation for process-driven distribution strategy

Product and Value chain benchmarking across the diaper industry for a big global FMCG player

• RTM model benchmarking in General Trade across competitors and best practice analysis on channel partner margins
• ND-WD analysis for Uttar Pradesh across categories to figure out future strategy to be adopted by the brand
• Analyzing the backend supply chain across competes, to deduce cost saving opportunities employed
• Analyzing Nielsen data to divide India into strong/weak markets to deep dive with market visits
• Deducing Strategic positioning for each major player and identifying opportunities and gaps for the client

Go-to-market strategy for a leading Wires and Cables company expanding to the Durables category

• Identifying the appropriate Sizing of distributors and formulation of a business case for Punjab and West Bengal (pilot markets)
• Identified product gaps and pricing mismatches in the existing portfolio through extensive competition benchmark for Fans
• Product portfolio benchmarking based on consumer insights and feature gaps and opportunities for a short, mid, and long-term product roadmap for the appliances division

• Led sales planning and distribution channel strategy in UP West region with an annual revenue of 14.5 Cr
• Distribution Excellence: Process Optimization & Implementation of credit management system for distributors, identifying gaps in the distribution model and introducing the Lava sales application to mitigate those gaps
• Retail Excellence: Part of the team that introduced the pan-India process of Retail Placement Adherence, Placement norms, and gap report to ensure proper product assortment at relevant outlets
• GTM Planning & Execution: Designing and implementation of BTL marketing campaigns and launch activities for the Lava Z series, developed BTL measurement matrix at the pan-India level
• Retail Management: Ensuring proper placement of products across categories at more than 350 retail channel partners according to placement norms, Retail placement adherence maintained at more than 90%
• Distribution Management: Distributor lifecycle management including onboarding, knowledge management, policy adherence, ROI management, new product launches, Retail Universe management
• People Management: Led a team of 3 Area Retail Officers,6 Distributor sales executives, and 38 shop promoters to achieve Primary, Secondary, and Tertiary targets for the territory

• Development of the business model for fantruce.com based on the online fantasy league model Implementing innovative features of E-coupons, freemium gaming, and social networks for sports

• Project Management: Planning and execution of an e-commerce project for multiple clients; Part of designing and content development teams for handling client projects

• Partner Management: Commissioning of electrical and instrumentation devices in the Indurating machine with the help of Mecon India, Assisted in SAP implementation of pellet plant wherein worked in sync with IBM
• Project Execution: Managed the procurement and commissioning of electrical equipment at pellet plant