Kapil Sharma, chief operating officer (COO) of Videocon Telecommunications Limited?s (VTL) Punjab and Haryana circles, is responsible for driving growth in these areas. Just a month into the job, he is aware of the many challenges it entails. ?The telecom sector is a crowded place. Being one of the youngest players in the market, it is a challenge to gain revenue and market share from the older, established players,? he says.
While VTL has a sizeable presence in Punjab, it faces an uphill task in Haryana where it needs to re-establish its brand. (It recently won back its licence for the circle, which had been cancelled by the Supreme Court in 2012.) ?We had ceased operations in Haryana. It takes a lot of effort to regain the faith of subscribers, trade partners and retailers, and encourage them to return to the company fold,? he says. ?We are stressing on the company?s commitment to the business and stakeholders to regain lost ground.?
Sharma is working towards bridging the gap between the operator and retailers. To this end, the company has introduced a scheme for its trade partners under which it offers them rewards even before they deliver on sales targets. ?Traditionally, retailers are provided incentives once they achieve the sales target. However, VTL has done the reverse by rewarding its partners in advance and putting faith in their ability to deliver on the goals set by the company. The reward programme reinforces the company?s trust in its associates.?
Sharma has over 28 years of industry experience, and has worked across sectors like FMCG, durable goods and telecom. He has been associated with organisations like Philips India, Jenson and Nicholsan, Dabur India, Tiffany Foods, Hexacom India, Idea Cellular, Tata Teleservices Limited and Viom Networks. He considers his stint in the telecom industry as the most challenging so far. According to him, this industry is extremely fast-paced as compared to FMCG or durable goods. Owing to a highly regulated environment and introduction of new norms, the competitive landscape of the industry changes every six months. This makes it very dynamic, necessitating quick realignment of goals.
Sharma disapproves of a hierarchical management structure. As a manager, he follows an open door policy and open communication culture that promotes free exchange of ideas.
Time away from work is spent with his wife and two children. An avid sportsperson, Sharma unwinds by playing squash.
