Roland Li

Led national trade marketing strategy across Modern Trade, Key Accounts, Wholesale, and Emerging Channels, supporting commercial operations exceeding RMB 13B in annual revenue while leading a 30–35 member team Key Achievements： -Member of the Sales Leadership Team (SIMT), participating in national sales strategy decisions. -Integrated channel marketing teams across Modern Trade, Wholesale, Customer Marketing, and New Channels to drive unified planning, communication, execution, and performance monitoring. -Led the wholesale channel digitalization project, improving transparency in trade investment and enabling closed-loop management of transactions and resources. -Represented the sales organization in the New Product Development (S&OP) process, coordinating Brand, R&D, Finance, Supply Chain, Legal, and other teams; managed launch plans and monitored execution progress. -Developed customized promotions and product solutions for National Key Accounts; participated in key customer negotiations and communications. -Developed wholesale channel coverage strategies and execution plans; collaborated with Brand and Supply Chain teams to create exclusive packaging and digital marketing programs to drive market penetration and share growth. -Organized regular Sales & Marketing Meetings to align brand and sales strategies. -Identified growth opportunities in lower-tier cities and co-developed targeted marketing and sales plans with the Brand team; served as project lead for field implementation. -Actively explored market opportunities and co-created integrated brand and sales plans with cross-functional teams. -Led channel building initiatives to support and achieve overall sales growth targets. -Served as a member of the National Channel Health & Sustainability Committee; established rules and policies promoting healthy investment practices and sustainable sales behavior.

Managed the Sichuan and Tibet regional business with annual revenue of RMB 1.3B and a 720-person sales organization. Key Achievements -Managed the Sichuan and Tibet business with RMB 1.3B annual revenue, leading a 720-person sales organization, and exceeded volume targets in both 2017 and 2018. -Led the integration of Mars and Wrigley operations in the region, including sales team and distributor alignment, channel restructuring, process integration, and capability development. -Consistently ranked Top 3 nationwide across key KPIs including sales volume, inventory management, cash flow, and in-store execution. -Optimized the wholesale ordering system, achieving a national record order volume of RMB 13M+ and the highest fulfillment rate (>90%). -Strengthened CVS channel management through store segmentation, portfolio optimization, and order control, reducing non-salable returns from 13% to 6% and lowering distributor capital occupancy from RMB 12M to RMB 7M. -Partnered with the logistics team to optimize quota allocation and order operation SOPs, improving operational efficiency and delivery performance.

Oversaw sales operations across Chongqing, Yunnan, Guizhou, Southwest Sichuan, and Tibet, managing a 200-person team and supporting RMB 400–500M in annual revenue. Key Achievements -Consistently delivered sales targets across volume, budget utilization, in-store execution, and headcount management. -Rectified discipline, engaged the team through open and transparent communication, and rebuilt team morale. -Restructured the distributor network, expanding market coverage and driving sustainable channel growth. -Enhanced local resource allocation and control mechanisms, improving operational efficiency and investment effectiveness. -Trained and developed over 40 city managers and supervisors, strengthening leadership capabilities and building a strong talent pipeline. -Collaborated with regional functional teams to implement a full-channel activation strategy, supporting the South Region in achieving year-end sales targets in 2015 and 2016.

Responsible for national channel strategy, Tier 2–4 city expansion, and sales capability building across Chocolate BU, supporting RMB 2–3B in annual revenue with a 12-direct / 15-dotted-line team. Key Achievements -Led the design and execution of national channel strategy, achieving RMB 2.4B revenue with >30% contribution margin. -Expanded presence in 160 city clusters and 65,000 MT/wholesale outlets through B/C/D-tier city and township expansion programs. -Built and scaled Mars’ wholesale channel, including team recruitment, SOPs, distributor management processes, and investment models. -Launched Value-for-Money (VFM) products in Traditional Trade, exceeding volume plan by 112%. -Directed China rollout of the global WII project, optimizing coverage models, distributor segmentation, in-store engagement, and sales incentives. -Developed nationwide training programs and management tools, training 200+ regional managers and supervisors, promoting team capability building. -Implemented Distributor Management & Evaluation System and contributed to Efex-II sales platform rollout, improving reporting accuracy and QUOTA management. -Organized National Distributor Conference (2013–2014) and led distributor engagement programs. -Promoted from Senior Manager to Director in 2013 in recognition of strong business performance and leadership.

Responsible for channel strategy and sales system implementation across Traditional Trade and On-Premise channels in east region, supporting RMB 2B annual revenue with a 60-dotted-line team. Key Achievements SIS Role (Sales Implementation & Sustainability) -Developed East Region channel strategy for Traditional and On-Premise channels; ensured action plan execution. -Expanded profitable T3 markets; built a 780-person T3+ coverage team. -Strengthened SIS team; added 7 supervisors/managers to support execution. -Standardized and rolled out sales management tools (TU); trained 352 supervisors across 196 teams; TU compliance rose from 29% to 68%. -Led route performance improvement: reduced low performers by 50%, route performance up 11%. -Developed regional capability plan; conducted ~7 training sessions. -Implemented channel management tool training at Wuhan and Nanjing plants; supported rebuilding Nanjing On-Premise team. -Reformed performance assessment system from volume- to sales-based KPIs; improved bottling plant profitability. -Collaborated with IT to optimize MSA functions, workflows, and reports; completed hardware evaluation and deployment at three bottling plants. Market Development Role (Trade Marketing) -Guided bottling plants on Traditional and Wholesale channel standards. -Defined and monitored new product launches (e.g., Tropicana). -Managed material deployment for Traditional and On-Premise channels; ensured compliance and execution. -Organized key East Region promotions (Back-to-School, Sports Events, CNY, Lobster Season, etc.). -Designed campaigns to boost market share and in-store execution, considering competition. -Enhanced freezing execution in traditional and On-Premise channels to drive cooler ROI; optimized cooler asset life cycle through cross-functional collaboration.

Responsible for RTM strategy, channel development, distributor management, and trade marketing across the South Region, supporting RMB 2B annual revenue with a 2-direct / 8-dotted-line team. Key Achievements： -Developed and executed the RTM strategy and action plans, expanding structured sales coverage into 56 city clusters. -Grew overall market share to 87.8% (+15.5 pts) and chewing gum share to 83.7% (+16.1 pts), delivering the highest company-wide growth between Aug 2007 and May 2010. -Designed standardized execution tools for B/C/D-tier city expansion, significantly enhancing deployment efficiency; tools were later rolled out nationwide by headquarters. -Built and trained dedicated sales teams; 2009 sales volume grew 120% YoY, outperforming South Region growth of 106%. -Developed the “Mini Base” township market coverage model in 2008, adopted company-wide. -Optimized the van sales model for B/C stores and authored the “Van-Sales Operation Manual,” implemented in 11 cities and later nationwide. -Led distributor engagement and motivation programs; organized South Region Distributor Conferences (2006–2009). -Managed trade marketing investment, POSM execution, and localized in-store execution standards for TT and Wholesale channels. -Organized comprehensive training and motivational programs for TT/WS teams, including TT/WS courses, TT-Day events, and sales contests. -Enhanced team capability through structured development initiatives, training 200+ regional managers and supervisors.

Responsible for key account development, rural market expansion, distributor transformation, and operational efficiency across Henan, Hubei, and other regions, supporting RMB 30–100M annual business with teams of 30–120 staff. Key Achievements： -Established rural coverage network at municipal level in 1997, achieving 600% YoY volume growth, pioneering P&G China’s rural coverage model. -Built distribution coverage systems across 10 cities, establishing distributor networks, local sales teams, and operational mechanisms. -Led distributor model transformation in Hubei Province (2004), successfully transitioning coverage authorization and local sales teams. -Achieved sales targets and execution KPIs consistently; recognized with company stock for highest national sales during 2001 “Tide Burst” launch. -Implemented P&G’s first DMS-based branch office system for strategic distributor in Yichang, Hubei; supported IT team with application requirements and workflow design. -Improved distributor efficiency and customer service through team management, warehouse logistics enhancement, and workflow digitalization optimization.