Larry Zeng

Experience

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  BASF Construction Chemical (China) Co.

  Aug 2008 - Apr 2012

  National Sales Manager（Wall System--Tiling Adhesive, Waterproof, EIFS, Paints）

  Ω. Starting a new business from 0 to 1 for BASF Construction Chemical. In charge of Sales Team and Technical Service Team in China with 26 persons involved. Working out budgeting, business development plans, making sales analysis, collecting competing information from the market, evaluating the performance of the sales team and technical service team. Ω. Monitoring the daily work of sales team and TS team, ensuring sales plans can be carried out to achieve the sales target. Identifying new market opportunity, developing new distributor, maintaining sales channel in existing market. Providing training to sales team, TS team and distributors. Ω. Working out marketing/selling tools with sales team, TS team, developing new products to improve the competitiveness, developing pricing structure, working out system solution proposal for customer including products, leaflet, brochure, technical service, testing method, etc. Ω. Keeping partnership with Residential & Commercial Building Developer, Architecture Designing Institute or Consultant, National Industry Association, and Distributor. Providing training, making presentation, doing specification to these customers. Ω. Recognizing the business development opportunities, making plans to approach the market. Coordinating internally with Product Manager, Sales Team, TS team to identify customer’s need, proposing system solution, conducting workshop and delivery presentation. Ω. Tracking key projects with distributor, managing the processes of project bidding, application process-controlling, quality-controlling method, sample making and testing on the jobsite, etc.Ω. Leading sales team to provide monthly sales forecast and liaising with Logistic dept. to prioritize customer’s demanding, to minimize inventory. Show less

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  Ardex China

  May 2012 - Mar 2016

  National Sales Manager (Tiling/Waterproof Business Unit)

  Ω. Strategy: 1. Starting a new business from 0 to 1 in Ardex China by setting up a new sales team, a brand new product range, developing a new business distribution net in project channel. 2. Worked out the 5 years of business strategy, annual sales budget, personal development plan and performance evaluation plan.for all sales staff.Ω. Leadership: 1. Authority in TCT (Technical Committee in Tiling) which is the national tile adhesive association under China Ceramic Industry Association. Being the Vice President and Expert in TCT. 2. Core value in Ardex China. Built up the sales team from 1 person in 2012 to existing 15 persons. Built up the project channel from 0 distributor to existing >30 distributors. Ω. Management: 1. Monitoring the daily work of sales team and TS team, ensuring sales plans can be carried out to achieve the sales target. 2. Identifying new market opportunity, developing new distributor in project channel, developing strategic partner relationship with the developers, maintaining the sales channel in existing market with key decoration companies. 3. Making sales analysis, collecting competing information from the market, evaluating the performance of the sales team. 4. Providing supports for key distributors and key projects, working out training schedule, price structure, system solution, setting up the whole supporting plan including bidding process, production, logistic service, technical supporting at jobsite, credit supporting, etc. Ω. Delegation: 1. Setting up the structure of sales team, delegating the regional sales manager to manage positively their own team within their authorization. Providing the couching and supporting that sales team members need to do their job effectively. Reviewing progress in a structured way, providing directions and making corrective action to assure the sales staff to achieve their budget. Show less

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  USG Boral (China)

  Jan 2018 - now

  Senior Sales Director in Centre & West China

  1. In charge of sales team in "Project & Retail channel" in total of 21 persons in Centre & West China. Achieved ＞RMB300M annual sales revenue, “contributed ＞75% profit" for USG Boral in China market. 2.1. Impossible Mission at crisis moment："sales revenue and profit declined for 5 consecutive years, market shares fell from 85% to 40%" in West before I joined in USG Boral. I re-structured the distribution network: “Canceled the exclusive General Distribution System”, developed more "new distributors in sub-division areas and in sub-division segments" (Home decoration, Pre-decoration project, E-commerce & on-line platform) to find out new opportunities and to increase market shares profitably. 2.2. Only one year later, in Chongqing, 6 new distributors developed, "annual sales revenue grew by 14%, profit grew by 9%". In Yunnan, 5 new distributors developed, "annual sales revenue grew by 25%, profit grew by 11%".3. Driving business profitable growth by SFDC, "implementing statistic management" for the daily work of sales team: from planning, executing, checking, feeding back, to corrective action, doing specific data analysis, quantifying sales activities, setting up KPI and incentive policy. Leading, coaching, and inspiring sales team by task guidance and results-oriented. If sales result is off the target, making the root cause analysis, working out corrective action, setting up new target and tracking plan, evaluating performance accordingly.4. Strengthening the management for distributor's sales activities and plans, working out tailor-made sales policies (pricing, training, financing, supporting service, project pipeline management, benefit return policy, etc.) which are in line with distributor's own development plan. Show less