The primary purpose of the Area Head Technical Services (AHTS) role is to develop a comprehensive strategy for the capability building, demand generation & influencer engagement in the designated cluster
AHTS plays a pivotal role in upgrading stores to offer an expanded assortment of products and services, strategically contributing to category addition and maximizing sales. Additionally, the AHTS is entrusted with the critical responsibility of managing the Go-To-Market (GTM) calendar for planning the execution of demand generation camps achieving 100% coverage of UBS outlets. This includes building the capability of Retail Executives, ensuring they are well-equipped to train new and existing dealers on the entire spectrum of products and services. Enrollment and activation of influencers across different product lines, preparing the ground team for advisory services to customers, and driving Utec to transform the outlet into a comprehensive solution provider.
The ultimate goal is to create a robust network that not only meets the demands of the market but also consistently exceeds customer expectations.
- Promoting the adoption of Utec SR services and generating demand for allied products in UBS outlets. Establishing local liaisons with the cement technical team to ensure effective implementation.
UltraTech Building Solutions format with larger product portfolio and services is better placed to cater to home builders by maximizing mindshare and wallet-share to position itself as the leader in Building Solutions space. Objective also is to enable retention and expansion of quality retail network and increase retail sales. The business has aggressive plans to expand and evolve this format by enlarging product and service offerings at the outlets. The plans envisage a total footprint of 6000+ stores with retail cement business of 16% of total UltraTech trade sales and 3000 Cr. of non-cement sales by FY 26.
Expanding the UltraTech Building Solutions format is a key focus area for the cement business with the objective of evolving the quality retail network in the long run and develop a modern interface for the UTCL brand through franchisees and an asset light model. The business has plans to aggressively expand this format to three times its current size in the next three years. Also, rapidly expand the product range and mix and service offerings at the outlets.
The Area Head Technical Services collaborates closely with Zonal Managers, working alongside Territory Managers (TM) and Retail Executives (RE). The Area Head takes a lead role in coordinating initiatives, planning interventions, and overseeing their implementation to elevate stores and broaden their range of products and services. This includes actively participating in the execution of central initiatives within the area, in collaboration with Zonal Managers.
Furthermore, AHTS is assigned with elevating the skill set of Retail Executives, empowering them to proficiently train both new and existing dealers across all products and services. The primary objective is a strategic emphasis on category addition, sales maximization, and the execution of the demand generation plan for stores.
Critical to these efforts is the establishment of strong relationships with executives at the Area level of partner companies, such as Cement, BPD, Pivot, and Birla paints. This requires offering guidance, sharing knowledge, conducting promotional activities, and ensuring the influencer loyalty program is driven strongly in the UBS network.
Major Challenges are:
1. Ensuring that dealers, accustomed to dealing with a single product, become proficient in handling multiple products and Stock Keeping Units (SKUs) poses a substantial challenge. The objective is to broaden their capabilities and adaptability.
2. Expanding the pool of influencers across various product lines and the challenge lies in consistently recruiting and retaining influencers to support the growth and sustainability of product categories and coordinating and influencing external partner teams to drive this program.
3. Integration of influencer loyalty programs from allied partners into the existing framework is a challenge. This involves coordinating efforts to harmonize diverse loyalty programs for maximum effectiveness.
4. Formulating Area-level strategies to handhold widely dispersed outlets requires careful planning and coordination to ensure a cohesive approach across diverse locations and with various stakeholders while aligning with multiple stakeholders is a multifaceted challenge.
5. Possible Information gaps regarding the ground level execution of initiatives owing to the wide geographies covered and multiple sources of data collection.
6. Ensuring participation and 100% coverage of UBS network in initiatives from other technical teams of UltraTech (Cement/BPD).
7. Building the services mindset and enabling the habit formation in the network to continuously punch in qualified SRs in Utec platform.
8. To constantly upgrade knowledge to get acquainted with the latest construction trends and make the format contemporary and future ready.
9. Designing and keeping a track of multiple data metrices for all activities for right data driven decision process.
KRA (Accountabilities) (Max 1325 Characters)
Supporting Actions (Max 1325 Characters)
KRA1
Driving Utec adoption and SR addressal
Promoting the adoption of Utec SR services and generating demand for allied products in UBS outlets. Establishing local liaisons with the cement technical team to ensure effective implementation.
KRA2
Utilization of partner companies' resources for promotional activities and category additions
Engaging in monthly/quarterly cadence with partner companies for leveraging resources in promotional activities and category additions. Building strong relationships at the local level to facilitate joint store visits and interventions.
KRA3
Leveraging the existing UTCL technical services ecosystem
Driving inclusion of UBS channel in all key activities (skill building, Demand generation, Dealer awards, etc.) working closely with the regional and zonal technical team.
Ensuring 100% coverage of UBS stores in terms of availability of marketing collaterals and tools developed and disbursed by UTCL technical and Utec teams.
KRA4
Non-performing outlets revival
A specific focus on turning around non-performing outlets by devising intervention plans tailored to local needs.
KRA5
Driving customer and influencer connect at the outlets & delivering the budgeted numbers of activities and revenue
Devise a GTM at the store level coverage for the on-ground activities.
Ensuring the budgeted meeting are conducted effectively as per the monthly, quarterly and annual P&B plan.
Analyzing the impact of influencer-customer meets and Customer Guidance camps and working out the revenue generated with the efforts.
KRA6
Skill development assessment for retail executives
Implementing skill-building and assessment programs for internal teams, including Retail Executives, TRH, and ARH. The emphasis is on enhancing Training-the-Trainer (TTT) capabilities, addressing nuances related to products and services.
KRA7
Capability enhancement for new and existing outlets
Conducting capability building and assessment initiatives for both new and existing stores, with a focus on product knowledge, onboarding of allied partners, and category assortment aligned with local business dynamics.