Rahul Mahajan

Built, developed and maintained a customer responsive and result oriented team of 7 senior managers,12 managers and 140 associates across sales, commercial, supply chain and customer marketing function to drive revenue of USD 200 Mn across 4 major categories of Hair Care, Food, Edible Oil and Skin Care in organization's Mass, Drug, Wholesale and Big Box Retail

• Adjudged the best performing business division for FY 21 by over delivering on business targets for FY21 & FY 22 and also delivering fastest growth amongst all business divisions in the country for two years (9% CAGR)
• Built and delivered strategic operating plan for 6 ,12, and 24 months to accelerate growth and deliver results by identifying brand X geography opportunities by maximizing availability ( distribution), visibility (merchandising) and consumer sell out through activations
• Devised the entire business plan & GTM strategy in collaboration with commercial team for organization's foray into the USD12 Bn Premium Personal Care market.
• Gained MS of 10% in the first year of launch of Saffola Mealmaker in the foods segment by making it among the third most distributed brand in the region as well as working on gaining weighted distribution.
• Established alternate Supply chain route by tying up with 3P vendors such as Elastic Run and Lync Logistics to supply directly to retailers and stockists when there was disruption in Supply chain during Covid and was given the Marico Values Award for being Consumer Centric
• Implemented the GTM strategy of expanding Marico's direct distribution by increasing reach in urban outlets by 15% and in rural network by 25% thus delivering a 5% delta growth in a single year by this initiative
• Delivered a saving of 5% on the BTL spends by introducing the Net Revenue Management principles in line with the national strategy
• Grew the Organised trade ( Big Box Retail and E Commerce channel) to 3X the original size of business in 3 years and gained MS in all 4 categories
• Enhanced the forecast efficacy by implementing the demand sensing algorithm developed in conjunction with the supply chain team.

Delivered a business of USD 100 Mn in General Trade and Organised Trade with a high performing cross functional team of 15 managers who were supported by 80 members

• Turned around the region to make it the fastest growing region in the country by value and also deliver value turnover over the AOP for H1 2017 by 5% at a lower Cost to sale than previous year
• Adjudged the best performing region in the Hair Color category ( which is the largest category for L’Oreal India) and Men category
• Devised and successfully executed the strategy to drive business in MT in hybrid ASM areas to deliver consistent value delivery and
  double digit growth in both direct and indirect MT channel
• Led L’Oreal’s foray into 3rd party merchandising by piloting it in Delhi and then scaling it across the North India
• Identified growth opportunity in “Barber channel” for low cost hair color (Black Natural) and devised market entry strategy for the
  same. This led to significant gain in distribution and share gain. The model is being replicated nationally
• Made significant gains in promoter productivity by setting “best in class” training regimen which led to 10% extra growth in promoter
  stores vs non promoter stores
• Recognized for collaborating with brand team and merchandising team to deliver the best in class launch of Garnier for Men Matcha in April 2017 in terms of market execution and distribution parameters

• Delivered significant gains in distribution and MS across Hair Color and Hair care categories
• Adjudged as the best region in “Retail Excellence” for devising a standardized WOW across top stores and devising a tool to implement
  consistent merchandising execution across region
• Led the key changes in Route to Market to alter the service infrastructure to cater to Self-service format in top towns for L’Oreal India which accounted for 25% plus of the business
• Identified opportunity for growth in rural market and devised customized activation plan to address the gap, thereby delivering a 40%growth over and above the plan
• Designed the induction program to arrest infant mortality which was a big cause of concern and also got the highest engagement
  scores for any region in the country
  

Responsible for leading a team of 8 managers to deliver a revenue of INR USD 70 Mn annually in General Trade while creating and servicing demand at POS across multiple categories

• Delivered faster than market growth consistently to gain 2% MS in Chocolates
• Drove leadership at Point of Buying by effective deployment of Visi Cooler and top end Program outlets, thereby improving the top end
  footprint by 2X, which helped these outlets grow by 34%
• Actively involved in driving focus on establishing the new products launched ( Oreo, Halls XS, Five Star Chomp) by enhancing
  distribution of these products
• Helped establish the rural structure in AP as well as Karnataka and expanded direct distribution to all towns with population greater
  than 5K by appointing sub stockiest and establishing the hub stockiest model
• Established best in class Route to Market by driving distributor consolidation in Titanium towns and established the premium PC and Activation Executive structure to help deliver at top end outlets in all titanium towns
• Responsible for Sales executive and TSI incentive - Ensure 70% incentive earning
• Established recommended WoW by improving TSI PJP adherence, handheld usage scores and also improved visibility score at program outlets

• Delivered an annual target of USD 80 Mn for the I-phone distribution business and set up national distribution structure while leveraging Bharti Airtel's distribution structure. This also required multiple stake holder relation management with the nation Apple devices team as well as with the Airtel circle heads.
• Successfully led Bharti’s market entry into dual-sim Mobile handset devices business and delivered USD 30 Mn of annual revenue in the first year itself. Built the entire business plan and influenced multiple stake holders at CXO level to get it aproved and get required resources
• Developed a strategic roadmap for product introduction over a 2 year horizon with “product feature” being at the core of the strategy. Built strategic tie up with vendors such as Huawei and Telacom to improve product pipeline
• Led the product launch of ‘Magiq”, India’s first tablet at a sub USD 100 price. Gained 7% market share in first year of operation
• Developed the complete alternate channel strategy to manage the slow moving SKU’s thereby reducing loss to bottomline
• Developed the business case and GTM strategy for Bharti’s entry into home automation and security devices market via a JV formation with Honeywell International Ltd. This involved opportunity analysis, ratification from the board, defining the 5 year operating plan and complete work on the JV CO formation

Responsible for delivering a business of USD 20 Mn in Delhi while leading a team of 5 managers and 15 executives

• Responsible for implementing the pricing excellence project to deliver a saving of 3% of revenue
• Piloted the Store in Store model to deliver a higher growth from same stores by creating service as a differentiator
• Recognised for best execution of the demand generation model by focusing on painter and contractor meets
• Devised the GTM plan for retail distribution expansion project which led to doubling of retailer base in 2009

• Lead the India project team and engaged with Mc Kinsey & Co to devise the strategic framework and action plan for the project on pricing excellence. Got the Blue Eagles Award for “Outstanding Contribution “ to business for the same
• Created trade marketing strategies across multiple categories in conjunction with the brand teams to bring alive the brand plans and deliver the annual growth
• Measured marketing program effectiveness via regular monitoring of KPIs. Led to 10% saving on Cost to Serve by introduction of RoI based model for designing trade activations
• Helped develop opportunities of seasonal programs and marketing programs to achieve retail needs and maximize sell-through while ensuring spends are within the aligned budgets
• Developed strategies to improve and maximize trade investment ROI by completing promotional analysis and validating against expected results.
• Conceptualized and executed the Velvet Club - an engagement and loyalty program for retailers to gain share in interior emulsion market
• Redefined the channel subsidy model for Color machine placement by linking it to performance and thereby improving productivity of assets
  

• Transformed the sales unit to consistent top ranker from a previous bottom 10 in a nation- wide ranking of 52 sales units. Awarded the best performing ASM region - “Emperor of Sales” 2 years in a row
• Established the Key Accounts Management program with architects which helped deliver faster than market growth in exterior emulsion segment . Program replicated nationally
• Delivered highest installation of Dulux Color machines which led to significant gains in weighted distribution