Michael Effah

• Developed an organogram in support of the sales strategy.
• Developed the Push and Pull Sales strategy aimed at driving sales.
• Introduced a sales incentive scheme aimed at driving the right behaviour toward work.
• Ghana's volume opportunity assessment was done for the business with very little access to formal market survey information.
• Restructured the bonus/incentive scheme to drive sales via distributors and the sales team.
• Currently, I am working with the HO Team on a long-term pricing strategy.
• Introduced an effective cross-functional team a step below the executive level to ensure effectiveness and efficiency.
• Developed an expansion program to improve distribution, focusing on profitable growth.

• Evaluated performance management systems and devised improvements to strengthen controls and optimize results.
• Established performance standards and monitored progress towards achieving them.
• Organized marketing campaigns to promote new products and services offered by the company.
• Cultivated relationships with customers, vendors, partners and other external stakeholders.
• Implemented process improvement initiatives across various departments within the organization.
• Monitored financial performance of the organization and initiated corrective actions as needed.
• Ensured compliance with applicable laws, regulations, policies, and procedures related to business operations.
• Negotiated contracts with vendors and suppliers to maximize cost savings for the organization.
• Performed sales and support activities to meet client needs and maintain service levels.
• Created effective business plans to focus strategic decisions on long-term objectives.
• Directed or coordinated financial or budget activities to fund operations and maximize investments.

• Cultivated strong professional relationships with suppliers and key clients to drive long-term business development.
• Provided leadership, guidance, and direction to a team of professionals working on various projects within the country.
• Led sales planning, development and account management to grow existing accounts and establish new sales accounts.
• Led cross-functional teams to drive project completion within budget and deadlines.
• Oversaw regional and local sales managers and staff.
• Established performance metrics and evaluated staff to promote continuous improvement.
• Coordinated with regulatory bodies to ensure compliance with laws and standards.
• Conducted market research and reported on competitors.
• Coached, developed and motivated team to achieve revenue goals.
• Enhanced customer satisfaction through the development of service improvement initiatives.
• Oversaw the implementation of policies and initiatives designed to improve the lives of citizens in the country.
• Gained market share in new sales performance through aggressive team training.
• Implemented new technologies to streamline processes and enhance productivity.
• Partnered with staff to create professional development plans to support personal and business growth.
• Enhanced sales volume through skilled support to both new and inactive customers.

• Led the management to increase revenue from GHc 523 million in 2019 to GHc 659 million in 2020, with a target of GHc 859 million in 2021. The business achieved Ghc 950 Million at the end of December 2021
• Net profit after tax increased over 800% in 2020 compared to 2019, and as of July 2021, net profit after tax was tracking at 346% growth compared to the prior year.
• Developed rapport and instilled confidence with clients to develop credibility and earn trust.
• Formulated strategic vision to drive mission and goals while stimulating revenue, profitability and growth.
• Implemented successful business strategies to increase revenue and target new markets.

• Led the management teams at Kasapreko Company Limited and Royal Crown Packaging Limited to develop the five-year strategy for the businesses.
• Developed long-range plans for business growth, resulting in increase in annual sales.
• Implemented strategic offerings to enhance company's suite of products and services.
• Managed projects related to strategy implementation and execution.

• Identified areas for improvement, narrowing focus for decision-makers in making necessary changes.
• Utilized document management system to organize company files, keeping up-to-date and easily accessible data.

• Developed a two-year strategy aimed at delivering volume and revenue targets; strategic priorities were defined.

Market expansion

• Expanded into 22 new local governments.
• Increased sales team outlet coverage from 850 outlets in 2015 to 4,050 outlets in 2016, and targeting to reach 7,200 outlets in 2017.
• Increased distributors from 80 to 260: 2015 to 2016.

Distributor development

• Developed three model distributors.
• KPIs were agreed upon and measured.

Price compliance

• Target markets were Port Harcourt and Aba. Compliance improved from about 30% to 70%, plus.

Cold beer availability

• Improved fridge penetration from a low of 15% to 39% by the end of 2016. This was achieved by prioritising capex spending.
• Retailers were engaged to drive home 'Project Cold.'
• The organogram was redesigned to support a new route to market.
• Year-on-year (2016 versus 2015) beer volume growth of 229%.
• The business recorded substantial growth in revenue and volume.
• Due to the excellent performance, the SABMiller board approved a CAPEX of 100 million USD to increase production capacity.

• Prioritized key business areas to enhance overall operational efficiency.
• Enhanced revenue through strategic optimization initiatives.
• Stabilized market share amidst competitive challenges.
• Overhauled the sachet water business model and renegotiated third-party contracts, boosting sachet income significantly.
• Achieved a 25% annual growth in water segment volumes for 2010/2011.
• Realized a 400% increase in soft drink sales.
• Implemented pricing strategies, customer segmentation, sales mix adjustments, and control improvements to succeed in the profitable revenue growth management project.
• Collaborated with a team to innovate a distribution model that maximized resource efficiency and achieved substantial savings in primary distribution.
• Strategically managed trade discounts and sales mix to consistently meet monthly revenue targets.
• Recognized as the best performing water business in the SABMiller Africa region for both volume and value.

• Awarded the prestigious Master's Award in Marketing, Sales, and Distribution by SABMiller Africa in 2010.
• Led a team in 2008 to overhaul the route-to-market strategy for Accra Brewery, focusing on channel partner development and alignment.
• Improved volume flow through a comprehensive revision, enhancing efficiency and reliability across the trade network.
• Conducted a regional volume opportunity assessment, identifying key areas for action, and reallocating resources to address gaps, resulting in an 18% sales volume increase despite supply limitations.
• Developed and implemented a targeted channel strategy in focus areas, driving trade execution that contributed to a 15% sales increase.
• Applied a "Hybrid Model" to enhance the efficiency and effectiveness of the Accra Brewery distribution network, increasing market share from 25% in 2008 to 32.4% in 2010, as per the AC Nielsen Report.
• Achieved significant improvements in brand distribution and availability, rising from 81.4% in March 2008 to 98.6% in May 2010.
• Initiated the Sales Cadets program in 2008, doubling outlet coverage, and increasing market share in serviced outlets from 30.6% to 59%.
• Successfully implemented "The ABL Way" route-to-market model in 2002, boosting market share from 18% to 24% by 2004, according to the AC Nielsen Report.