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Professional experience

May 2018today

National Horeca Manager

Nestlé Nespresso SA, Switzerland

Lead and motivate the HoReCa Field Sales team of the Distribution network (indirect sales force) and manage and lead Nespresso Horeca Team (direct sales force) and ensure the execution of the Horeca channel strategy, seeking high visibility and best-in-class service within high-end Horeca prospects and customers. Set-up and implement HoReCa commercial & marketing activities to achieve yearly objectives.

Direct reports: 4

Indirect reports: 20

Dec 2011Apr 2018

Sales Manager and Key Account Manager Office B2B

Nestlé Nespresso SA, Switzerland


Sales Manager Office

  • Define Operational Plan 
  • Define yearly and monthly sales budget
  • Manage the Sales Managers/Commercial Managers of distribution network (5 Exclusif Distributor)
  • Consolidation and analysis of the Monthly sales
  • Proposition and follow up of Sales Force specific actions/promotions/events/trade fairs in order to reach the sales targets
  • Liaise with Marketing department (Club Comm, Events, PR, CRM) to run commercial and marketing plan.
  • Control agent commercial activities, create and implement national offers
  • Manage the Office sales forces of distribution network with regular meetings, welcome and train new salesmen on product, assess their performance
  • Ensure the compliance with the internationally defined Nespresso sales process and B2B Sales and Trade terms (S&TT’s) and with local Legal.
  • Define, organize and implement Sales Force training program
  • Implementation of Digital Tool for the Sales Force
  • Market Study, Market Sizing & Market Segmentation
  • Implementation Coffee Corner on the Swiss Market
  • Understand competitors and trends. Turn understanding into actions that allow growth and expansion. Monitor and report all competitive activities.
  • Define strategy and action plan for Copy Caps 

Key Account Manager Office

  • Define and monitor yearly KAM budget
  • Supervision of national KA activities
  • Coordination of regional KA activities on national level
  • Coordination of international KA activities on national level
  • Represent the company in negociation of contract with larger key accounts
  • Development of existing key accounts (turnover, capsules and machines growth)
  • Coordinate and manage all sales related activities of Key Account sales force

Direct reports: 2 

Indirect reports: 80 (sales force Distributors)

Nov 2010Oct 2011

Key Account Manager / Product Manager

Univerre Pro Uva, 3960 Sierre
  • Define and Develop Key Account strategy
  • Product Management out-of-home
  • P&L responsibility
  • Market Analysis 
Nov 2002Oct 2010

National Sales Manager

WANZL(Schweiz) AG, 9425 Thal
  • Mangement of the sales team (3 direct reports)
  • Key Account Management
  • Define Commercial and Marketing Strategy
  • Responsible for the branch of Yverdon
  • Acquisition of new clients
  • Development existing clients
20002002

Trainer/Auditor

SENSORMATIC AG, 6305 Zug
  • Define and run Trainings for Sales Force
  • Audit in Security
  • Define and run specific Customer Training
19962000

Back Office Manager

SENSORMATIC AG, 6305 Zug
  • Sales Administration
  • Invoicing
  • Reporting
  • Marketing
19911996

Cashier

BANQUE CANTONALE VAUDOISE, 1814 La Tour-de-Peilz
  •  Back-Up Head Cashier
  • Assistant and Back-Up Asset Manager
19882001

Apprenticeship Commercial employee

Banque Cantonale Vaudoise, 1820 Montreux

Education

04.201804.2018

Méthode CATIL® pour l’Evaluation des talents

CATIL

 · Comprendre le processus et la structure de l’entretien, ainsi que les conditions requises pour un entretien efficace.

· Identifier les exigences du poste (profiling).

· Comment mettre au point un entretien structuré.

· Anticiper la performance future en posant les bonnes questions.

· Exercer les techniques et les outils de l’entretien : savoir écouter, observer les comportements et contrôler ce qu’on a cru voir.

· Obtenir une évaluation objective basée sur des critères préétablis en vue d’une adéquation candidat-poste aussi serrée que possible.

· Savoir prendre en considération la différence entre « Peut faire » et « Veut faire » : compétences versus motivation.

· Appliquer le Leadership Framework de Nestlé pour l’évaluation et la sélection.

09.201701.2018

Everyday Coaching

Manager-Training-Path Nestlé Nespresso

Acquire the necessary knowledge to be able to actively integrate the Coaching approach in your management style, as well as in specific development discussions

Sep 2013Sep 2013

Mobilising people to implement changes

IMD & Nestlé
Mär 2012Jun 2012

Leading a winning sales team

Krauthammer
Mai 2008Jan 2009

Commercial Coordinator

CEFCO Lausanne