HEAD OF SALES AND MARKETING

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1 HEAD OF SALES AND MARKETING Job details Reference number: GO-HOSM-2013 Job Title: Head of Sales and Marketing Supervisor: Managing Director Location: Kenya Job summary Reporting to the Managing Director, the Head of Sales and Marketing will be responsible for developing, implementing and managing the sales and marketing business strategy and activities in order to meet the Company s objectives for business retention, growth and profitability. The job holder will oversee the Sales and Marketing activities; and provide leadership and expertise to deliver efficient and focused sales and marketing strategies, in order to achieve the Company s strategy, growth and profit objectives. The Head of Sales and Marketing will be in charge of directing marketing operations, sales operations and ensure customer retention. Key responsibilities Strategic planning and implementation Lead the development and implementation of the Company s marketing strategy ensuring alignment to the overall business plan to sustain business growth and profitability. Formulate business strategies responsive to changes in market environment. Formulate and implement the public relations, branding and customer service strategy that will portray a good image of the company at all times and enhance customer service standards. Reporting and representation of the sales and marketing function in senior management and board committees. Sales and Marketing Management Review and approve regional sales and marketing activities to ensure attainment of business plan objectives. Monitor the business, sales and activity plans in line with the approved budget. Monitor competitor activities for competitive advantage. Accountable for market analysis, brand support and positioning. Review business investment proposals from the regions, in liaison with the management team. Provide leadership in sales and product portfolio extension or reduction to meet profitability targets in the following lines of business:- Non Retail Business LPG Bulk and cylinder Business Lubricants Business 1

2 Retail network expansion and optimisation Client Relationship Management Lead the sales and marketing team to achieve customer retention by providing efficient customer service. Human Capital Management Provide leadership and ensure efficient and effective management of staff to ensure departmental targets are achieved. Engage, develop, deploy and retain talented staff including completing performance appraisals and personal development effectively and on time in accordance with the established performance management system. Financial Management Formulate and plan the department s annual budget within the context of the Company s overall budget. Develop, implement and monitor the sales and marketing (income and expenditure) budget to ensure it is within approved limits. Provide accurate financial information for the sales and marketing department to senior management to monitor performance. Ensure that all consumer and network sales, debtors and margins meet budgeted targets. Other Responsibilities Continuously update website information to ensure it is relevant. Ensure safe and proper custody and maintenance of company assets at the retail and consumer outlets. Focus areas of responsibility Sales and marketing strategy, annual planning and budgeting Sales and marketing management Financial management People management Client relationship management Organisational positioning Managing Director Head of Sales and Marketing 2

3 The following positions report directly to the Head of Sales and Marketing: Consumer Sales Manager Retail Network Manager Lubricants Business Manager Academic and professional qualifications A Bachelors degree in Business, Marketing or related fields. Professional qualifications in Sales and Marketing and/or a Masters degree in Business, Marketing or related fields is an added advantage. Experience and other requirements At least seven (7) years of sales and marketing experience; three (3) of which should be in a management position; A minimum of two (2) years sales and marketing experience in Fast Moving Consumer Goods (FMCG); Experience in the Kenyan petroleum industry shall be added advantage. Experience in managing budgets effectively, financial management, setting up effective metrics and business processes; Leadership experience in sales and marketing management with a thorough knowledge of marketing principles, product or service management, sales and business development, along with a demonstrated track record of success and performance; Analytical skills and ability to interpret sales performance and market trend information; Proven ability and experience managing and leading high performance sales and marketing teams; Proven ability to work as part of a senior management team to develop and implement sales and marketing strategy for the Company in line with the overall strategic goals of the Company; The ability to understand changing market dynamics, translating them into an actionable strategy and implementing the strategy to achieve pre-set objectives as determined by the sales and marketing plan; and Demonstrated strong commercial acumen and a deep understanding of the strategic marketing and selling process. Core technical competencies required for the role Strategic planning Strong sales and marketing skills Strong budget management and monitoring skills People management 3

4 Core behavioural competencies Core competencies required for the role: The patterns of behaviour, which will be required for a candidate to bring to the position in order to perform the required tasks and functions effectively. Competency Description Strategy Strategic thinking Senior Managers who possess strategic thinking are able to think broadly around the many issues which affect organisations operating in increasingly complex environments. When developing a strategy for their own organisation, they are able to take a long-term view, to see beyond the obvious and to relate the potential impact of wider issues to their own organisation. Systems thinking Senior Managers who possess systems thinking understand that independent actions or activities can affect disparate parts of their organisation. They are knowledgeable about a wide range of functions across the business and how they interrelate, taking account of the impact of change across functions when developing strategy and considering change to existing systems or processes. Awareness of the external Senior Managers who possess an awareness of the external environment are environment conscious of developments and trends in the world at large. They consider ongoing changes in society, government and legislation, their own industry and market, imagining the likely impact of these developments on their own organisation. Initiating change Senior Managers who initiate change are alert to the need for change before that need becomes manifest in the external or internal environment. They seek to influence changing events, encouraging the implementation of new policies, systems and practices. They are proactive in communicating the need for change to others and in monitoring the effects of change on the organisation. Culture Quality focus Senior Managers who possess a quality focus demonstrate a personal commitment to high standards of excellence and challenge others to meet or exceed those standards. They introduce, develop and evaluate quality assurance systems and processes, creating a culture of continuous improvement within their organisation. 4

5 Teamwork focus People Resource focus Organisational learning focus People Communicating Creating a personal impact Giving leadership Promoting development of others Senior Managers who possess teamwork focus foster active co-operation among their colleagues in the pursuit of board goals, resolving conflict by exploring differences in an open and sensitive way. They build team spirit and cohesion across functional boundaries in their organisation, encouraging a team approach to problem solving and offering their own help and support. Senior Managers who possess a people resource focus have consideration for and respect the needs and feelings of other people. They are tolerant of differing points of view, recognising and valuing others contributions, abilities and opinions. Senior Managers who focus on organisational learning create an organisational climate which encourages people to learn from their successes and failures. They promote the development of systems and processes which enable all of the organisation s stakeholders to give feedback, and use this information to re-focus business strategy, develop new organisational structures, revise existing functions and identify new products and services. Senior Managers who are well-developed at communicating are, first of all, good listeners. They communicate with others in a clear and concise manner and check to ensure that messages have been understood. They gain influence by the effective use of information, targeting their communication to meet the information needs of their audiences. Senior Managers who create a personal impact make an immediate positive impression on others. They establish a rapport quickly and project an aura of authority and credibility, persuading others to give their agreement and commitment. In situations where pressure or conflict arises, they retain their composure, using personal influence to achieve compromise. Senior Managers who are good at giving leadership provide a clear sense of direction to others. They are ready and able to take charge of a situation, organising resources and guiding others towards the successful completion of the task at hand. Senior Managers who promote the development of others actively seek to encourage others to develop their own skills and talents. They create a 5

6 Networking Operations Governance Decision making Contributing specialist knowledge Managing performance positive organisational climate which fosters learning and development by evaluating their own and others performance fairly and objectively, providing honest and constructive feedback, and acting as coach or mentor when appropriate. Senior Managers who possess the skill of Networking use informal systems to get things done. They establish, maintain and develop a wide range of contacts which enables them to gather information and utilise the strengths and abilities of others in order to enhance organisational and personal performance. Senior Managers who are skilled at governance know and understand their regulatory, fiduciary, and legal responsibilities. They respect their ethical and moral obligations and act with integrity at all times, setting high standards of ethical behaviour for everyone in the organisation. Senior Managers who possess the skill of decision making are willing to commit to a definite course of action and can support or defend their decisions with confidence. They make firm and timely judgements based on factual information and reasonable assumptions, using a variety of information sources and management tools and techniques. Senior Managers who are able to contribute specialist knowledge possess a breadth and depth of technical knowledge and experience in their field. They maintain and develop this knowledge throughout their professional lives, keeping abreast of developments in their own and related industries and markets. They are willing to share their knowledge and experience with others, applying their specialist skill to improve the overall performance of the organisation. Senior Managers who are skilled at managing performance seek constantly to maximise organisational effectiveness by monitoring and reviewing performance. They strive to balance performance based on short-term objectives against achievement of longer-term strategic goals. They require that sufficient data about financial and other parameters of organisational performance are available, assimilating it quickly and interpreting it objectively against appropriate benchmarks. 6

7 Analysing situations Senior Managers who are able to analyse situations ensure that all of the relevant information has been gathered, linking it together to establish cause and effect and to identify any relationship between issues. They probe the facts and challenge assumptions, ensuring that all aspects of an issue are considered and debated thoroughly. Additional skills Strong negotiation skills; Strong organisational skills; Strong problem-solving skills; Excellent communication and presentation skills; and Strong ability to build personal rapport with all stakeholders. 7

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