Cluster Sales Head - Kerala

Aditya Birla Finance Limited ("ABFL"), a lending subsidiary of Aditya Birla Capital Limited is among the

leading well-diversified non-banking financial services company in India. ABFL offers customized solutions

in areas of personal finance, mortgage finance, SME finance, corporate finance, wealth management,

debt capital markets and loan syndication. ABFL is registered with RBI as a systemically important non-

deposit accepting non-banking finance company (“NBFC”) and is amongst the top five largest private

diversified NBFCs in India based on AUM.

ABFL offers end-to-end lending solutions to a diverse set of customers - Retail, HNI, MSMEs, and Mid &

Large Corporates through secured as well as unsecured loan products. The diverse range of lending

products includes Retail Small Ticket Secured and Unsecured Loans, Unsecured Personal Loans,

Unsecured Business Loans, Health & Education Loans, Digital B2B2C and B2B2B Small Ticket Loans, Small

Business Secured Loans, Loans Against Property (LAP), Lease Rental Discounting (LRD), Construction

Finance (to Real Estate Developers), SME Loans, Capital Markets Loans (Loan Against Shares), Supply

Chain Finance, Mid and Large Corporate Loans, and Infrastructure Finance loans. ABFL also has a Wealth

Management division.

3) Job Context & Major Challenges: Write the specific aspects of the job that provide a challenge (internal and external) to the jobholder in the context of the Business/Unit/Function/Department/Section ((Max 3975 Characters)

For the FY ended 31st March 2020, ABFL has a lending book of Rs. 47,075 crores, net PAT of Rs 821

Crores and net worth of 8,078 crores. The Net Interest Margin expanded by 38 bps y-o-y to 5.29% and

operating profit is growing at 16% y-o-y. ABFL’s long-term credit rating of AAA (Stable) has been

reaffirmed by ICRA. ABFL also has long-term credit rating of AAA (Stable) by India Ratings, Perpetual debt

credit rating of AA+ (Stable) by ICRA and AA+ (Stable) by India Ratings (Stable) and short-term credit

rating of A1+ by ICRA & India Ratings.

Mortgage lending encompasses a wide variety of financing solutions for clients, ranging from vanilla

Home Loans and Loan against property, to more complex Lease Rental discounting, Commercial Purchase

and Construction Finance lending. Financing solutions are provided to Self-Employed [professionals/ non-

professionals/ salaried] against a wide array of lending programs, each of which aims to estimate the

client’s repayment capability accurately before the company to take an exposure. The lending program

requires assessing clients on various dimensions, including income, repayment behavior, stability of

income/ residence, profile, collateral [valuation, marketability], ownership structure of business and the

property and many others.

Mortgages business across the industry is majorly driven by Direct Selling Agents (DSA’s).

ABFL Distribution network also majorly comprises DSA’s. The DSA’s are broadly of 2 kinds 1. Corporate

DSA’s who are present across multiple cities and act as an aggregator and 2. Retail channels who operate

in a single city with smaller team size.

As of today RM’s are mapped to channels basis their geographical distribution and have a mix of

Corporate and Retail DSA’s in their fold. In doing so RM’s time is equally divided between the 2 channels.

To bring in more focus on distribution and channel engagement we propose the following structure

wherein Tier 1 is divided into 2 verticals:

1. Alternate Channel Business which will source from Corporate channels and

2. Retail Channel which will source from Non-Corporate channels.

The metrics – RM Target/Productivity/Channel Management used will be different for both verticals

depending on the potential of channels the RM’s are mapped to.

The focused approach will help the Mortgages Business scale up numbers and market share in all Tier 1

markets. Mortgages envisage the market share to go from the current 3% to at least 6% with the

proposed organization structure.

The challenge that we foresee on account of these change in market dynamics are :

· More aggressive pricing strategy adopted by other institutions will impact our yield and fee

income and further increase our cost of acquisition More players eyeing for the same business

have increased negotiating powers of the customers. They have more choices now.

3) Job Context & Major Challenges: Write the specific aspects of the job that provide a challenge (internal and external) to the jobholder in the context of the Business/Unit/Function/Department/Section ((Max 3975 Characters)

· Managing Channel Partners: Higher payouts offered by other institution to channel partners will

impact the patronage that we enjoy with them. This must be offset by good Turn Around Time in

processing cases ad also their payouts and building long lasting relationship with them.

· Retention of existing portfolio – Banks are luring our customers with clear repayment track with

lower pricing and hence retention is a challenge.

· Team getting used to the new digitization of loan process that has been adopted by ABFL.

4) Key Result Areas: Write the key results expected from the job and the supporting actions for each of these key result areas (For a majority of jobs typically there could be 4- 7 key result areas)- Maximum 10 KRAs can be updated

Key Result Areas (Max 1325 Characters)

Deliver Sales growth at the location and expand the

customer base § Identify business growth opportunities across the location, build direct/ channel/ new client acquisition strategies and tap growth opportunities to achieve Cluster targets § Augment the business volumes of mortgage lending in the location, manage client databases and tap them through Area Sales Heads/Relationship Managers. § Drive relationships with key clients, faster TAT and cross selling initiatives in order to increase the client base of the Cluster. § Monitor lead generation & ASH/RM sales productivity metrics to drive a high-performance sales culture across the Cluster.

Analyze product positioning and competition across the

locations and develop the distribution network § Scan the location market and its competitive offerings on a periodic basis, report on emerging trends and business opportunities for the mortgage segment to the head office § Engage with retail DSA channel partners and develop a touch point management system for faster customer connectivity § Conduct engagement programs and sales trainings to develop channel partners § Monitor SLAs, sales efficiencies and RoIe of channels § Effectively deploy schemes and prioritize sales of high revenue products and structures