À propos de l’offre d’emploi

Mission/Core purpose of the Job – Why does the Job exist? (1-3 sentences)

To provide a clear strategic direction and vision, ensuring brand development and revenue generation from new/existing products, financial viability and sustainability as well as evolving Cameroon’s leading customer service organization through consistent focus on activities and behaviors which influence a positive customer experience and overall improvement of business performance.

Education / Business Degree

University Degree in any relevant experience.
Possession of an MBA/ Master's will be advantageous
Fluent in English and language of country preferable

Work Experience

Experience:

Minimum 10 years’ experience including:

5 years leadership experience heading the Marketing function of a large organization/ FMCG.
At least 3 years’ experience in relevant sector/ industry
Experience working in a global/multinational enterprise with a good understanding of emerging markets
Worked across diverse cultures and geographies

Proven track record of a start-up, shutdown and/or business improvement project\

Staff Leadership and Management

Coach and mentor direct reports to ensure staff motivation is high to achieve high performance areas.

Ensure skill transfer for staff development, motivation and business continuity.

Guide and direct suppliers and third parties in achieving Opco objectives.

Identify staff training and development needs and implement necessary actions.

Manage team (including recruitment, on-boarding, attrition)

Set goals and objectives for direct reports, monitor progress and maintain motivation

Set up appropriate structure to meet departmental management objectives

Provide an advisory function on governance and best practices in client

Governance: Adhoc, Strategic and Operational Meetings

Set up / participate in adhoc and operational meetings.

Participate and provide inputs in tactical meetings

Report at process and functional level

Review and identify key risks, issues and dependencies and set mitigation actions

Manage budgets

Sign-off / make decisions regarding operational changes

Escalations

Manage and resolve escalations that have impact on critical path of service delivery.

Escalate issues that will result in significant time, scope, employee/customer or cost impact if not resolved.

Manage and provide solutions to issues that require formal resolution

Performance

Ensure effective execution of day to day operations and resolve operational issues.

Review team performance against agreed KPIs and their compliance to SLAs and reverse SLAs.

Review and monitor plan for continuous improvement through leading practice initiatives.

Operational Delivery – Task Complexity - Descriptions and overriding objectives of the job

Responsible for defining and positioning commercial strategies and tactics to ensure commercial objectives are achieved.
Responsible for developing, initiating and following up quantitative & qualitative market research campaigns.
Recommend promotional cost budget and ensures that promotional does not exceed approved budget.
Responsible for measuring the efficiency of specific marketing campaigns from quantitative and qualitative aspect.
Develop methods to establish, develop & improve customer interface and consumer product marketing
Responsible forecasting potential sales per segment, through research or client purchasing power, identifying customer needs and taking into account the competitive environment.
Ensure marketing activities are compliant with applicable laws
Communicate the organization’s culture and image to internal and external stakeholders
Develop the business plan and strategies to ensure high levels of customer support, complaint resolution and service delivery for new products and services.
Develop strategies for Customer Retention management.
Monitor the effectiveness of the strategies (People, Customer support & Retention).
Manage risk pertaining to the department.

Ensure accurate reporting and inform the Chief Executive Officer of trends & changes as it affects the Marketing Department in MTN Cameroon

Key Performance Indicators - Indicators of success (Strategic)

Financial Perspective Value created through enterprise-wide business growth:

Enterprise Financial Health (Revenues, EBITDA, AFCF & other financial health ratios), translating revenue growth formula & objectives into results.
New business growth from data access, ICT & Digital to sustain and complement traditional revenues
Value created through optimum Assets (Network/Platform/Technology capacity) management & operations
Business growth, value created & cost-effectiveness achieved by process optimization, new initiatives and improved operations/ways of work etc.

Internal Perspective Value created from executing enterprise-wide operations:

Value created by increase in customer base, product sales, contracts signed etc. for enterprise-wide digital products and services.
New business opportunities from products launched, sector/market growth, product/process innovation, structural changes, process reviews/audit implementation etc., across the company.

Customer Perspective Value created from Customer engagement & Operations:

Impact include positive companywide engagement indices (Net Promoter Score), realigning the organization to achieve NPS objectives, holistic customer insight management & engagement (traditional & new business)

Stakeholder Perspectives (15%) Value created through effective stakeholder management:

Benefits accruing to MTN/Telecom industry from specific leadership actions. Benefits can be in form of legislations or policies influenced, tariff revisions, improved competitiveness, improved operating environment, Industry or Economic leadership position secured, improved corporate citizenship and/or brand preference etc.
Deliberate ecosystem management to achieve business objectives (value creation), brand value & corporate positioning

People (Learning & Growth) Value created through Positive Impact on People, culture & and Leadership Development:

Impact include satisfaction index on the VB’s and GCA survey dimensions/employee engagement index, attraction and retention of talent, efficiency of divisional structure to deliver on business objectives, collaborative work culture (Planning & execution), number/types of staff being coached/mentored, employee networks supported, faculty or interviewing roles, Enterprise leadership responsibilities & role modelling, successful engagement at Group, Board, Change Management, Enhancing MTN’s profile as employer of choice and instilling company pride/passion etc.