Retail & E-Commerce
24 Aug
Branch Manager- Ahmedabad
PURPOSE OF THE ROLE The Branch Manager owns the business in a defined priority-city geography — revenue, distribution depth, specifier engagement, brand visibility, team performance, and financial discipline. The role is the operating face in the branch city, the bridge between the zonal leadership register and the field execution register, and the quality control on how the brand is presented in the market. The role is deliberately positioned as an operating leadership role, not a supervisory role. The Branch Manager leads by conviction, design, and presence — not by escalation.
CANDIDATE PROFILE AND REQUIREMENTS
• Total experience. 15-22 years in field sales leadership within the electricals, electrical products, low-voltage switchgear, or closely adjacent premium engineering-product category. • Branch-level or area-level P&L ownership. At least 5-7 years of direct branch-level or area-level P&L accountability in a comparable premium or aspirational-premium electricals brand. • Category experience. Deep familiarity with wiring devices, wiring accessories, low-voltage switchgear, distribution boards, and adjacent electrical categories. Familiarity with premium and aspirational-premium price tiers essential. • Channel depth. Proven track record of building and managing General Trade distribution, retail counter networks, project and institutional sales, and (increasingly) modern trade and D2C channels. • Specifier ecosystem experience. Demonstrable relationships with architects, interior designers, MEP consultants, and premium builders in the branch city. Institutional and project sales experience is a strong plus.
EDUCATIONAL QUALIFICATIONS • Undergraduate. B.E. or B. Tech (Electrical or Electronics preferred), or equivalent. Bachelor's degree in commerce or business acceptable when combined with relevant electricals experience. • Postgraduate (preferred, not mandatory). MBA in Sales and Marketing, or equivalent management education. EMBA acceptable. KEY RESPONSIBILITIES1 · DISTRIBUTION BUILD AND CHANNEL LEADERSHIP • Distributor selection and onboarding. Identify, assess, and onboard quality distributors aligned with premium positioning. Distributor quality is prioritised over distributor count. • Distribution productivity. Ensure primary sales, secondary sales, and tertiary offtake move in disciplined rhythm. Working capital and stock discipline held at distributor level. • Channel integrity discipline. MRP integrity, scheme discipline, no channel-blurring between General Trade, Modern Trade, Project, and D2C. Premium pricing held; scheme-led discounting refused. • Retail counter build. Strong presence in premium and modern-electrical retail counters in the branch geography. In-shop branding, display units, and product visibility honouring brand standards. 2 · SPECIFIER AND ECOSYSTEM ENGAGEMENT • Architect and interior designer partnerships. Build and maintain relationships with the top 30-40 architects and interior designers in the branch city. Support the annual Design Awards nomination pipeline from the branch geography. • MEP consultant engagement. Direct engagement with the top 15-20 MEP and electrical consultancy firms in the branch geography. Project specification wins tracked as a leading indicator of brand authority. • Institutional and builder relationships. Represent to leading builders, developers, hospitality operators, healthcare institutions, and premium commercial developers in the branch city. • Electrician ecosystem depth. Build the trained-electrician network in the branch geography. Support the electrician training centre (where present in the branch city), the loyalty platform, and the periodic electrician summits.
3 · BRANCH SALES PERFORMANCE AND P&L • Revenue delivery. Monthly, quarterly, and annual sales targets for the branch geography, across GT, Modern Trade, Project, and D2C channels. • Segment revenue mix. Deliver a branch-level revenue mix aligned with the national target — GT 55-60%, Project and Institutional 20-25%, Modern Trade 8-12%, D2C 8-12% (with variations calibrated to branch-city character). • Working capital discipline. Receivable days, inventory days, credit control at distributor level. The branch P&L is a real accountability, not a delegated one. • Cost control. Branch operating expenses, travel and market expenses, event and activation spend held within calibrated envelopes
4 · TEAM LEADERSHIP AND TALENT DEVELOPMENT • Team building. Recruit, onboard, and lead the branch team of Area Sales Managers, Territory Sales Officers, and Sales Executives. Hire for the register — SHARP values (Straightforward, Humility, Agility, Resilience, Partnership). • Team performance. Weekly, monthly, quarterly performance rhythm. Individual targets, coaching cadence, capability build, promotion pipeline. • Culture stewardship. The branch culture is a direct reflection of the Branch Manager. Warmth, discipline, humility, and premium-brand register held together.
5 · BRAND AND MARKETING EXECUTION AT BRANCH LEVEL • Brand standards discipline. Every consumer-facing touchpoint in the branch geography — in-shop merchandising, distributor showrooms, retail counter presence, event activation — honours theBrand Standards Manual without exception. Confidential · Office of the CMD · • Trade marketing execution. Distributor engagement events, retailer meets, electrician workshops, architect and consultant summits, product launches — executed with premium-brand precision. • Product launch orchestration. New product introductions to the branch geography — sequenced, executed, and measured.6 · MARKET INTELLIGENCE AND COMPETITIVE READ • Competitor intelligence. Monthly competitive read on Legrand, Schneider (Lauritz Knudsen), Havells, ABB, Panasonic Anchor, Crabtree, Hager, GM Modular, Greatwhite, Polycab and others active in the branch geography. • Market trend read. Category trends, specifier preference shifts, pricing movements, new entrants, channel innovations. • Feedback loop upward. Structured monthly and quarterly feedback to the Zonal Sales Manager, and through the ZSM to the Head of Sales National, on branch-city observations that should inform national strategy. 7 · GOVERNANCE, REPORTING, AND COMPLIANCE • MIS discipline. Timely, accurate, structured MIS to the Zonal Sales Manager. Weekly primary and secondary sales, distributor stock position, key project pipeline, competitor activity, team performance. • Policy adherence. Every branch decision — pricing, credit, scheme, appointment, expense — honours policy without deviation. Where policy is unclear, escalate; do not improvise. • Ethical conduct. Zero tolerance for anti-integrity behaviour — in the branch team, in the distributor and dealer network, in the vendor and partner ecosystem. This is non-negotiable.