Packaged Foods
Hear Chidambaram PL on Sales Leadership, Distribution, and Building for Scale
In this episode of Masters of Change, Chidambaram PL, Sales Director at Allana, shares lessons from decades in frontline sales and modern trade. From building strong customer relationships to driving digital adoption and scaling new categories like pet food, he offers a practical view on what it takes to win in India’s complex distribution landscape.
1. A Conscious Choice for Sales
Sales is not usually the first career choice for many in India. How did you get into it?
Chidambaram PL: For me, it was a very conscious decision. I come from a business family, and from a young age, I was encouraged to pursue sales professionally.
I was told to do an MBA and build a career in sales. The idea was to have a structured corporate life, though in reality, sales is far from a fixed 9-to-5 job.
2. The Executive MBA Experience
You pursued an executive MBA from Indian Institute of Management Calcutta later in your career. What was that experience like?
Chidambaram PL: I have to thank Colgate-Palmolive for that opportunity. It was part of a leadership programme.
It gave me a fresh perspective by bridging what I had learned earlier with current business realities. The exposure to peers across industries and the use of Harvard case studies made it extremely valuable.
I would strongly recommend such programmes for professionals and organisations alike.
3. The Colgate Stint: Modern Trade and JBP
You spent nearly two decades at Colgate-Palmolive across multiple roles. What was the biggest challenge while leading Modern Trade and E-commerce
Chidambaram PL: It was a dynamic phase. There were new customers entering, others exiting, and e-commerce evolving rapidly. Even as a market leader, sustaining growth and managing trade relationships was not easy.
Could you explain the role of Top-to-Top meetings and Joint Business Plans?
Chidambaram PL: They are critical in modern trade. You align with customers on annual plans, targets, and support strategies. It builds trust and positions you as a category leader.
Is there a way to balance strong relationships with business targets?
Chidambaram PL: It comes down to structured engagement. You prioritise interactions based on the customer.
But equally important are informal conversations. Many decisions happen outside meeting rooms, often over a simple chat that helps uncover real concerns.
4. The Story Behind Colgate Active Salt
The Colgate Active Salt campaign made a huge impact. What made it so successful?
Chidambaram PL: It tapped into a strong cultural belief, especially in South India, that salt helps fight germs.
The campaign aligned scientific positioning with existing consumer behaviour. That combination made it powerful.
Real intelligence is not just data or technology. It is a mix of insight, cultural understanding, and human intuition.
5. Managing Scale and Transitioning to Allana
You have managed large-scale operations, including leading a region with significant revenue and team size. How did you handle that responsibility?
Chidambaram PL: It was always about the team. The South region, covering multiple states, had a strong and agile team. Their capability made the difference.
Tell us about Allana and what excites you about the current phase.
Chidambaram PL: Allana has a legacy of over 160 years and has been strong in B2B exports.
Recently, the company has entered the B2C pet food space with brands like Ballers and Perfetto. Unlike many players who test the market through imports, Allana invested in a full-scale manufacturing facility with advanced capabilities.
I joined to build the go-to-market strategy and sales organisation for this new business.
6. Family-Owned Business and Digital Transformation
How is working in a family-owned business different?
Chidambaram PL: There is a strong long-term vision. I have been given the freedom to build and execute.
A good example is our investment in digital systems like Bizom. Even as a new business, the leadership recognised the importance of building strong fundamentals early.
7. The Future of the Pet Food Industry
What is your outlook on the pet food category in India?
Chidambaram PL: It is a high-growth category.
Today, less than 10 percent of pet food consumption is organised. Even a small shift in this number can significantly expand the market.
With younger consumers treating pets as family, we are seeing growth not just in food but also in adjacent categories like treats, accessories, and services.
8. Attrition, Human Connection, and AI
Attrition in front-line sales remains high. How do you address it?
Chidambaram PL: A lot of attrition can be prevented through timely and meaningful conversations. Recognition and engagement play a big role.
Where does technology fit into this?
Chidambaram PL: Technology simplifies continuity. With platforms like Bizom, data is easily accessible, making transitions smoother when roles change.
9. Top AI Use Cases in Sales
What role do you see AI playing in sales over the next few years?
Chidambaram PL: AI will transform the route-to-market.
We are already seeing models that provide actionable insights, such as identifying nearby outlets where a product is selling but not yet distributed.
The shift will be from static reporting to real-time, decision-driven insights.