Nissan - Deputy General Manager - Sales

Deputy General Manager Sales, NMIPL

EXPECTED END RESULTS:

MAJOR ACTIVITIES:

Retail & Wholesale Volumes:

- Enquiry Management Enquiry Generation, Test Drive, Home Visits

- Lead management of Cardekho /LMS and Product Websites

- Managing retail at dealerships

- Enhancing retails through corporate/fleet business

- Target Setting and Monitoring

- PromotionATL/BTL Management

- Dealer Stock ManagementManaging Aging of inventory

- Order forecasting

- Inventory Funding Management of dealerships

- Co-ordination and liasioning with Financers for Retail and WS funding

- Recommendation of parties for Network Expansion in open area

- SSI Score

- Implementation of Nissan Sales Standards at dealerships

- Implementation of processes for customer satisfaction

- CRM intervention at dealerships

- Customer Concern Resolution and managing escalations

- Root cause analysis for complaints and continuous improvement

Institutional & Corporate Sales:

- To tap potential in Top 50 Corporates in the region

- To identify customers for bulk deals in the region

- To identify Top 20 fleet operators in the region and ensure regular business from them

- To ensure adequate manpower in each dealership for corporate business

- ATL/ BTL activities for enquiry generation

SOP Compliance:

- Implementation of Nissan Standards on infrastructure, Test Drive Cars, Manpower availability and grooming, Sales Processes

- Gap identification and continuous improvement

DMS Implementation:

- Usage and monitoring of DMS

- Ensuring timely submission of enquiries, booking and retails in the system

Allied Business:

- Ensuring 90% + inhouse Insurance penetration by dealer

- Ensuring 60% + inhouse finance penetration by dealer

- Ensuring min accessory sales of Rs 6000 / per new car sales

- Ensuring min Extended warranty penetration of 60% of new car sales

- To initiate NIC business at all dealership to ensure that they are exchange ready

- Min exchange penetration to be 20%

%trained Sales People at dealerships:

- Identification of training needs of dealership employees

- Continuous improvement through download of training bulletins, class room training, role plays and hand holding

Manpower Adequacy and Retention management:

- Min.80% trained manpower at all times

- To keep a check on attrition below 20%

Dealer Working Capital:

- Liasoning with financers to enable required working capital for dealerships

- Keep a check on working capital availability and diversion of funds in to other businesses

- Ensuring check on capital erosion due to business losses and ensuring profitability of dealership

Dealer Satisfaction Index:

- Managing dealer expectations on business development

- Managing dealer profitability

- Ensuring timely redressal of dealer concern

- Timely dealer claim settlement