Post by account_disabled on Dec 20, 2023 3:35:51 GMT -5
The 3.5/4 initially planned and the subject of the merger, in fact only made 1.5, in particular because of particularly faulty logistics. Many salespeople had left and everything had to be rebuilt. Then, we moved from AS 400 to SAP and we developed and launched the e-business platform for customers. Here again, I spontaneously got involved in several cross-functional projects. Results, in a declining market: +10% in volume and +20% in margin (thanks to a lot of work on the product mix); 1st region out of 20 in volume development and 2nd in margin development. I remember a beautiful “remontada”. My region had a large clientele of public clients (therefore calls for tenders: OECD, UNESCO, Ministries, UGAP, etc.). In 2013, the Sales Director gave me a list of prices to apply in these markets. My reaction is clear: “you no longer want us to target this target customer?” Its recommendations were not in line with customer expectations and price levels for these markets.
We did, however, agree on one point: the refusal to participate in reverse auctions. The results did not Email Data surprise me: numerous lost calls for tenders and a month of January 2014 which ended with a drop of more than 20% compared to the month of January N-1. I support my teams, we don't “give up” and at the end of September, we return to positive territory before ending the year with good progress. In the meantime, I was offered a transaction to develop my talents elsewhere. Application of LIFO, the well-known principle of “Last In First Out”. In fact, activity in the sector (paper, cardboard, packaging distribution) has been in sharp decline for several years and the company had to reduce its structural costs, without resorting to a PES. Key Account Director then BU Director, paper industry, M-Real A few weeks later, I became Key Account Director of a North European industrial group.
We are 2 Key Account Directors in France, reporting to a BU Director. A few days after my arrival, my alter ego resigned. The house policy was simple: anyone who resigns leaves the premises within the hour! I didn't understand why there were 2 Key Account Directors and I therefore asked to take over my colleague's position in addition to mine. A few weeks later, it was the Business Unit Director for France who announced a serious illness and a long leave of absence. Here again, I propose to take his position in addition to mine, indicating that there is no point in recruiting an interim manager. In 3 months, I occupied the positions of 3 people. These 2 events are at the origin of the proposal from my initial N+2 who had therefore become my N+1 to join the group's high potential program (a first in France) and to do an MBA part time.
We did, however, agree on one point: the refusal to participate in reverse auctions. The results did not Email Data surprise me: numerous lost calls for tenders and a month of January 2014 which ended with a drop of more than 20% compared to the month of January N-1. I support my teams, we don't “give up” and at the end of September, we return to positive territory before ending the year with good progress. In the meantime, I was offered a transaction to develop my talents elsewhere. Application of LIFO, the well-known principle of “Last In First Out”. In fact, activity in the sector (paper, cardboard, packaging distribution) has been in sharp decline for several years and the company had to reduce its structural costs, without resorting to a PES. Key Account Director then BU Director, paper industry, M-Real A few weeks later, I became Key Account Director of a North European industrial group.
We are 2 Key Account Directors in France, reporting to a BU Director. A few days after my arrival, my alter ego resigned. The house policy was simple: anyone who resigns leaves the premises within the hour! I didn't understand why there were 2 Key Account Directors and I therefore asked to take over my colleague's position in addition to mine. A few weeks later, it was the Business Unit Director for France who announced a serious illness and a long leave of absence. Here again, I propose to take his position in addition to mine, indicating that there is no point in recruiting an interim manager. In 3 months, I occupied the positions of 3 people. These 2 events are at the origin of the proposal from my initial N+2 who had therefore become my N+1 to join the group's high potential program (a first in France) and to do an MBA part time.