Man Singh Poswal

Daily

• Gate meeting.
• Market working and on-the-job training.
• Review with DSR, TSO.
• Discussion with DB/SS.
• Self-review.
• Keep track of 12 bill cuts daily by DSR.
• Keep check on whether DSR is using S.S.F.A (mobile application) daily or not.
• Range billing.

Monthly

• Review the past month and year-to-date.
• Growth planning.
• Making an execution planner.
• Making my M.J.P.
• Sharing the plan with DB, TSO, and DSR.
• Weekly review.

Quarterly

• Coverage planning.
• Distributor infrastructure and ROI.

• Driving volume and growth in the given territory (managing primary and secondary sales).
• I headed a team of eight distributors, sixteen PSRs, and sixteen rural stockists, focusing on sales in the foods division.
• Ensuring the execution of schemes, consumer promotions, new product launches, visibility implementation, and merchandising.
• Systems adherence, and ensuring timely submission and clearance of claims.
• Ensure distributor investment, infrastructure, in line with business expectations.

• Driving volume and growth in the given territory (managing primary and secondary sales).
• I headed a team of six distributors, twelve PSRs, and twenty-eight rural prospective distributors, focusing on sales in the FMCG business.
• Ensuring the execution of schemes, consumer promotions, new product launches, visibility implementation, and merchandising.
• Implementing trade marketing programs for channels (RTM, KATs, and Lakshya).
• Systems adherence, and ensuring timely submission and clearance of claims.
• Collect and report required market information on competitor activities, such as promotions (trade and consumer), service day, off-take, prices, new launches, visibility, etc.
• Ensure distributor investment, infrastructure, in line with business expectations.

• Monitoring sales of the assigned territory for VBL in the FMCG business through a dedicated sales team.
• Driving volume and growth in the given territory (managing primary and secondary sales).
• I headed a team of 8 distributors, 14 PSRs, 10 RAs, and 9 rural stockists, focusing on sales in the beverage division.
• To ensure proper new product launches and sales promotion at the territory level.
• Ensure distributor investment, infrastructure, in line with business expectations.

• To ensure distribution and coverage objectives, as per the business plan, for all distributors.
• Focus on coverage to increase Nielsen’s numbers of distribution.
• Initiating the launch of 'CSD drinks' drive at outlet levels to increase the number. Of billed outlets.
• Headed a team of 4 distributors, 6 PSRs, 1 merchandiser, and 1,028 outlets.
• Responsible for meeting sales targets and business development activities to increase the business.
• Ensure distributor investment, infrastructure, in line with business expectations.
• Develop a competitive sales strategy for the territory, and drive it through the sales team.