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Key Task/Activity
% of Time
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Accountability (How you do it)
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KPI (Expected End Result)
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I. a) Annual Sales Budget
b) Generate Sales on current and new opportunities
c) Sales and Marketing
Plan
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a) To prepare and implement the Annual Sales Budget which supports the BU Financial Targets.
b) To lead and follow up on current as well to hunt for new business opportunities in proactive and dynamin approaches.
c) To prepare and implement the Sales and Marketing Plan that supports the BU Financial Targets.
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The Sales Manager ensures that:
a) The Annual Sales of HMVN exceeds the Budget set for the year. The minimum requirement is meeting the external Sales Budget submitted in the final P&L Budget, on Monthly and Annual basis.
b) The Monthly Sales Budget is reviewed with the Sales Team against each month’s Actual Sales performance and variances are internally discussed and corrective actions taken for subsequent months to make up Sales shortfall, if any.
c) The Annual Sales and Marketing Plan is clearly communicated to the Sales Team, implemented fully and the objectives are met.
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II. Accounts Receivables or Collection of Payment from the Customers for the Sales Transacted.
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a) The Sales Manager is solely responsible to ensure that business is transacted with customers which are credited worthy, and he/she ensures through reliable research and market intelligence that company does not do any business with any customers where the company may be at risk of delayed payment / non payment / customer bankruptcy or a potential bad debt situation.
b) Ensures that updated Collection Due reports are sent on a regular basis monthly to all customers.
c) Ensures that he/ she reviews the AR with the Sales Team on a regular basis and the Sales Team are pushed for collection as per the weekly / monthly collection target given by the Finance Department.
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a) The Sales Manager ensures that the BU Target for AR communicated to him / her is met or improved (as per the personal objective in GRIP or as per the Corporate Objective).
b) Delayed / overdue payment over 180 days or any non payment of due’s due to customer bankruptcy / insolvency are considered as an under performance of the Sales Manager on this critical KPI.
c) The Sales Manager ensures that company cash flow is maintained as per the BU’s requirements which are communicated by the Finance Department and there is no threat to the working capital of the company.
(Threat means that the company has no cash available in the bank to make payments to suppliers and salary to employees)
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III. Finished Goods in Stock (F.G in Warehouse)
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a) The Sales Manager uses intimate customer knowledge and puts internal controls in place to ensure that the BU does not carry any F.G stocks for more than one month of manufacture.
b) Ensures by incorporating internal systems in the Sales Department that Sales orders are issued only for firm and committed despatches to be made to the customer, against firm purchase order from customer.
c) In case of any small excess quantity from production, the Sales team will gently persuade the customer to take the excess production made.
d) For any F.G stock in warehouse over 30 days, the Sales Manager works on an urgent basis with his / her team and the customer to ensure quick and full dispatch.
e) Before any customer design change, the Sales Manager and his / her team will ensure that the BU is not carrying any F.G stock for that customer or Brand.
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a) The F.G Stocks at the end of the month / year do not exceed 7 days maximum, based on the month Sales.
b) There are no F.G stocks being carried by the BU which are over 90 days.
c) Finished Goods made by the BU against firm sales order and not despatched to the customer and which lead to an eventual write off, will be consider a serious under performance on this critical KPI.
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IV. Value Added on Sales
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a) The Sales Manager along with the Sales Team will work judiciously to ensure that the Value Add Target of the BU are met as per the Budget submitted by the BU to the Company Group.
b) The Sales Manager takes prudent feedback from the Technical Manager to work on more cost effective materials for customers which yield an improved VA.
c) The Sales Manager continuously works on new markets, customers and NPD that will yield better and improved VA’s for the BU.
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w The Sales Manager to ensure that the BU’s Value Add Targets are met on a monthly and Annual Basis.
w The Sales Manager works closely with the Technical Manager on New Customers and New Product Development.
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V. Human Resource Management
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w Develop and maintain HR plans for the Sales & Marketing Team to contribute to the achievement of BU strategic objectives.
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The Sales Manager manages the performance of the Sales Team through a performance management system to ensure that individual objectives are aligned to team and BU goals.
w Key KPI’s of the Sales Team are clearly informed to them by the Sales Manager, KPI’s include VA, AR and F.G targets, by month, quarter and annual.
w Biannual performance reviews are undertaken for each member of the Sales & Marketing Team
w Performance is measured against SMART objectives and the Company management competencies.
w A training and development plan is prepared annually for team members.
w Performance coaching and counseling is undertaken regularly to ensure that training and development has been “driven home”.
w Salary Review for Sales & Marketing team undertaken annually as per HR calendar.
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VI. Pricing Policy
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w Sets pricing based on the strategy for the individual account, prevailing market conditions, costs and target margin etc.
w Ensures that the pricing policy is in line with the VA Target for the BU.
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w Pricing to be set as per pricing guidelines set by Sales & Marketing Director/General Director.
w Price reductions due to competitive pressure must be referred to General Director (GD)
w All tenders are to be referred to GD when establishing price.
w Selling price lists to be strictly maintained.
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VII. Control Sales and Marketing Expenses
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w Monitors and reviews Sales and Marketing expenditure to ensure maximum benefit and cost containment within budget.
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w Expenditure is maintained within monthly budgeted levels and is as per BG policy and procedures.
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VIII. Innovation / New Business Development
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w Identifies potential new business or products, which are consistent with the BU strategic plan.
w Coordinates the efforts of the Sales and Marketing team to introduce new business and products to the BU.
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w New business plan maintained and updated monthly.
w New business brought in exceeds new business budgeted.
w Plans in place to ensure new business objectives are achieved.
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IX. BU’s Capital Expansion Plans
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w It’s expected that the Sales Manager forecasts accurately the Market Trends which leads to Capital / Technology expansion at the BU. The forecast should be made well in time to ensure that new machines or new Technology can be ordered in a timely manner.
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w As a KPI, the Sales Manager is required to keep the BU Management completely informed about Business Development thereby ensuring that capacity shortfalls are anticipated well in time and new machines and or new Technology is proactively ordered.
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X. Market Intelligence / Potential customer development
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w Maintain effective links with market place to ensure competitor and other business developments surface to the appropriate sales and marketing management, ensuring both protection and innovation for our business.
w Explore new ways of utilizing the company capabilities to win new customers and develop new products / markets.
w Attends trade shows, expos and customer information nights,
w Respond to project related activities as required for primary market research.
w Carry out customer and market research.
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w Company is prepared for competitor activity.
w Prospecting and cold calls provide additional customers and sales as agreed in plan.
w A detailed competitor report is prepared and presented to the GM every 6 months.
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XI. External Company Representation / Trade Fairs
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w Maintains necessary contact with major associations in Vietnam to achieve the objectives of the business unit.
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w Regularly attends Packaging Industry Conferences to promote Company products and services.
w The Sales Manager advices the BU about the type and appropriate timing of Packaging exhibition the BU should participate in.
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XII. Policy, Procedures, Integrity and Ethics
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w Ensures all activities of the Sales and Marketing team comply with relevant Acts, legal demands and ethical standards, along with company policies and procedures.
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w Complies with all relevant policies, procedures and laws.
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