Jeffrey Lorence C. Lazarte

• Assigned to lead the whole Customer Development business, which covers all channels from General Trade, Modern Trade, Food Service, Export and Foodstores
• Also leading support groups that covers Customer Marketing, Business Development and Capabilities
• Fully accountable to the overall national strategy development that covers Sales, Customer Marketing, Route-to-Market, Finance and People strategies

Main responsibilities as VP - Customer Development

• Sales Achievement: Ensures that revenue and volume targets are met by each Channel. Supports Channels with programs developed by Customer Marketing and Business Development Teams
• Strategic Relationships: Develops business relationships with internal stakeholders and customers (distributors, dealers and key accounts) to ensure harmonious and sustainable business partnerships
• Market Share & Distribution Achievement: Drives the growth of market shares and distribution by implementing RTM strategies and Consumer/Trade Marketing initiatives.
• Defining and Executing Route-To-Market Solutions: Built and trained RTM capabilities in the organization.
• Organizational Development and Systems & Processes Management: Created and promoted an environment of talent development, developed and executed systems and process changes to hasten, or to make effective doing business.
• Financial Management: Delivered strong financial performance despite challenging economic conditions by executing prudent risk management strategies throughout all aspects of business operations.

• Assigned to lead the Modern Trade business, which covers national and local key accounts in the ff channels: Main function in KOF as MTD: Strategy Development
• Fully accountable to the overall national strategy development for Modern Trade Channels that covers Sales, Trade Marketing, Revenue Growth Management (Portfolio and Pricing), Expanded Go-to-Market, Finance and People strategies

Main Responsibilities of the MTD:

• Sales Achievement: Ensures that volume and revenue targets are met by each Channel Group - National Key Accounts, Regional Key Accounts, Emerging Channels
• Market Share & Availability Achievement: Drives the growth of market shares and availability by implementing GTM strategies and Consumer/Trade Marketing initiatives
• Defining and Executing Go-To-Market Strategies: Builds GTM models that would drive availability to the trade at the least possible cost
• Organizational Development and Systems & Processes Management: Created and promoted an environment of talent development, developed and executed systems and process changes to deliver effective business results.
• Commercial Profitability Management: Fully accountable to the strategies and execution in improving the P&L of Total Modern Trade

Key Achievements:

• Driving a +25% YTD growth vs LY, ahead of Stretch Business Plan. Already accomplished 82% Share of Value for Sparkling, ahead of timelines
• Developed the capability pipeline to prepare the Modern Trade Team of the future
• Leading an organizational restructure that would allow evolution on channel strategic focus, tightening of process and collaboration, emphasis on execution.
• Enhanced team collaboration through regular communication, goal setting, and performance evaluations.

• Assigned to lead the South Luzon Commercial Unit business, which covers the provinces of Region IV-A (CALABARZON), Region IV-B (MIMAROPA) and Region V (Bicol Region) Main function in KOF as CUD: Strategy Development
• Fully accountable to the overall strategy development of the CU which encompasses Sales, Trade Marketing, Information Management, GTM, Distribution, Finance and Human Resource
• Closely works with Marketing, Supply Chain and Franchise Team (KO)

Main Responsibilities as a CUD:

• Sales Achievement: Ensures that volume and revenue targets are met by every Regions and Areas
• Market Share & Availability Achievement: Drives the growth of market shares and availability by implementing GTM strategies and Consumer/Trade Marketing initiatives
• Defining and Executing Go-To-Market business models: Builds GTM models that would drive availability to the trade at the least possible cost
• Business Analytics: Leveraged data and analytics to make informed decisions and drive business improvements.
• Organizational Development and Systems & Processes Management: Created and promoted an environment of talent development, developed and executed systems and process to drive effective business results.
• Commercial Profitability Management: Fully accountable to and the strategy development and execution in improving the P&L of the Commercial Unit

Key Achievements:

• One of the Top 3 Commercial Units of 2018, 2019 and 2021
• Awarded Full Year 2020 as COMMERCIAL UNIT OF THE YEAR: 2nd Fastest CU in Volume growth, 1st Fastest CU in Market Share growth for Sparkling, 1st Fastest CU in Market Share growth for Water CU with the highest profit
• Awarded Midyear 2020 as BEST COMMERCIAL UNIT in Sparkling Market Shares Highest Market Share nationwide Fastest Market Share growth nationwide
• Awarded 2019 BEST COMMERCIAL UNIT in Water Availability Growth Awarded 2018 BEST COMMERCIAL UNIT in Sparkling Availability Growth
• Achieved 2017 YTD +12% growth vs LY; highest among all CU’s in KOF
• Led National Projects on Glass Management and PET Development for National General Trade channels
• Co-led with GTM and Region Leadership Team the conceptualization and execution of key GTM Pilot Projects: Mega Delivery Partner, Mega Stills KOF Distributors, Most Valuable Partner (MVP)

• Assigned to lead all major accounts namely SM, Robinsons, Ansons, Abenson, Western Appliances, Savers Electronics, Automatics Centre, Shopwise, K-Servico, All Home Appliances, Duty Free, Brandz and Trendz, and S&R., which is 55% of Samsung’s total Digital Appliances (DA) business

Main function in SEPCO as Strategic Accounts Head:

• Strategy Development
• Closely worked with other functions: Product Marketing, Trade Marketing, and Supply Chain Management in developing and proposing strategic channel programs to achieve HQ goals
• Sales Achievement
• Retail Management
• Strategic Partnership with Dealers
• Organizational Development and Systems & Processes Management

Key Achievements:

• Drove growth for Digital Appliances Team with +27% growth Conceptualized and executed the first ever in Digital Appliances NPD Launch Pad and VIP Selling for key dealers
• Defined with CE Top Management the organization structure of the future
• Institutionalized the Joint Business Planning Process for the Strategic Accounts Channel

• Assigned to handle Metro Manila 2 Team (i.e
• Abenson, Robinsons, Ansons & Shopwise), which is 30% of Samsung’s Digital Appliances (DA) business

Main function in SEPCO as Key Accounts Team Leader: Sales Achievement:

• Volume and Revenue Targets Achievement
• Dealer Management
• Channel Development
• Market Development
• Trade Marketing Execution & Resource Management
• Forecasting and Controls
• Organization Development

Key Achievements:

• Grew the business in 2015 by +34%
• 67% growth driven by Robinsons and led the team to be the most consistent channel to deliver monthly targets and making Samsung the #1 brand in most of the handled dealers
• Turned around dealer profitability in 2015 from as low as -1% to as much as +10%
• Increased SKU distribution across dealers by +20%
• Grew the business in 2014 by +24%, reversing the decline of Abenson and ending the year with positive 14%

• Assigned to head total country Sales operations ranging from the Sales (Field Sales, Trade Marketing and Training & Development) Handled strategic direction and execution in market and in trade for the different DA brands

Main function in DAPH as CDM:

• Sales Achievement
• Trade Brand Development
• Distributor Management
• Channel Strategy Development
• Volume and Spends Budgeting, Forecasting and Controls
• Organization Development

Key Achievements:

• More than doubled the business by growing +136%
• Spearheaded launch of DA70GSM, the right product for the PH market
• Executed global gold standards in POPs and Merchandising Materials, i.e Brand Racks, Brand Highlights and Brand Dispensers
• Set-up distribution networks outside Manila, such as Cebu & Davao.

• Assigned to head the Category Sales Team for Biscuits (i.e Tiger, Oreo & Chips Ahoy) with 1 direct report handling the Trade Marketing operational aspects of the category

Main functions in KFP as CSM: Category Insights

• Handled strategic direction for the Biscuit category in terms of down-the-line programs
• Liaised between Sales and Marketing in the implementation of category programs
• Category Performance Analysis, Insights, Strategies & Tactics
• Programs Implementation and Evaluation
• Budgeting and Forecasting
• Expanded product reach into new markets, securing distribution agreements with major retailers.

Key Achievements:

• Reversed Tiger’s decline in distribution to growth levels
• Doubled Oreo’s downline distribution and strengthened Modern Trade distribution level to 90%
• Co-led with Biscuits Marketing Manager to make product configuration changes to address market needs and profitability targets: Package Configuration from 8s to 10s
• Change biscuit configuration per pack from 4 to 6.

• Assigned to head the Sales Training Group with one direct report handling Incentive and Recognition segment of the function, while I handle training needs assessment and capability development programs both for internal and external sales teams.

Main functions in KFP as STDM:

• Skills Assessment
• Training Design & Monitoring
• High Performance Work Systems Standardization
• Staffing & Talent Development
• Sales Policies Development
• Motivation Tools Development

Key Achievements:

• Led 2 National Conventions as rallying stage for organization to hit 3 consecutive years of double digit growth
• Developed & executed 3 back-to-basics Skills Training Schools: (1) Basic Selling Skills, (2) Training the Trainer Skills, (3) Managing & Coaching Skills Developed & executed 2 Management Schools: (1) Key Account Management School, (2) Distributor Management School
• Communicated all learning and performance objectives, schedules, and training assessments to upper management.

• Assigned in Mindanao Region to handle 7 Area Managers composed of 5 Territory Distributor Executives (TDEs) and 2 Key Accounts Executives (KAEs)
• Directly reporting to the Sales Director
• Handled distribution and business building programs in the area – supermarkets, groceries, wholesalers, market stalls, sari-sari stores and other non-traditional retail channels

Main functions in KFP as RSM:

• Sales Target Accomplishment
• Distribution target Achievement
• Merchandising Execution
• Pricing & Promotion
• Training, Evaluation & Staffing
• Profitability

Key Achievements:

• Reversed declining business in Mindanao (-37%) to achieve +15% revenue growth versus past year (April ’07 to September ’08 VS same period YAGO) for total region
• Delivered 3 record breaking months for Mindanao during the stint and became the featured team in KFP’s global newsletter
• Achieved hitting the following business plan targets: 100% VS LE (Least Estimate or Monthly Target) 106% VS OB (Official Budget or Total Annual Business Plan)
• Organized regular sales meetings, providing comprehensive updates on market trends, competitor analysis, and new product developments, which became a standard to the organization.

• Directly handled the distributor business of Batangas, Laguna, Cavite and Mindoro provinces
• Handled distribution and business building programs in the area – supermarkets, groceries, wholesalers, market stalls, sari-sari stores, and other non-traditional channels

Main functions in ABF as DSM:

• Sales Target Accomplishment
• Distribution
• Merchandising Execution
• Pricing & Promotions
• Training & Development
• Profitability

Key Achievements:

• Achieved +3.76% growth (March ’06 to December ’06 VS March ’05 to December ’05) for total region in spite of total company decline of 27%
• One of only 2 regions which grew the business from previous year
• The only region which maintained market share for Ovaltine nationwide.

• Assigned to handle sales operations of SAFI / HUFC to Pilipinas Makro, Inc., Philippine Seven Corporation, and Mercury Drug
• Handled business building programs, tactical promotions, trade relationship and goodwill, product portfolio growth, and profitability of the accounts mentioned above

Main functions in SAFI / HUFC as KAM:

• Sales Target Accomplishment
• Distribution
• Merchandising Execution
• Pricing & Promotions
• Accounts Receivables Management
• Profitability

Key Achievements:

• Grew the business versus past year (Jan-Aug’05 vs Jan-Aug’04) as follows: PILIPINAS MAKRO, INC
• SAFI 28.38% HUFC 39.60% PHILIPPINE SEVEN CORPORATION SAFI 2.87% HUFC 23.25%

• Assigned in Region 2, Cagayan Valley, to handle the distributor business, GMI (Grupo Marilen Incorporated), of the region
• Handled distribution and business building programs in the area – supermarkets, groceries, wholesalers, market stalls, sari-sari stores and other non-traditional channels

Main functions in SAFI / HUFC as DBM:

• Sales Target Accomplishment
• Distribution
• Merchandising Execution
• Pricing & Promotions
• Training & Development
• Profitability

Key Achievements:

• Grew the distributor business by 4.39% vs YAGO for Heinz-UFC and 23.88% vs YAGO for SAFI
• Helped reverse negative profitability of distributor to positive bottomline
• The only region to have executed the complete requirement of the Mang Tomas Display Contest.

• Responsible for accurate, timely & efficient inventory management to meet customer demands and favorable service levels

Three main functions of inventory management under demand:

• Purchasing: Handled numerical data to derive the theoretically optimal quantities of the different SKUs, using forecasts and balancing with cost efficient container fills, to be communicated to and ordered from the different Production Centers of McKenzie’s principals
• Provincial Replenishment: Handled numerical data to derive the theoretically optimal quantities of the different SKUs that would be sent to the 10 provincial branches nationwide (e.g Cebu, Davao, Iloilo) and plan container fills to achieve the most cost efficient replenishment plan
• Forecasting: Spearheaded and presided pertinent statistical or trend data for forecast coordination meetings between the Demand, Sales and Marketing Department to arrive with agreed numbers to be used as forecasts in purchasing and branch replenishment

Key Achievements:

• Achieved an average of around 90% service level across all principals from the time I started with McKenzie
• Developed with IT the E-Forecasting Tool that delivered faster, more responsive and more accurate forecasting numbers for the company.

• Assigned in Region 2, Cagayan Valley, to handle the distributor business, GMI (Grupo Marilen Incorporated), of the region
• Particularly focused with Public Market and Open Trade Accounts

Four main functions in P&G Sales:

• Sales Target Accomplishment
• Distribution
• Merchandising Execution
• Profitability

Key Achievements:

• Achieved 101% against sales target for Total All Brands in spite of an unfavorable season (start of classes and planting season in Region 2) due to the accounts’ lack of money to spend
• Most successful with Safeguard (193%) and Hair Care Products (187%) in hitting targets.

• Assigned in several provinces (Bulacan, Pampanga, Batangas, Laguna and Quezon)
• Executed MRP (Market Reseller Program) to address Out-of Stock issues and lack of distribution in small accounts in the Public Markets
• Implemented CARP (Complementary Area Reseller Program), an enhanced version of MRP aimed at also addressing Out-of-Stock and lack of Distribution issues but at the same time goals to enhance merchandising and distribution in a more focused execution and training of future distributor sales person coming from the ranks of merchandisers.