Nelson Urbano Meza

Gerente de Marketing y Productos a cargo del desarrollo de la marca, conocimiento del mercado, desarrollo de categorías, trade marketing, demand forecasting entre otros. Creación Gerencia Marketing en KSB Chile Implementación Demand Forecasting con uso de IA Desarrollo Estrategia e mplementación Encuesta Satisfacción Clientes Implementación CRM Revisión y Desarrollo Estrategia Productos Estándar Visita Fábricas y Proveedores

Retail, Hardware Store (MTS-Chilemat and independent) Sales Manager for home&garden + professional market

• In charge of MM USD 30 in annual revenues in B2B2C market. Sales of Electric Tools and Manual Tools to DIY stores in Chile (Sodimac, Easy y otros). • Development of Product strategy to customers and Point of Sales activation in order to increase revenues from current customers (push and pull sales) • VBA negotiation and agreement with customers. • Increase in sales (sell in) double digit YoY in current customers. • New Customers acquisition strategy working from first year (+5% from new customers YoY) • Increase in Margin due to mix product strategy.

Definition of Product Line of the Company, developing new suppliers and product range from current suppliers. Company increase their sales 11% YoY because of this. Creation of Private Label of the company, including trademark, logo, product range of use, etc. One year later, new brand was 5% of total sales and it has a road map of product developing to 18 months. Creation of Digital Marketing Strategy, in order to develop new comunication chanels to our customers and in order to increase engagement with the brand and bring business leads to the company.

• Planificación y definición de presupuesto de ventas, activos y gastos para 2016 y 2017. • Desarrollo de nuevo formato de trabajo basado en las ventas y contribución potencial de los clientes. • Desarrollo de la estrategia de venta Omnicanal de la empresa, basada tanto en el B2B2C y en B2B. • Incremento en ventas de 6% en relación al año pasado y de 1% en el margen primario.

Increase sales of 9% comparing first half of 2014 vs first half of 2013, in comparison with the growing of all comparable market in 2%. Incorporation of new brands to sales portfolio of the company. This product line was 7% of 2013’s total sales of the company. Creation of working plan based on size and kind of clients. The clients under this program grew his purchases in 14%. Rising of the market share of the company, based on imports terms, from 31% to 35%. Main competitor remains in 22%. Creation of the new strategy for the future development of the company, including: Development of the capacity of the sales force, defining new clients segmentation, formulating new strategies of communication to company’s customer (based on sales level), new strategy of training and development of the sales force.

Reformulation of the management, moving from a supply management to a real support area to sales force and final customers (internal and external training) Supply Management (national and international) and suppliers’ contact, rotation of products raised and development of new product lines. Visit to international fairs (China Imports and Exports Fair at Canton) and factories in China and Taiwan, incorporating products that today represent more than 10% of total sales of the company. Increase of retail sales more than 20% in 2012, through introduction of new products and exhibition changes (like new exhibitors and new POP material) Development of new exhibitors that show our products in a better way, either in hydraulic products and landscaping products. This helps our customer to understand in a better way the difference between our products and those from our competitors, even though our products are 20% more expensive than our competitors products (strategy based on quality and service)

Head of the plan to reduce immobilized MIF (Machines in Field) of the company, maintaining operational continuity and income simultaneously. The objective was to reduce stock of immobilized equipment to a half; this was making not increasing the rate of customer dissatisfaction. Head of machines’ allocation in lease customers’ account. Profitability of this business rose through a better allocation of the machines, decreasing the average waiting time from 15 days to 3 days. Responsible of “Digital Duplicators” products. Sales of this kind of products were raised up to 25% in relation to last year. There was a negotiation with the supplier for better conditions for our product purchases. Control of the new projects of the company, making an Economic Evaluation and Operational Assessment. New projects raised MIF in 20% and raised the incomes in 30% over the previous year.

MS Student Jan-Aug 2015