Marcus Alves

Regional Sales Manager

• I managed the indirect channel for Sao Paulo. I was directly in charge of an annual income of USD 35 million. Direct team of 5 sales executives. I managed 45 clients, including Distributors, Wholesalers, Cash & Carry and Pharmacies.
• I restructured the entire channel: Market Scanner, Coverage Analysis, Distributors Redesign, New partner prospections, Distribution Analysis, Activation Tools, Empowering direct and indirect sales team.
• In charge for whole price strategy between channels, products and clients, correcting the differences to achieve revenue growth and increasing numerical distributions.
• Results include a growth of 20% in total volume (YTD) for entire channel and 48% for distributors.
• Outstanding: Design a tool Management Distributor Panel project that became standard Brazil and shared with China’s team.

National Key Account Manager

• I managed the accounts of the Walmart Group (Largest Parmalat Client) in Brazil Country. I was directly in charge of an annual income of USD 80 million and a team of 5 direct sales coordinators.
• Management of KPI´s – Management of Income and Volume of all categories, Price Management for all products and packaging, Asset Control, Contract Management and preparation of trade actions.
• Outstanding: I created a new function in Brazil for Parmalat’s Key Accounts area. I was in charge to setting sales objectives, client and category pricing management, investment and asset management, sales and standard process.

Key Account Sales Manager

• I managed the portfolio of Regional Clients of the Off-Trade segment in the whole of Greater São Paulo. The second largest Retail Sales Site in Brazil for the InBev Group. I was directly in charge of an annual income of USD 150 million.
• I led a team of 25 direct and 130 outsourced employees, covering a market of 380 stores of 38 different supermarket chains.
• Outstanding: Sales Manager for the Off-Trade area, responsible for the Global Exchange Programme in São Paulo (international extension programme of InBev World).

Pricing & Strategic Planning Manager

• I was responsible for the price management of all InBev’s products (300 SKU) in these two Brazilian States with an annual budget of USD 1.8 billion.
• I trained the whole network of sales agents, new managers and trainees of the Company in these states in price and reimbursement. I gave more than 20 courses for 40 clients and 5 Direct Distribution Centres.
• Instructor for Price Training at the National Sales Convention in 2006.
• I was invited to be member of the Market Intelligence Brazil group, for the new price structure of 2007.
• Outstanding: Idealiser of the Brazil model for soft-drink reimbursement and also for reimbursement of distributors in months with price readjustments. Developed new strategy for premium beer doubling the market share and tripling POS covered.

Sales and Marketing Manager

• I managed an InBev’s distributor with an operational structure of 20 delivery trucks and more than 200 collaborators.
• I was responsible for the results of volume, numerical distribution, pricing and market share for the area. Focus on the execution of POS, market programmes (Fidelity), management of Client and Consumer Prices, and analysis of competition, for seizing gaps.
• Outstanding: Designed the tool known as GPR (Resale Price Management - Gestão de Preços Revendas) which caused a revolution in the methods of reimbursement and price control at the Company. Use of sell-out in 100% of resale point structures in Brazil, thereby generating a save result of USD 25 million in the first year. This new management model was introduced to the Sales Excellence Programme (Programa de Excelência em Vendas - PEV) for the whole of Brazil, in 2005.

Moscow School of Management SKOLKOVO

Fundacao Dom Cabral - FDC

Federal University of Espirito Santo