Wei Ming

• Business Development: 1. Distributor Recruitment: evaluate all potential distributors and finalize the optimum one to be the distributor in one specific region base on the strategic development plan; 2. Retailer Recruitment: negotiate with key retailers like Mothercare/Kidswant/Ai Ying Shi/Leyou/Suning Red Baby/RT Mart, so far and so forth, to list MUNCHKIN (满趣健) in their system, invite the appropriate distributor to handle the retailer if it is available; 3. Grass Fed Formula: Develop O2O channel for cross board following headquarter policy; 4. Logistic management: handle the nationwide logistic vendor for whole business; • Wholesalers/Clients Management: 1. Qualified the wholesalers and clients with KPI application in kinds of scale; 2. Motivate the wholesalers and clients with brand investment and JBP; 3. Approval on annual sales contract and promotion agreement; 4. Deployment of MDF to align with both long-term and short-term business development for legacy in the future market share; • Territory team build up and Management: 1. Build up territory team gradually in effective method; 2. DSR program including recruitment and training course; Performance: • Successful exploration on key clients including Mothercare, Kidswant, RT mart, Suning Red Baby, Ai Ying Shi, Lijia Baby, so far and so forth; • Sales revenue achieved over 200% increment in half and one year; • Eliminate unnecessary or low ROI projects to save cost for company’s compass; • Recruit over 20 sales representatives for reginal market from initial stage;

• Business Development: 1) Evaluate all the existing clients in the region. Prioritize their business potential for Mattel. Negotiate and execute the transit of business model change in order to fit for the fast growth plan. • Sales Target Achievement: 1) Quarterly sales target achieved 108%; 2) New clients development Achieved over 200%. 6 clients signed contract with Mattel directly within 4 months and their business are growing over 800% vs. 1st half-year achievement of 2015. 2) Develop new business channels in the region for Mattel. • Clients management: In charge of 23 regional clients like Lotte Mart/宝莲灯/家家悦/婴之岛/婴贝儿. Lead annual contract negotiation. Raised our offer price successfully since the business model changed. • Stores management: set up the process for the merchandisers in their daily call. Align with the team to focus on the off-take to develop Mattel business sustainably and healthily. Improve in store display sustainably. • Negotiation: Not only annual contract but regular promotion plans as well. Drive the off-take is the first priority. But also need to balance the budget in hand and the client’s expectation for the margin and profits. • People development: Set up the East Regional KA team, most of them are merchandisers due to the headcount limited. Lead them to realize toys industry as soon as possible. Some of them can handle the clients dependently after 4 months since Mattel have over 2000 of different SKUs. Now they can figure out the evergreen SKUs for their different clients.

• Clients Management: In charge of Wal-mart/Sam's in first 6 months and then took responsibilities on Media Markt/TESCO/FESCO as well. • Sales Target Achievement: KPIs - EBIT, Annual sales revenue, Lost ratio and Attachment rate. Tracking by weekly in order to make sure that all KPIs are all under control. Total sales revenue achievement was 112%, the attachment rate achievement was over 60% vs. target. • Planning: Propose yearly business plans, regular promotion and incentive plans for all clients. Approve seasonal promotion/incentive plans prepared by business managers as well. • New Products Development: Work with different functional departments to optimize current product performance. To meet the targets and requires from both company and clients by developing new products/re-pricing/revise service terms etc. To ensure that all these activities be well implemented on time after getting alignment with the clients. • Budget Control: Ensure that all expenses and EBIT for each client are under control. • People Development: Lead 2 business managers to manage their clients, especially in HQ level. Approve their quarterly business review, seasonal promotion and incentive plans. Evaluated the execution performance of 3 sales supervisors in store level.

• Clients Management: In charge of all channels in East Region include KA/Online Business/Wholesales. Key clients are Baodao/Luxottica/Paris Miki/Three Union/Red Star/American Eye etc. • Sales Achievement: KPIs - annual sales revenue, inventory, merchandising. The total sales revenue achievement was over 25% vs. target. • Negotiation: Negotiate annual contract with clients and lead team to make customized promotion plan, finance terms etc. Negotiated with different channel: KA/Online business/Wholesales. • Planning and Execution: Propose the entire launch plan for new product base on the MKT plan, special promotion plan, annual business plan for all clients in East Region. Lead the KA managers and territory team to execute the plan in excellence. Tracking, evaluating, adjusting during the execution as well. • Business Development: Develop new retailers, wholesalers in East Region with different channel strategy. • Budget Control: Ensure that total expenses in East Region are within the budget and can match the sales achievement as well. • People Management: Build up a new sales team in East Region. Delivered relevant training to them and evaluated their performance as well. In 2011, the off-take performance increment +10% higher than other 3 regions.

• Clients Management: In charge of 1 national KA and almost all local KAs, include Luxottica/Red Star/Three Union/Paris Miki/IDEE etc. • Sales Achievement: KPIs - Annual sales revenue, inventory, solutions for complain lens. The sales achievement was around 105% in average vs. target. • Negotiation: Leading annual contracts negotiation, include trading terms and finance terms; promotion quota. • Planning and Execution: Propose annual business plan, new products launch plan base on MKT's plan, seasonal promotion plan, incentive plan for all clients. Lead the team to improve retail execution. Tracking and evaluated during and after all activities. • Budget Control: Ensure that all expenses are within the budget and can match the sales achievement as well. • People Management: Daily coaching to improve team performance. Deliver selling skills, store management skills.

• Clients Management: work as Sales Rep when joined the company and in charge of Hyper Market like Lotus, Lianhua and chain store like TOPS. Be responsible for execution in store level at first 2 and half years. Then be promoted as Sales Executive, and took responsibilities for Carrefour and clients' HQ as well. • Sales Achievement: KPIs - Sales revenue, inventory and display. The sales revenue was 100% achievement. And display performance was top 3 of all the sales. • People Management: Establishing the good relationship with the store and department managers and managed the in-store promoters as well. In order to ensure that monthly off-take target was well achieved. • AR Collection: Ensure that the AR was be collected on time and full amount.