Godrej Interio: Channel Management | Chandigarh

Godrej & Boyce (G&B); Chandigarh; On-site; INR 1,800,000 - 2,400,000; Full time

Job summary

Godrej & Boyce (G&B) is seeking a dynamic leader to own the VFD Channel Business revenue plan and drive market expansion through dealer channels. The role focuses on formulating and executing GTM strategies, managing working capital, and aligning to the business plan.

You will coordinate with sales teams, partners, and branches to ensure timely support, lead generation, and consumer schemes to enhance customer experience and profitability across VFD and B2C initiatives.

Responsibilities

• Achievement of Revenue for VFD Channel Business as per plan
• Drive Go To Market Strategy and Strategic Initiatives for B2C customers at dealer channel
• Drive VFD business through Channel Management and effective Working Capital
• Drive expansion plan at identified whitespaces by focus on lead generations
• Budget Management as per business objectives
• Learning Management
• Organizational Imperatives

Job description

Key Result Areas

1. Achievement of Revenue for VFD Channel Business as per plan
2. Drive Go To Market Strategy and Strategic Initiatives for B2C customers at dealer channel
3. Drive VFD business through Channel Management and effective Working Capital
4. Drive expansion plan at identified whitespaces by focus on lead generations
5. Budget Management as per business objectives
6. Learning Management
7. Organizational Imperatives

Job Description

The incumbent would be responsible for the following:

1. Achievement of Revenue for VFD Channel Business as per plan
   • a. Achievement of Revenue and P&L Objectives of VFD Channel Business as per AOP
   • b. Effectively Contribute to Sales and Profitability objectives for the VFD Business
   • c. Planning, developing and execution of Go to Market Strategy to achieve Channel Wise, Territory wise and Product Line wise Desired Sales
   • d. Ensure effective on time support to Field Teams to grow the Business in desired parameters
   • e. Drive and Plan Strategic initiatives like consumer schemes as per ongoing Consumer Trend to improve Extraction
2. Drive Go To Market Strategy and Strategic Initiatives for B2C customers for dealer channel
   • a. Formulate innovative consumer schemes to generate demand for secondary sales.
   • b. Formulate primary schemes for channel partners
   • c. Lead discussions with aggregators and agencies to facilitate Strategic alliances for Consumer Finance and other initiatives towards a superior customer experience
   • d. Driving Strategic Initiatives for Extraction like Consumer Finance, Omnichannel, Tracking Secondary Sales etc. to create a seamless and unique experience for B2C Customers
3. Drive VFD business through Channel Management and effective Working Capital
   • a. Regular market visits to meet and take feedback from channel partners
   • b. Crisis management with channel partners
   • c. Approving and selecting partners
   • d. Working Capital Management - Control O/S as per business norms and encourage adoption of tools like Channel Finance among Dealers
4. Drive expansion plan at identified whitespaces by focus on lead generations
   • a. White space identification through indepth understanding of markets and business volumes
   • b. Support branches in lead generation for expansion through various lead generation activities
   • c. Maintain MIS for expansion in terms on billing, outlets opened and net expansion
5. Budget Management as per business objectives
   • a. Drive Stringent Budgetary Control as per Business Numbers so that increased Costs do not impact VC Business Profitability
   • b. Managing and Controlling the NON-IMC and ATD Budget as per Business Performance and be within limits
   • c. Ensure Legal and Statutory Compliance
6. Learning Management
   • a. Learning Management - Training for VFD as per Consultative Selling approach
   • b. Heading Training for Sales and Mktg Teams in blended learning approach of Classroom and LMS including Content Creation and ensuring effectiveness as per defined outcome
   • c. Management of Learning Management System
   • d. Management of external training partners.
7. Organizational Imperatives
   • a. Implement Enterprise Risk Management (ERM) strategies for critical manufacturing processes to mitigate operational risks.
   • b. Foster a culture of continuous learning and development through structured training and mentoring of subordinates.
   • c. Ensure strict adherence to statutory and regulatory compliance, and maintain a safe and healthy working environment.
   • d. Champion operational excellence through methodologies such as Total Productive Maintenance (TPM), Kaizen, 5S, Theory of Constraints (TOC), GreenCo, and CII Business Excellence frameworks.
   • e. Participate and mentor teams in fulfilling organizational imperatives.