Eduardo Marques

The strategy to introducing Original Gourmet in Latin America was based on the brands and procts selection, and the channel importance by market, and thus to identify the right commercial partners (distributors). Brazil: one million Original Gourmet Lollipop sold between March and December 2019, as the strategic plan: - Channels: even though it is one of the main brands in the US and Europe, the Brazilian consumer who knew Lollipop was the one who traveled abroad, but for the majority it was still a new brand, so we have to makt it known, and selecting channels for distribution was essential to promote market visibility; - Merchandising: Lollipop is a Trade Marketing operation, so we choose distributors capable of selling and keeping the displays filled, giving the expected visibility - and the necessary distribution; - Prices: as a high added value product, we handle pricing matters to ensure the correct Original Gourmet Lollipop positioning in all channels - a grocery store from the countryside to the "A" accounts of major centers. Paraguay: having a distributor with national operation made Lollipop available throughout the country in less than two months. Chile and Peru: in these countries we are looking for a distributor that sells on both “A” accounts and “Kioskos” (traditional local POSs for dandies). We also had an assortment plan based on more affordable items for these markets. Colombia: through the Private Brands teams of local retailers, we introduced the Original Gourmet Chocolate Fusion brand to meet the real demand - if there is a private label movement, we already know the real demand for these products, allowing us to have the same prices on this operation. For all markets in the region, packaging was adapted for the indication of product with sugar, according to the local authorities. The main challenge for 2020 is now to remain strong and growing during the second and fourth quarters before the Covid-19 troubles.

- Development and execution of Strategic Business Plan, sales planning by channel, commercial policies and promotional calendar, campaigns, and loyalty programs; - Direct negotiation with key consumer product accounts; - Development and monitoring of market panels, including workshops for distribution networks of construction industry, pets and food/hygiene/cleaning; - General sales management, coordinating sales reps teams throughout the national territory, organised by product category and sales channel; - Implementation of distribution networks for consumer and construction industries; Key Projects: a. Ama-o Foods and SteviaSoul (2015 to present): as a Commercial Manager at SteviaSoul in a 24-month project we raised an average monthly sales from R$ 480.000 to R$ 1.18 million, having restructured the sales territories , service channels, sales staff and all processes and procedures. I led the team doing all the directions, support and monitoring of the accounts/sales team. While SteviaSoul project was finishes on December 2017, the Ama-o Foods has stated in January with the same deliveries planned; b. Abinpet/Pet Brazil Institute (2013 to present): development of the sector market panels, Pet distribution chain mapping and qualification, development of the qualification program to the Pet market, and conducting business trips to the United States and Europe; c. Amanco and Akzo Nobel (2010 to 2012): design and implementation of the dealer network; d. Embrasil (2008-2010): the Trade Marketing area implementation, including "one2one" campaigns; e. Bermad South America (2009), market sizing and strategic business plan development; f. Marinho de Andrade Group (2008): participation with the board in the definition of commercial strategies and goals; g. NOSSOSuper, in Angola (2007): member of the team that implemented the first supermarket chain in that country.

- Responsible for sales coverage increasing, specific distribution plans for the company's sales areas development, considering key accounts and sales channels; - Development of distribution strategies for the Marketing team for new products launch, whose objective was the rapid introduction in the entire customer base (direct and indirect); - Definition of of the distributors network scoring plan, identifying the relevant KPIs and the measurement format.

- As project leader for Marketing and Sales, I was responsible for supporting the implemented markets with the Globe Solution, directing the resources to ensure that the new business models and practices would be implemented, respecting the characteristics of each market under my responsibility in the the post-implantations period: Bolivia, Canada, Chile, Mexico and Peru. - Leadership of multidisciplinary team (marketing, sales and systems) and multi cultural, having spent one year in Chile, one year in Canada, and during two years I dedicated more than 70% of my the time in missions in Europe e USA.

- I led the point of purchase monitoring system development and implementation in Argentina, Brazil, Colombia, Guatemala, Mexico, Peru, Dominican Republic and Venezuela, ensuring the correct evaluation of the of the company's trade strategies results, having led more than eleven people in eight countries; - I developed, implemented and evaluated campaigns in all the sales channels of the company. specifically in the Farma channel, the company's sales grew 8% above the company's overall growth rate; - I led the loyalty program of distributors, including P & L control.

- Implementation of campaigns, among them "Caminhão do Faustão", a very awarded mechanic campaign, supporting the sales team in the negotiations of additional volumes, a request to have the promotion; - Introduction of launches in the Top 20 national accounts;

- Implementação de projetos de Gerenciamento de Categorias no Wal*Mart, Grupo Pão de Açucar e Makro, considerando toda a metodologia validada pelo ECR Brasil.

- As responsible for the store space management system Spaceman, I`ve had to prospect and negotiate with new customers, keeping the current ones supported; - Inner database analyses.

- Suporte em diversos projetos de Re Engenharia de Processos e restruturação organizações em empresas como Makro e Zillo Lorenzzetti.