Romen Zhang

In charge of Sales Team of key accounts.

In charge of overall Commercial Excellence, DT, RTM,SOP, Commercial Capability.

In charge of Route-To-Market transformation and distributor management/expansion.

In charge of High-End Venture RTM strategy, field sales management, capability and Wholesaler network. ▪️RTM strategy • Set up RTM full-channel strategy according to the latest business scope of high-end new division, design and implement channel RTM route map by cooperation with cross-functions. • Define and renovate maturity model of the high-end beer market, according to the channel positioning of each brand, divided four stages for China ABI High-End Venture. • Draft and integrate RTM operation and execution manual, distributor management toolkit from HQ to region. Includes channel definition, division, contact strategy, service model and field sales role&responsibility. ▪️Field sales management(SFE) • Responsible for KPI assessment, mechanism and R&R of ABI HEV overall field sales (M1-M3) , as well as reintegrating service mode of various teams across BU team. • Sort out and define the latest channel characteristics (On-trade/Off-trade(Retail)/Special channel), sub-channel division, and adjust and optimize the contact strategies of the three BU teams. • Improve the efficiency of service model, clarify responsibility of sub-channel sales team and in-store execution actions, optimize and standardize control span and digitalization. ▪️Distributor management • Responsible for the overall SWS management, operation and network. And non-SWS Distributor’s incentive, expand market share • Responsible for distributor' contract management, rebate management, distributor elite club, capability improvement, channel advantage identification and sales incentive. ▪️PMO • Merger and integration of Red Bull Austria, including field sales team , distributor network retention and merger, customer integration RTM guidance, with the regional team to complete the takeover of Red Bull business • Introduction of Sazerac, a spirits brand, into the distribution channels of Nightclubs in China by utilizing existing sales network

Develop overall distributor and sub-D strategy to support business growth and improve the RTM effectiveness with profitable ▪️Distributor management and development • Led implement of distributor differential strategy, first time apply differential service model and coverage solution in MDLZ history, both KAB cities and CD cities. Y19 K\A\B GS increased 13% C\D GS increased 31% • Standardized the investment efficiency and quality of distribution, led “Sniper” project which is improve distribution, active rate from 40% to 80%; and Led “Hyper care” Program optimized investment efficiency which is saving 12M RMB investment in Y19 (around 5%) • Improving organization effectiveness, upgrade the service model, redefine R&R and WoW, improve 30% in sales efficiency and optimized 120K coverage stores. • In charge of distributor and DSF dedicate team capability building and visibility establishing, set up classification and evaluate mechanism according market type. ▪️RTM innovation • As PMO of “Go deep” Project for China low tier cities RTM solution ,pilot in 4 provinces with in-direct coverage concept on Y19 H2. Low tier cities business growth 31% vs. LY • Cooperate with BCG consulting & Global RTM expert as local RTM expert to identify the MDLZ China business opportunity, align key working areas, set up 2025 growth model ▪️RTM implementation • In charge of “GO DEEP” project implementation, leading the cross-function team and regional team pilot in indirect coverage. Include concept sell-in to regional teams & distributor, cross-function interaction, rhythm control, distributor consolidation & new sales team set up. • Sorting value chain according CTS evaluation, improve efficient on investment and balance gap cross channel • Contribute as core member on Top city deep dive, which cooperate with A.C. Nielsen deep dive whole city into the 1km consume market. Pilot in BJ\SH\GZ\CD on Y2020.

In charge of national distributor operation, develop standard procedure and improve efficiency for 5000 distributor sales force. • Established distributor reporting and information center, SOP and standard management process accordingly. • Build up distributor classification criteria & evaluation. Renewed& Implement distributor annual contract. • Led the distributor evaluation and consolidation nationally, Upgrade operation manual & manage toolkit. • Led cross-functional team build capability for distributor and distributor dedicate sales team • Improve visibility in distributor operation, including DMS/CRS system and support to business intelligence. • Launched “Sniper ” project to improve quality of coverage and kick off “Hyper care” program to improve distributor ROWC and efficiency

In charge of East Region DT business, set up DT architecture and route to market operation model. • Build 2-year roadmap for market expansion and route to market strategy. • Establish and execute JBP with distributors, ensure the achievement of target and market share. • Kick off tripartite cooperation model, adopt goods allocation mechanism and balance channel investment to gain the initiatives in value chain control and profitability maintenance. • Launch the DMS system and DIS data fetch, facilitate the visibility and digitization.

-Direct a sales team of 127 for the wholesale channel across China, Responsible for the sales and operations. • Per-capita sales performance ranked 1st in the company; consistently achieved 120% of quarterly target. • Streamlined national wholesale DT structure; significantly reduced channel expenses, increased company’s profitability • Overhauled the retailer structure to break monopoly, initiated customer loyalty program to encourage by territory management, successfully won a more powerful position in customer negotiation.

Led a team of 12; Managed the sales and operation of the DTs of Xi’an City and 6 dealers in surrounding areas • Establish the sales operation framework, Per-capita sales performance ranked 1st in Northwest China. • Introduced aggressive sales strategies of “Segmentation” and “Community Wholesale” modes; successfully added 1181 retail outlets during the first quarter, 313% growth v.s. a year ago. • Defeated and drove the key competitor Maxwell House Coffee out of Xi’An traditional channel in 6 months. • Achieved top sales growth in two successive quarters; continuously ranked the top regional sales team

-Marketing function rotation: Take charge EC development, marketing strategies execution and new business initiatives for dairy series “Nestle Full Cream Milk Powder” and “Student Milk Powder” • In charge of Nestle Student Milk Powder brand image renovation, employed a shrewd balance of Internet and TV broadcasting, finally achieved 5mio clicks, 1mio website visits, and 53% conversion rate • Planned and organized 32 rounds of Caravan Road Show for Nestle Full Cream Milk Powder across the country; improved brand awareness and sales in the second/third-tiered cities -Sales function rotation: Managed NKA Wal-Mart and three other Local key account in Northwest China • Rotated in different channels and key accounts; earned 3-3 (outstanding) in performance evaluation • Exceeded the contractual sales target with Wal-Mart by 50%; achieved 21% increase in sales with local key account from a year ago