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for Rent. R 8 400 : STUDIO APARTMENT TO LET IN UMHLANGA… South Africa Property Portal
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Nursing Services Manager (Pretoria)
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Brand Executive (Johannesburg)
Remuneration: | R900000 – R1200000 per year negotiable TCTC |
Location: | Johannesburg |
Education level: | Diploma |
Job level: | Management Jnr-Mid |
Type: | Permanent |
Reference: | #REF70057 |
Company: | ASC Group |
Job description
The Brand Executive (BE) is accountable and responsible for assisting, directing and the execution of the business brand strategies’ that culminates in the direct achievement of the profitability across all brands. The BE will be instrumental in driving the profitability of the business unit ensuring key strategies and objectives are implemented across the business functions.
Strategic Planning/Visioning
- Responsible for developing Strategic Sales Plan for the business unit that clearly identifies your vision for long term sustainable growth, retail development and business alliance while protecting the integrity of the brands and optimizing profits.
- Working with Business Units to gain consensus for the plans. From the plan identify and communicate yearly initiatives, action plans, measurements, responsibilities and budgets. Analyze your progress against the plan by month and communicate your findings within a matrix.
- Define and execute product, sales and distribution segmentation and channel policies for all brands.
Brand Management
- Establish and implement pertinent product development and sales processes, procedures and programs for sales management teams that contribute to superior, brand management, distribution, inventory controls and profitability.
- Develop a disciplined, effective brand strategy and go to market plans that provides for direct accountability on brand performance.
- Ensure that the product and sales initiatives culminates in sustainable gross margin executions.
- Manage each brands business processes, procedures, policies and program strategies that would be crucial in cementing the overall achievement of the brands sales and profitability objectives.
- Manage and monitor a systematic futures sales selling strategy across all brands.
- Teaming up with the marketing and sales management teams and ensuring the “go to market” strategies are executed across all brands effectively.
- Managing brand product performance closely and effecting early price reductions or closeouts when necessary.
- Link product and sales analytics across all brands, regions, towns, and sales management team to measure detailed brand performance.
- Provide full direction and guidance on brand distribution channels and market sales segmentation across all brands and sales management team.
- Analyze retail space and visual merchandise concepts across all brands and ensure sales and marketing management teams support and execute such concepts.
- Monitor core product lines and RPL sales alerts effectively in order to maximize each brands sales potential across its categories.
- Manage and control any expense allocations within the ambit of the budgets.
Integrated Sales Product and Marketing Process
- Integrate a brand product, marketing and sales matrix that ensures Business Unit and brand Management.
- Understand your role and responsibility in integrating product, marketing and sales.
- Establish and maintain strong communication links between teams ensuring prosperous brand development and execution of mutual objectives.
- Work closely with the Marketing and Sales management to identify product opportunities, in order to transition new product strategies between the marketing team and sales team.
- Ensure that the methodologies result in reducing inventory levels and improving stock turns.
Sales Operations
- Direct selection and ongoing evaluation of retail channels and market segmentation across all the brands for local and Sub Saharan African markets.
- Drive product selection, pricing, retail merchandising, and retail marketing and distribution strategies to effectively position the brands at retail.
- Establish and maintain strong relationships with all retail accounts
- Review the business opportunities for product growth categories that culminate in higher sales revenues.
- Assume responsibility for reporting cost centres and ensure cost efficiencies are tested and apply any remedial action where necessary
- Work closely with the sales management as a team player to achieve all broad based objectives.
- Ensure the sale reps have proper call cycles and sales monitoring mechanisms and processes in place
Brand Management
- Respect the brands and the power it has to influence purchasing decisions
- You have a responsibility to protect, cultivate and build the brands in conjunction with the procurement, marketing and sales management teams.
- Give brand management the highest priority in all business activities
- Continually monitor the brand’s local image and implement programs to enhance it
- Feel responsibility to the brand; you are to continually protect, nurture, and build them.
Team Management
- Actively work with all the brand teams.
- Monitor team effectiveness and suggest changes when needed to improve team performance
- Provide the inspiration, direction, resources and incentives needed for teams to succeed
- Must be able to demonstrate the ability to inspire, lead and motivate the team
- Take advantage of individual differences without forcing conformity among team members
- Work hand in hand with the all the teams to focusing on the attainment of all brand objectives as guided by you.
- Work closely with the Marketing Department with regards to brand advertising and execution of the brands in retail space.
- Establish and monitor key performance indicators for the team
Results Orientation
- Focus persistently on outcomes by establishing goals and monitoring progress towards them, and ultimately ensure the team achieves them.
- Have a sense of urgency to reach brand goals on time.
- Always know what the brand goal is.
- Achieve results timely.
Strategic Planning
- Establish strategies to support all the brands strategic direction.
- Specifically be able to spearhead the development, communication and execution of effective brand strategies.
- Have perceptive commercial vision to manage growth and risk strategies.
- Constantly monitor the retail environment across all brands.
- Know where to find information critical to long term planning of brands in all retail markets.
- Monitor analytical brand data to anticipate future events to brand advantage.
- Monitor the achievement environment of brand sales.
- Balance strategic plan with tactical realities.
Networking
- Establish brand relationships both inside and outside and maintain them.
- Effectively use the established networks to expedite progress toward brand goals.
- Maintain a broad network of business associates.
- Build and maintain strategic supplier relationships
- Access the network to further all brands business goals.
Business Analysis/Quantitative Skills
- Think analytically and quantitatively – look at factual data to make decisions.
- Use key business and financial indicators to ensure profitability.
- Continually analyse brand activities to enhance profitability.
- Approach problems and business situations methodically and analytically.
- Establish and monitor key sales indicators to guide the sales teams in achieving their goals.
Innovation
- Use creative problem-solving methods to analyse problems, generate options and decide on a course of action that moves all brands toward its sales and profitability goals.
- Make decisions that reflect sound judgment.
- Isolate issues and find creative ways to solve problems.
- Make sound decisions that benefit and are always in the interest of the business.
Requirements
5 years plus fashion experience
Business Related Qualification
Posted on 06 May 18:54
Miguel Cruz
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eNCA | For 15 years people in North West have been getting angrier. Here’s why
Steven Gordon, Human Sciences Research Council and Narnia Bohler-Muller, University of Fort Hare
Recent violent protests in Mahikeng in the North West province have prompted widespread commentary about what’s behind them, as well as their significance. Protests have raged in the province for two weeks and have seen at least one person killed and millions in property damage.
North West, which lies to the west of Johannesburg and borders Botswana, has also been affected by a two-month healthcare services strike.
Some have attributed the protests to demands for the delivery of basic services such as housing and sanitation, including concerns about the closure of health clinics. Others have focused on democracy and corruption related issues given that the protesters have been calling for the removal of the Premier of the province, Supra Mahumapelo.
All these factors have no doubt played a part in fuelling people’s anger. But the violent protests in Mahikeng and other parts of the province beg some serious questions about the functioning and state of South Africa’s democracy. Evidence from the latest round of a nationally representative South African Social Attitudes Survey conducted by the Human Sciences Research Council provides some profound insights into how people in that part of the country see the world. Each survey round consists of a sample of 3,500 adults older than 15 years. This opinion poll (which has been conducted every year since 2003) has enabled us to track public opinion in the North West.
The survey shows that over the past 15 years people in the area have been growing disgruntled with the political leadership in the North West province. Citizens are discontented with the status quo and want meaningful change.
The survey also shows that corruption has become one of the biggest concerns for residents of the province when it featured much lower down their list of concerns 15 years ago.
Another disturbing trend the survey highlights is that a significant minority of those polled view violent protest action as an effective way to achieve change.
A trend of growing unhappiness
The survey shows that public trust in local municipal government in North West has dropped dramatically since 1998 – from 56 percent under the then Premier Popo Molefe to 18 percent in 2017 under Mahumapelo. The steepest drop in confidence happened after the Marikana tragedy in 2012, when 44 people died. Thirty-four were shot by police during a protest at one of the mines belonging to platinum producer Lonmin.
Over the past 15 years people living in North West have also become more cynical about the way democracy, political leaders and the economy have performed in the country. Last year only 14 percent of North West residents said they were satisfied with the way democracy was working. This was down from 67 percent in 2005.
HSRC SASAS 2011-2017
In addition, levels of public satisfaction with water and sanitation services have declined dramatically since the early 2000s. There has also been mounting and sustained discontent when it comes to the delivery of basic services such as electricity.
People’s political priorities have also changed dramatically over the past 15 years. When asked what national challenge was the most important to them, corruption was listed by only 5 percent of those surveyed in 2003. But by last year this has shot up to nearly a quarter with 23 percent listing corruption as their top concern.
Peaceful, disruptive, violent
A survey question posed to participants in 2016 sheds some disturbing light on how people view protests. Participants were asked about the acceptability and perceived effectiveness of three types of protest action: peaceful, disruptive and violent.
A third of North West residents had a positive view of peaceful protests. And only 19 percent said they thought peaceful demonstration would bring about positive change. An even smaller proportion (9 percent) thought that disruptive non-violent forms of action were useful.
A minority – 13 percent – said they believed that violent protests were an effective instrument for change.
This suggests that the violent protests in the province are largely being driven by a minority who see violence as a way to getting meaningful change. The implication is that the majority of inhabitants are unlikely to condone the violence and militant protests that occurred in Mahikeng.
Dire situation
The survey data shows a dire situation. It suggests that the Mahumapelo premiership has failed to address public concerns about service delivery and the local economy.
Nor do people in the province have any faith in peaceful protest as an effective way of securing change. It is, therefore, perhaps unsurprising that there has been a flare-up in violent protests.
The creeping disillusionment and loss of political effectiveness in the province is worrying. It is incumbent on the leadership of the governing ANC to ensure that discontent is heeded and that appropriate measures are taken to get the province running effectively again. In the light of this, it’s appropriate that President Cyril Ramaphosa is reported to have asked the premier to “step down”.
Jare Struwig, Benjamin Roberts and Yul Derek Davids were part of the research team that produced the survey on which this article is based.
The link to the survey in this article provides access to all the data. If readers require a more detailed analysis of the data, please contact the HSCR at datahelp@hsrc.ac.za.
Steven Gordon, Post-Doctoral Research Fellow, Human Sciences Research Council and Narnia Bohler-Muller, Executive Director Africa Institute of South Africa at the Human Sciences Research Council and Adjunct Professor of Law, University of Fort Hare
This article was originally published on The Conversation. Read the original article.