For the Vlisco Group. Operating from Kinshasa.

Purpose of the job:
Guide and execute, as member of the Wholesale Leadership Team, the channel strategy for the Wholesale Cluster DRC, Angola, Congo B., Gabon, CAR, Cameroon, by enabling top line sales growth, through driving effective product & channel pricing/value chains, profitable brand & product mixes and efficient sales volumes. The regional director has a full P&L responsibility for the wholesale function in the cluster.

Key Accountabilities:
Strategy
Implements the Wholesales strategy for a wholesale cluster consistent with the integrated commercial strategy, which after approval by the Executive Wholesale Director Sales results in short and (mid) long term business plans for the cluster
Gives pro-active input into the integrated commercial strategy (brand, product, marketing, HR, Finance, IT)
Business, Sales & Operational planning
Sets up and implements the business plan for all brands in the wholesale channels within the cluster including revenue and cost forecasts & targets in line with the integrated wholesale strategy, focused on portfolio & channel volumes, value chains and other business objectives in order to give guidance and focus to the activities of the wholesale business units
Sales Management
Develops and maintains an efficient wholesale cluster according to the framework of the strategic plans, in order to achieve the quantitative and qualitative sales targets by providing direct and functional leadership to the cluster to drive sales volumes, positive product mixes and pricing leverage
Channel Development
Monitors trends in business, markets; channels and customer requirements within the cluster and sees to the translation of these into innovations in co-operation with other functional disciplines, consistent with the strategy and annual plans, in order stimulate the anticipation on business opportunities and optimize the customer value propositions (CVP) of VG
Trade Marketing
Ensures an efficient local trade marketing organisation, according to the framework of the annual key account plans, in order to ensure a strong product portfolio and effective alignment of sales activities (B2B)
Ensures briefs are written
Ensures alignment between B2B and B2C activities and has a direct control on BTL spend
Key account management T1
Maintains personal relationships with main key accounts, within the guidelines of the annual account plans, resulting in optimization of customer relations and business opportunities, and a positive image of VG in the market
Translates the defined CVP strategy into customised CVP’s
Implements CVP strategy to achieve profitable volume/market share target
Defines and manages customized CVP per key account
Delivers the CVP per customer account, according to call plans and account activity plans
Ensures achievement of sales driver objectives and set key account targets and goals
Responsible for Business growth and capacity development of key traders
Assists and contributes to Merchandise processes and procedures
Process management
Ensures process management for distributors, to ensure high customer service levels at acceptable levels of risk in order to achieve volume and revenue targets, which includes: ordering, (cash)payment, invoicing, delivery of goods and visit planning.
Plans and realizes visits with key accounts in order to evaluate delivered customer care
Customer care service
Takes good care of distributors complaints and resolve them timely and efficiently
Stakeholder engagement
Builds relationships with a diverse range of internal and external stakeholders. Maintain and develop organisational culture, values and reputation in the market and with all employees, customers, suppliers, partners and regulatory bodies
Business & functional improvement
Participates from the own discipline in multidisciplinary project teams on business process/operational improvement issues, within the integrated commercial strategy and year plans, in order to optimise the functional and operational performances and thereby contributes to the financial performance of the Sales department
Budget planning and control
Plans, approves controls the revenue, cost and capex budgets of the department and business units, takes corrective actions when necessary, and ensures adequate reporting, within corporate guidelines, to ensure that the business units delivers their budgets and meets financial KPI objectives
Human resource management
Organises, manages, develops and staffs the cluster in line with corporate guidelines, in order to be equipped for current and future business challenges and contribute to the optimisation of the Sales organization results

KPI’s
wholesale volume by brand, product group, business unit and channel
wholesale net revenue by brand, product group, business unit, channel and customer (NSV)
wholesale channel costs as percentage of NSV
wholesale channel contribution as percentage of NSV
Customer satisfaction levels
Employee  satisfaction