Commercial Excellence Manager

PRIMARY OBJECTIVE:

The Commercial Excellence Manager drives the business by monitoring and reporting SFE performances and related KPI, also providing recommendation after analysis to enhance commercial effectiveness to achieve affiliate goals. He will be responsible for ensure operating CRM system efficiently.

EDUCATION/QUALIFICATIONS/EXPERIENCE:

• Master’s Degree or bachelor’s degree in Any, BA or Sciences related is a plus.
• Up to 10 years relevant experience in Sales and/or Marketing and strong project experience in Commercial Area.
• Prior working experience in cross-cultural and/ or matrixed environments.
• Collaborative leadership and coaching capabilities.
• Capable of timely and fast, accurate deliverables.
• Strong ethical values.
• Strong project management experience.
• Appropriate training in administrative duties.
• Good oral and written English skills.

CORE JOB RESPONSIBILITIES:

• Monitor, Review, Analyze, and Provide recommendation after gap analysis, for SFE performance and related KPI.
• Manage CRM system to operate efficiently.
• Update customer database in CRM system.
• Execute CRM modules as plan.
• Drive customer segmentation and targeting process.
• In charge for any CRM/SFE related tasks for new initiatives of the affiliate.
• Train all Salesforce and Marketing for related tools.
• Support Commercial Excellence Director in running new projects, as assigned.

FUNCTIONAL COMPETENCIES:

BUILDING PARTNERSHIPS

Identifying opportunities and taking action to build strategic relationships between one’s area and other areas, teams, departments, units, or organizations to help achieve business goals.

Key Actions:

• Analyses the organization and own area to identify key relationships that should be initiated or improved to further the attainment of own area’s goals.
• Exchanges information with potential partner areas to clarify partnership benefits and potential problems; to collaboratively determine the scope and expectations of the partnership so that both areas’ needs can be met.
• Collaboratively determines courses of action to realize mutual goals; facilitates agreement on each partner’s responsibilities and needed support.
• Places higher priority on organization’s goals than on own area’s goals; anticipates effects of own area’s actions and decisions on partners; influences others to support partnership objectives.
• Implements effective means for monitoring and evaluating the partnership process and the attainment of mutual goals.

DECISION MAKING

Identifying and understanding issues, problems, and opportunities; comparing data from different sources to draw conclusions; using effective approaches for choosing a course of action or developing appropriate solutions; taking action that is consistent with available facts, constraints, and probable consequences.

Key Actions:

• Recognizes issues, problems, or opportunities and determines whether action is needed.
• Identifies the need for and collects information to better understanding issues, problems, and opportunities.
• Integrates information from a variety of sources; detects trends, associations, and cause-effect relationships.
• Creates relevant options for addressing problems/opportunities and achieving desired outcomes.
• Formulates clear decision criteria; evaluates options by considering implications and consequences; chooses an effective option.
• Implements decisions or initiates action within a reasonable time.
• Includes others in the decision-making process as warranted to obtain good information, make the most appropriate decisions, and ensure buy-in and understanding of the resulting decisions.

INFORMATION MONITORING

Setting up ongoing procedures for collection and review of information needed to manage an organization or ongoing activities within it.

Key Actions:

• Determines which processes or areas need to be monitored; identifies what information needs to be obtained.
• Establishes systems to monitor activities or outputs that are easy to use and that provide timely and pertinent information.
• Effectively puts in place monitoring systems with minimal interruption for other organizational processes.
• Collects and reviews data on a regular basis to determine progress, anticipate needs, and make necessary adjustments to personnel or processes.

PLANNING AND ORGANISING

Establishing a course of action for self and others to ensure that work is completed efficiently.

Key Actions:

• Identifies more critical and less critical activities and assignments; adjusts priorities when appropriate.
• Determines project/assignment requirements by breaking them down into tasks and identifying types of equipment, materials, and people needed.
• Allocates appropriate amounts of time for completing own and others’ work; avoids scheduling conflicts; develops timelines and milestones.
• Takes advantage of available resources (individual, processes, departments, and tools) to complete work efficiently; coordinates with internal and external partners.
• Uses time efficiently and prevents irrelevant issues or distractions from interfering with work completion.

TECHNICAL/PROFESSIONAL KNOWLEDGE AND SKILLS

Having achieved a satisfactory level of technical and professional skill or knowledge in position-related areas; keeping up with current developments and trends in area of expertise.

Key Actions:

• Has adequate knowledge and/or skills to perform effectively on the job
• Keeps abreast of knowledge and/or skills required to perform the job effectively.

CORE COMPETENCIES:

ADAPTABILITY

Maintaining effectiveness in varying environments and with different tasks, responsibilities, and people

Key Actions:

• Tries to understand changes in work tasks, situations, and environment as well as the logic or basis for change.
• Treats change and new situations as opportunities for learning or growth.
• Focuses on the beneficial aspects of change; speaks positively about the change to others.
• Quickly modifies behavior to deal effectively with changes in the work environment.
• Readily tries new approaches appropriate for new or changed situations.
• Does not persist with ineffective behaviors.

TEAMWORK/COLLABORATION – (Building Partnerships), (Contributing to Team Success)

Working effectively with team or work group or those outside formal line of authority (e.g. associates, senior managers) to accomplish organizational goals; taking actions that respect the needs and contributions of others; contributing to and accepting the consensus; subordinating own objectives to the objectives of the organization or team.

Key Actions:

• Builds relationships by helping others feel valued, appreciated, and included in discussions.
• Places team or organizational goals ahead of personal goals.
• Offers to help others achieve mutual goals.
• Volunteers and exchanges ideas freely.
• Seeks out, uses and builds upon ideas from others.
• Gains agreement from partners to support ideas or take partnership-oriented action.

INITIATIVE

Making active attempts to influence events to achieve goals; self-starting rather than accepting passively; taking action to achieve goals beyond what is required, being proactive.

Key Actions:

• Takes thoughtful, yet timely, action when confronted with a problem or when made aware of a situation.
• Implements new ideas or potential solutions without prompting; does not wait for others to take action or request action.
• Takes action that goes beyond job requirements in order to achieve objectives.
• Looks for ways to improve efficiencies and reduce costs.

INNOVATION

Generating creative solutions to work situations; trying different and novel ways to deal with organizational problems and opportunities.

Key Actions:

• Identifies implicit assumptions in the way problems or situations are defined or presented.
• Sees alternative ways to view or define problems.
• Is not constrained by the thoughts or approaches of others.
• Draws upon multiple and diverse sources for ideas and inspiration.
• Brainstorms multiple approaches/solutions to approaching the business, processes, and daily work.
• Examines numerous potential solutions and evaluates each before accepting any.
• Targets important areas for innovation and develops solutions that address meaningful work issues.

INTEGRITY (Building Trust)

Maintaining and promoting social, ethical, and organizational norms in conducting internal and external business activities.

Key Actions:

• Deals with people in an honest and forthright manner.
• Presents information accurately and completely.
• Performs actions as promised.  Ensures that words and actions are consistent.
• Does not share confidential information.
• Fairly represents organization’s capabilities.