Дмитрий Никулов

Organization of sales and distribution development of RusAgro products in the categories of sauces and mayonnaise, margarine, dairy products (cream, cheese, butter) on the territory of the North-Western Directorate, which includes the entire North-Western Federal District, as well as Smolensk and Tver region.

Launching of a new Yummy United brand on the Russian market. Today this brand is presented in 4 categories of food products for children aged 8-12 years: milkshakes, juices, breakfast cereals, curd cheeses with chocolate glaze. Products in the fruit smoothies and ice cream categories are ready to go on sale.
Since July 2020, a listing has been prepared for all federal chains, and already in December 2020, deliveries to Karusel (X5 Retail Group) and Auchan began. At the beginning of 2021, contracts were signed and deliveries began with such networks as Metro C&C, Victoria, Verny, Billa, Miratorg and a number of local networks of St. Petersburg, Bashkiria and Tatarstan. The e-commerce channel was actively developing, and YU products appeared on Yandex.Beru and Wildberries market placecs, as well as in the Utkonos and Perekrestok online stores.
Managing of a team of subordinates, consisting of 1 GKAM, 10 KAMs and 10 assistants. Direct participation in negotiations with NKA, development of negotiation skills in the KAM team, development and approval of commercial terms for all product categories and for all networks, joint work with marketing and logistics departments at product launch.
Creating of a brand development strategy, creation of price and trade marketing models for calculating the economic efficiency of the project.
In July 2021, the commercial department of the Yammy United project was closed due to a radical change in the go-to-market strategy.

Developing sales of fish snacks in federal chains NKA: Magnit, X5RG, Lenta, Okey, Red&White, Monetka, Svetofor (by using two ways of shipments: direct sales and through distributors); optimizing sales of self trade marks (STM) that owns to federal and local retail chains or federal distributors and managing of whole sales department; managing of retail branch work (35 staff) that is distributing products among 600 retail shops in St. Petersburg and Leningrad Oblast.

Managing of two independent branches (in Krasnodar and Sochi) of the “Millennium” holding (it contains 79 branches across Russia); minimization of losses from the breaking contract with MARS company with the target to achieve the break-even point of Krasnodar branch (37 staff) by dealing a new distribution contracts and decreasing the level of costs. Optimizing of the Sochi branch (45 staff) work in order to withhold the MARS contract by achieving target KPIs.

Developing of sales and distribution and optimizing of commercial conditions of Ehrmann’s export and distribution contracts in such CIS countries as Ukraine, Belarus, Azerbaijan, Armenia, Georgia, Moldova, Transnistria and Abkhazia. Creating sales development strategy (for each country), conducting marketing researches of internal markets, introducing new categories of products, changing of price position for each category, developing and implementing of effective schemes of discounts and rebates, implementing trade marketing activities (BTL). Achievements: the increase of turnover in Belarus – 4 times, Georgia – 1.6, Armenia – 2 times, profitability of CIS sales channel overall had been increased dramatically from negative values to levels (32-37%) that exceed targets 25%.
The development of sales in Ukraine was interrupted by the putch (Maidan), and the post of director of the representative office in Ukraine was closed, like all sales activities of the company, as a result of which the position of the BD manager was transferred to St. Petersburg and the job duties were changed. At St. Petersburg main business activities were: managing of sales of 12 distributors in the territory of North-West Federal District, including Kaliningrad and Belarus; managing of performance of existing distribution contracts; searching and discovering of new distributors; managing of 180 subordinates (5 direct, other at outsource), negotiating with key local retail chains (LKAAchievements: turnover of regional distributors (w/o St. Petersburg) was doubled, profitability overall of the region was increased from unprofitable values (-4%) up to the target level and more (+34%), active client base was increased to 6200 POS (+32%), 5 new distribution companies were opened, the market share increment reached 7% (from 21% to 28%) according AC Nielson report.