Maria Shmatkova

• Анализ рынка розничной торговли и формирование стратегии развития торговой сети • Анализ изменения клиентских предпочтений и адаптация на CVP сети • Подготовка стратегии развития на 5 лет • Контроль и координация процесса реализации стратегии формата • Поиск новых возможностей и формирование рекомендаций для роста и развития в среднесрочной и долгосрочной перспективе

1. Management of the loyalty program for the retail chain (Hypermarkets and Supermarkets): - Development of a loyalty program (non-food products); - Presentation of the program for the client; - Consulting support for program implementation. 2. Management of projects on the entry of manufacturers' goods into the assortment of federal retail chains: - Development of a negotiation strategy for the entry of food and non-food producers into the federal FMCG-companies; - Preparation of quotations, product presentations; - Analysis of the target audience, determination of brand positioning in the market; - Formation of a proposal for Private Label taking into account the target audience. 3. Project management for the development of corrugated packaging production and sale: - Planning, development and implementation of the company's strategic and business plans: + 10% of the turnover in the falling market. - Development of new product distribution channels. - Negotiations with current 110 clients, engagement of 20 new partners.

- Organization and control of 7 employees in direct and 20 employees in functional reporting (departments of Private Label, Logistics, Merchandising, Operation unit). - Formation and implementation of category strategy. - Increase the share of Private label and own imports. - Assortment definition. - Transition to direct contracts with suppliers. Improvement of purchasing commercial conditions. - Promo management. - Price formation. Minimizing losses. Key results: - Net return has been increased (FM + BM - Losses) by 5 pp due to reduction of effluents, improvement of commercial purchasing conditions, elimination of virtual residues. - The share of Private Label has been increased by 5% over the year. - Total turnover has been increased by 15%, LFL turnover - by 9% in 2021 by 2020. - The budget of own imports has been increased by 2 times (China, Uzbekistan, Turkey). - The first own loyalty program has been developed and organized with a net yield of 7.5%.

- Operational model was prepared to transformation: description of the key processes, define the roles of categories. - Functions and KPI of regional Departments was revised: LFL Revenue +30%; LFL gross profit +48%, LFL traffic +8% without increasing of costs. - Business-rhythm has been modified: development of negotiation campaign tools gave +0.3 p.p. of gross margin. - Trade-promo process has been improved: +$300.000 a year. - Back-basket was allocated with price modification: effect of the pilot +$120.000 a month. - Worked out reports of dynamics of indicators for Commercial Department and consolidated report for Executive Board. - CRM system has been developed and implemented: penetration for the first quarter 40% of customers and 70% of turnover. - 3 loyalty programs has been conducted, effects: 1) instant-win +3,8% turnover; 2) profit mechanics 12% of margin; 3) cumulative +3% turnover. - Private label has been developed from scratch: market searching, estimation of CVP, trade mark development, logo creation, registration of trade mark, forming of assortment matrix (200 SKU in first year). Effect: +5% additional gross margin with 7% of matrix share. - ERP-system by Symphony has been implemented: +10-12% turnover in 3 pilot categories. - Full redesign of Supermarkets and Hypermarkets was made. - Empty niches of market have been found with estimation of CVP of new stores concepts and assortment: Discounter, Wholesale store, On-line.

- Transformation of Non-food Department has been made: number of layers of management reduced from 5 to 4 with 10% economy of wage fund. - CVP of category has been estimated broken down by each format of the store, assortment formed, pricing policies defined. - New portfolio of brands was build up, Private label brand was updated: quantity of trade marks was cut in half, marketing costs reduced by 70%. Share of the category in gross turnover increased by 5%, yield of own import +9%. - The direction of licensed retail programs has been created from scratch: promo calendar, marketing mechanics for 1.5 years, partners have been selected. Major programs implemented: ‘Nutcracker and the 4 realms’ with Disney, ‘How to train your dragon’ with Universal Pictures.

- Effective consumption rate has been measured and evaluated in all retail format: Hypermarkets, Supermarkets, Convenient stores, Wholesalers. Local preferences have been identified by regions and outlet formats. Sales of stagnant categories have been increased to the general LFL trend. - Cluster system in assortment management has been worked out– sales volume growth reached 10% per a 1000 cheques. - Partnership with FIFA - responsible for concept of World cup promo, negotiations with FIFA and License Agency. - Loyalty programs - member of the assortment committee – responsible for targeting, quality of the products, prices and in-store realization of the program: boost of sales was from 3,5 to 5,2% of total turnover. - Hypermarkets re-design. Project of additional equipment. Collective merchandising.

- Promo-plan and promo-calendar have been prepared. Formation of the product mix in seasonal categories for different stores formats increased turnover of seasonal categories by 92%. - The seasonal sales chart shows a climb till 82% (+10%). - Seasonal margin growth +34%. - Commercial terms of suppliers have been increased by 5%. - Project of collective merchandising has been created and launched; salary budget has been reduced by 70%.

- Organization of a team to work with seasonal categories and retail space (30 employees). - Reduction of the ratio in the stores and in distribution centres (-85%). - Creation of methods and instruments for sales volume forecasting and seasonal sections management. Greenfield establishment of the flexible company's pricing for short term sales period. Effects: +15% of gross margin, -10% stock after promo-period, readiness of stocks for a start of sales has been increased by 15% (from 80 to 95%).

Categories Electric appliances, Books, Magazines and periodicals, Batteries, greeting-cards and gift wrapping have been upgrade. Computer and mobile accessories was added in the assortment. CD/DVD disks was de-listed. Effects without department space changing: +20% of turnover of the Department, +27% gross margin, +2% penetration, -18% stock.

Data analysis in order to define industry and consumer trends. Development of exit strategies for unsuccessful products. Improvement of purchase prices and business terms. Control of orders placement to ensure product availability in every store. Optimization of the product merchandise. Cooperation with marketing team to determine competitive pricing and promotional activities of a product category. Sales forecasts.

Maximization of supply chain efficiency in order to meet the growing demand of non-food assortment. Forecasts for the suppliers. Organization of supply chains. Control of delivery timings. Responsible for international and domestic procurement.

Control of surplus stock, order forecasts and order placement, data analysis, dispatch coordination, claims and complaints management.