Портфолио
СИТИЛАБ
- Зона ответственности: Россия. - Контроль и ответственность за финансовую эффективность новых и существующих проектов управлению филиальной сетью компании: 35 филиалов, более 500офисов. - Организация и контроль процесса продаж. - Управление продажами. - Анализ структуры прибыли и рентабельности (p&l), повышение рентабельности. - Бюджетирование и контроллинг. - Стандартизация бизнес - процессов компании. - Личные продажи, участие в переговорах с крупными клиентами. Реализовано: - Внедрение CRM, воронки продаж, показателей активности, внедрение KPI. - Внедрение обновленной системы мотивации. - Разделение функционала на продажи и поддержку. - Внедрены регламенты работы с крупными сетевыми компаниями. - Внедрен регламент позволивший объединить работу франчайзи и собственной розницы. - Внедрен и стандартизирован план вывода новых продуктов и исследований. - Внедрен регламент автоматического добавления новых исследований всем текущим клиентам. - Антикризисное управление московским регионом. Достижения: - Создан отдел продаж Москвы. - Во все филиалы компании отобраны региональные коммерческие директора. - Формирование отделов продаж по регионам. - Создание плана ввода в должность нового сотрудника и плана обучения. - Унификация отчетности по активности. - Рост выручки по корпоративному сегменту на 70% (год к году). - Рост маржинальности на 15%. - Привлечено 15 крупных федеральных компаний.
Allianz
Corporate Sales management. - Development and implementation of the project "Building active sales". Division into Hunters and Farmers. - Creation of a selection system, training, mentoring of new sellers. Creatingan effective team, - CRM implementation. Development and implementation of performanceindicators digitization of funnels and sales technologies. - Opening of new branches of the company. Implementation of activitymonitoring in the branch network Implementation of regular reporting. - Development of the existing customer base, increase in cross-sales, after-sales service. - Creation and implementation of standards for the work of sales supportdepartments. Standardization of business processes. NPS Analysis. - Creation and launch of working groups for writing new products. - Launch of e-commerce, campaign automation, including multi-channelcampaigns in real time. - Functional management of departments within the framework of the projectlaunch (with the legal department, IT department, marketing department,compliance department). - Negotiations with large clients at the level of the first persons. Assistance toemployees in negotiations. - Participation in professional conferences. - Launch of training for partners. Progress: - Implementation of the sales plan. For the first time in 7 years, the company'stotal sales increased (from 4.0 billion to 5.5 billion rubles), - Reduction of the cumulative loss ratio from 105% to 89%. - In direct sales - a project was implemented to recruit and train new sellerswithout insurance experience "+20", five new sellers fulfilled the annual plan,divisions of "hunters" and "farmers" were formed. - A team of project office analysts was created to implement projects. - Sales growth for a new business by 150%, an increase in the average cost ofthe policy by 250 % - Increase of the expansion coefficient from 45% to 85%, growth of cross-salesfrom 1.02 to 1.35.
AIG
Responsible for the development and expansion of profitable channels of salesof all lines of the company's commercial products. - In conjunction with the various departments of the company participation inthe development and implementation of joint strategies to achieve growth andprofit. - Setting and achieving objectives for sales and recruitment on annual revenuefor all commercial lines of business. - Development and implementation of programs aimed at achieving distributiongrowth, productivity and profitability goals. - Cooperation with company departments to determine how best to develop anduse a variety of sales channels, industry segments, primarily consumer andsmall business, but also middle corporate segments. The profitability and long-term sustainability of all distribution channels was a key expectation. - Evaluation of the possibility of growth of all selling divisions of the companyworking withcommercial departments of the company to develop and implement acompelling value proposition, to develop expanding sales channels; corporatesellers, and other intermediaries selling partners, distribution partners andother distribution channels. - Productivity growth and profitability for corporate sellers. The implementationof the strategy of employment, the growth of the productive activity to achievethe annual targets of revenue growth and profitability. The interaction withcommercial departments to develop and implement a motivational plan for corporate sellers and managers and their clients. To collaborate withcommercial departments for development and coordination of new productsfor corporate agents, intermediaries, selling partners, distribution partners andother distribution channels to execute growth strategies. -Collect market information and monitor market developments, identify areas tooptimize value proposition. - Participation in specialized conferences.