EMELIA AMOAH

• Achieved thirty-four percent growth in Modern Trade business, increasing monthly average from Ghc 3.98 million to Ghc 6.9 million by mid-2023.
• Instituted customer relationship management module that enhanced loyalty among Modern Trade partners and emerging business customers.
• Spearheaded automation initiative by deploying AI solution, measuring speed to shelf, share of Unilever business instore, and Planogram adherence, achieving ninety-five percent success in pilot phase and ninety-nine percent during full deployment.
• Developed comprehensive Modern Trade capability plan involving Unilever/FMCL and third-party teams, enhancing operational efficiency from strategy to execution.
• Led impactful Modern Trade campaigns and visibility programs, securing necessary cross-functional funding.
• Revamped Emerging Channel and Cosmetics business through partner separation and onboarding of dedicated key partners.
• Crafted strategic plan for Modern Trade from 2023 to 2025 targeting ten percent volume growth for upcoming fiscal year.

• • Landed over 15 impactful innovations in the role as a Channel and category Lead. Pepsodent Charcoal/Herbal, Peterpan etc. all gain +200bps share first year of launch. All these innovations also delivered first 100 days and year 1 iTO of about 110% delivered through 100% of planned Outlets reach.
  
  • Led the Planning and execution of Major Back to School and Big Bang activities across small supermarkets, Cash and Carry and Neighborhood groceries to deliver Q1 forecast ambition with about 20% uplift and became an integral part of IBP Category Value Drivers.
  
  • Own and drove the CD performance in the month and the Quarter; led the regional consolidated input into building robust demand by acting as the voice of the shopper and the customer in the S&OP process with key insights from the channels that take care of the demand and the opportunities in the trade. This had led to a category forecast delivery within the acceptable norm of _+ 5%.
  
  • Developed the right channel assortment plan across the brands in the category that supports the strategy to drive availability and accelerate profitable growth for Unilever and customers through max the mix by proactively driving the right mix at pack and SKU level. Total distribution points increased from 38k Outlets for the category end year 2021 to about 44k end H1 2022. About 95% of total Outlets are covered.
  
  • Developed quarterly salesmen and Channel incentive strategy which drives availability (WD/Regional execution/New Channel development) and assortment (Facings/Secondary Placement/Channel customization). Geisha, Pepsodent and Carbolic weighted distribution are unmatched by the players in their segment with close to an average of 90% across the brands.
  
  • Unlocked the brand’s potential by Leading the review of the in-year CD integrated Business Plan process across the sub-functions into the bigger category think big think tight sessions. This cuts across pricing, pack sizes by Geography, channel of importance and contribution that drove the brand plans for the various sub-categories.
  
  • Refreshed all channel blueprints based on the channel strategies that helped to maximize, unlock, or accelerate the growth across the channels, brands, and categories. Representation of Pepsodent look and feel in the MT channel to match the market share.

• Ghana Tea business recognized as No. 1 growing tea business across all Unilever brands in 2017.

• Launched three innovative products with effective trade plans.

• Developed business case with category team to implement Lipton price reduction due to category declines which led to a 15% growth on tea volume and value.

• Landed a war game plan 6 months ahead of the planned Knorr and Royco come back with all stakeholders sign off across the business which covered Shopper, Channels and Customer touch points.

• • Led the delivery of Skin Cleansing category UVG of 27% vs a target of 15% for the year 2016 through impactful channel-led activities and strategic engagement across the value chain.
  • Delivered UVG of 5.8% on Lifebuoy versus the same time prior year. Lifebuoy improved by 1,400bps from Q1 2016 of 17% to 31.4% end of 2016 due to an activated PC sales Area volume drive to recover the brand. Initiatives like Width pack activations helped to also improved the numeric distribution of the Lifebuoy by 300bps from H2 2016.
  • Drove the agenda on Winning in the marketplace for SCL with a full year coverage of about 90% across all channels and ending the year with a market share of 70% for total Skin cleansing.
  • The Skin Cleansing category out of 5 brands, had 4 of the brands delivering growth of 20% to the category through robust forecasting through the S&OP process bringing in the inside-out approach to put the shoppers and consumers at the heart of what we do.+2% bias for the category

• • Achieved six innovations in homecare, yielding 200 basis points improvement on Numerical and Weighted Distribution.
  
  • Represented the Homecare category during the Laundry Africa GT Channel strategy conference where I presented valuable inputs from Ghana which helped draft the Strategy document for Africa.
  
  • Turned around the story on sunlight powder & bar in 2013 from a -4.5% UVG to a positive 5.5%.
  
  • Turned around a declining situation on powders distribution to significant growth in South East & MidGhana post project blitz with numeric and weighted gains of about 2kbps. This simple idea became the best practice which was implemented twice a year.
  • Reversed declines in the Homecare category from a -7% forecast bias achievement consistently for 3 months to a +3% for the balance of the year. This was done through relevant plans deployed for three key areas regions which together contribute 65% to the category.
  • Delivery of planned Omo in-market activation in 3 key areas in Mid-Ghana, reaching out to 1,000 retailers to bring to life the Omo Fast Action campaign by personally engaging the audience to educate, build brand love & manage the Wet Demos in the absence of a Brands Manager & Customer Marketing Manager for HC

• Managed GGBL third-party service providers for timely project deployment.

• Facilitated flawless execution of Project In-touch; a customer relationship management automation system through effective coordination achieving sales force capability performance rating of 80% in 6 months from an initial 15%.

• Regional trade launch of Project Swagger (Relaunch of Star) from Kumasi, Central, western to the northern Ghana

• Executed one major launch and two mini launches of the Armstrong innovation in Kumasi which brought the brand to live among consumers

• Recognized twice for outstanding customer service representation.
• Drove team success by achieving consistent monthly excellence in call results.

Completed 2nd level Course of the Ghana stock exchange securities.

• I am a graduate of the University of Ghana Psychology Department. I entered the university in the year 2004 and graduated in 2008