Deputy General Manager - Sales, NMIPL

• Enquiry Management- Enquiry Generation, Test Drive, Home Visits
• Lead management of Cardekho /LMS and Product Websites
• Managing retail at dealerships
• Enhancing retails through corporate/fleet business
• Target Setting and Monitoring
• Promotion- ATL/BTL Management.
• Dealer Stock Management- Managing Aging of inventory
• Order forecasting
• Inventory Funding Management of dealerships
• Co-ordination and liasioning with Financers for Retail and WS funding
• Recommendation of parties for Network Expansion in open area

• Implementation of Nissan Sales Standards at dealerships
• Implementation of processes for customer satisfaction
• CRM intervention at dealerships
• Customer Concern Resolution and managing escalations
• Root cause analysis for complaints and continuous improvement

• To tap potential in Top 50 Corporates in the region
• To identify customers for bulk deals in the region
• To identify Top 20 fleet operators in the region and ensure regular business from them
• To ensure adequate manpower in each dealership for corporate business
• ATL/ BTL activities for enquiry generation

• Implementation of Nissan Standards on infrastructure, Test Drive Cars, Manpower availability and grooming, Sales Processes
• Gap identification and continuous improvement

• Usage and monitoring of DMS
• Ensuring timely submission of enquiries, booking and retails in the system

• Ensuring 90% + inhouse Insurance penetration by dealer
• Ensuring 60% + inhouse finance penetration by dealer
• Ensuring min accessory sales of Rs 6000 / per new car sales
• Ensuring min Extended warranty penetration of 60% of new car sales
• To initiate NIC business at all dealership to ensure that they are exchange ready. Min exchange penetration to be 20%

• Identification of training needs of dealership employees
• Continuous improvement through download of training bulletins, class room training, role plays and hand holding
• Manpower Adequacy and Retention management
• Min. 80% trained manpower at all times
• To keep a check on attrition below 20%

• Liasoning with financers to enable required working capital for dealerships
• Keep a check on working capital availability and diversion of funds in to other businesses
• Ensuring check on capital erosion due to business losses and ensuring profitability of dealership

• Managing dealer expectations on business development
• Managing dealer profitability
• Ensuring timely redressal of dealer concern
• Timely dealer claim settlement

Nissan