SRMB Steel

SRMB STEEL | JOB DESCRIPTION
Head of Channel Strategy
Owner of secondary &amp; tertiary counter billing strategy, counter share and reach
Position
Channel Strategy Head
Function
Sales and Marketing, Channel Strategy
Grade / Level
Assistant Vice President (AVP)
Reports to
President and Chief Sales &amp; Marketing Officer
Directly leads
Lead, Counter Share and Lead, Reach
Location
Kolkata head office with field travel
Experience
12 years and above in building materials retail channel strategy
1. Why this role exists
SRMB tracks its business through primary billing to the depot or distributor and secondary movement to the dealer. What it does not track is tertiary: the actual sell-out at the root retail counter to the mason, contractor and home builder. That is the single largest blind spot in the commercial engine. When the counter sale is invisible, demand planning runs on stale proxies, counter potential stays unmapped, and share is lost one counter at a time without anyone seeing it happen.
This role fixes that. The Channel Strategy Head makes root counter billing a measured, managed number, then uses it to drive two outcomes at once: a deeper share of each counter we already serve, and a wider presence in the counters we should serve but do not. Digital is the thread that stitches these efforts together for maximum reach at the lowest cost to serve.
2. The mandate
Three jobs sit under one leader.
<ul>
<li>Root counter billing efficacy.
Stand up tertiary tracking as a first-class metric. Define what a tracked counter looks like, roll out the capture discipline through the field and the DMS, and turn counter billing into the number the zone reviews every week, not an afterthought behind primary and secondary.</li>
<li>Lead Counter Share.
Grow SRMB's wallet share at every active counter through range selling across TMT, WINGRIP, the binding range and Real-Edge, better counter productivity, and the recovery of dormant counters. Own the counter share pod.</li>
<li>Lead Reach.
Expand numeric reach into high-potential counters where SRMB is absent, guided by a live potential map, and use digital demand capture to pull those counters open. Own the reach pod.</li>
</ul>
3. Key responsibilities
<ul>
<li>Build the tertiary layer.
Design and institutionalize root counter billing tracking so tertiary offtake is captured, trusted and acted on at counter, town, district and zone level.</li>
<li>Map counter potential.
Build and maintain a district-level potential map of where SRMB should be present: counter universe, category demand, competitor hold and white space, so reach decisions are made on data, not on habit.</li>
<li>Own demand planning at the edge.
Convert tertiary signals into counter and district level demand forecasts that feed production, stocking and dispatch, and raise forecast accuracy season on season.</li>
<li>Stitch the digital effort.
Bring DMS, field force automation, geo-tagging, influencer and loyalty programs and demand-generation martech into one connected flow, so counter data, offtake and reach campaigns reinforce each other for maximum reach.</li>
<li>Drive counter share and range selling.
Set and chase share-of-counter targets, lift lines billed per counter, and shrink the dormant-counter base.</li>
<li>Lead and build two pods.
Recruit, coach and hold accountable the Counter Share and Reach teams, and set the cadence of counter reviews with zonal and area teams.</li>
</ul>
4. Key result areas
Result area
How success is measured
Tertiary visibility
Share of active counters with tracked, trusted root billing; from near zero today to the agreed coverage target
Counter share
SRMB wallet share per counter and lines billed per counter (range selling index)
Reach
Numeric reach, new counter additions and white-space closure against the potential map
Demand planning
Counter and district level forecast accuracy, and reduction in stock-outs and dead inventory
Digital adoption
Active DMS and field-force usage, share of counters geo-tagged and digitally billed
Counter productivity
Revenue per active counter and reduction in the dormant-counter base
5. Who we are looking for
<ul>
<li>12 years and above in retail channel strategy in the building materials industry: steel, cement, paints, tiles, pipes or construction chemicals. A minimum of 10 to 12 years is non-negotiable.</li>
<li>Proven command of primary, secondary and, above all, tertiary sales, with hands-on experience making counter sell-out a tracked number.</li>
<li>Strong demand planning credentials, from field signal to forecast to stocking decision.</li>
<li>A track record of counter potential mapping and white-space expansion across multi-district geographies.</li>
<li>Practical experience rolling out DMS, field force automation and digital demand generation, and getting the field to actually use them.</li>
<li>MBA or equivalent preferred. Comfort with data and dashboards is expected, not optional. Willing to spend real time in the field where counters live.</li>
</ul>
6. What good looks like in year one
Root counter billing is a live, reviewed number across priority zones. The potential map is built and reach is expanding against it, not against gut feel. Demand planning is running off tertiary signal, and the two pods are staffed, capable and hitting counter share and reach targets. Digital tools are adopted in the field, not sitting idle. In short, the counter stops being a blind spot and becomes SRMB's sharpest source of growth.

Head Channel Strategy

Head Channel Strategy

This job is no longer available

Talents

Recruiters

About