1. Updated by Bree Langenhoven, Omnicor 22 May 2012 Page 1 of 4
JOB EFFECTIVENESS PROFILE:
Regional Hub Manager
MINIMUM QUALIFICATIONS
Grade 12
Relevant sales / marketing -related qualification preferred
Code 08 driver’s licence
MINIMUM EXPERIENCE
A Minimum of 5 years sales experience, of which a minimum of 3 of those years needs to have been in
an FMCG / Cellular / Consumer electronics environment at a managerial/supervisory level
JOB PURPOSE
To deliver the client KPIs (drive sell out, maintain and grow retail assets and retail mapping) through effective in-store execution and building
strong business relationships with store owners and their managers.
KEY OUTPUTS
1. Drive sell out
2. Effective management of promotional activities
3. Achievement of POP objectives
4. Operational Management
5. Effective distribution of all new lines
6. Effective stakeholder relationship management
7. Effective people management
8. Effective management of assets and expenses
9. Effective teamwork and self-management
ORGANOGRAM
Business Unit Manager
Regional Hub Manager
Sambassadors
Operation Support
Manager
COMPETENCY TABLE (Ranked in order of importance)
COMPETENCIES DESCRIPTION
Influencing and Negotiation The capacity to use verbal and non-verbal communication skills to influence an audience and gain win-win
agreements to proposals, plans or ideas
Problem solving The ability to describe a problem effectively, gather and analyse information and create options in order to
generate a workable solution
Drive and Initiative The orientation towards energetically pursuing goals and activities in a sustainable manner
An individual’s readiness to act on opportunities and pursue goals beyond what’s required or expected of
them
Resilience and Stress
Management
The capacity to be optimistic, take a long-term view of success and failure and persist in pursuing goals
despite obstacles and set-backs (includes the capacity to bounce back from adversity)
Customer Service Orientation The willingness to anticipate, recognise and meet the needs of internal and external customers (however
defined in the role)
Planning and Organising The capacity to break down a large task into subtasks or sub-goals, to anticipate obstacles and evaluate
alternatives. Includes needs identification (recognising gaps between the current situation and a desired
outcome), as well as the ability to define tasks needed to accomplish goals and assign and co-ordinate
people, tasks and resources to ensure an efficient flow of work
Commercial and Financial Acumen The capacity to understand relevant financial and commercial knowledge and apply this knowledge in a
practical manner
Analytical Thinking The ability to be systematic and rule-oriented in gathering, reviewing and evaluating data from a variety of
perspectives
Monitoring and Measuring The capacity to define, encourage and evaluate staff performance in relation to clearly defined objectives,
time-lines and performance standards; includes the ability to identify and implement appropriate measures
and benchmarks
Assertiveness The ability to hold one’s own in the face of opposition and exert one’s influence confidently and firmly
Networking The capacity to develop a wide network of business contacts and use influential people as agents to
accomplish one’s own objectives

2. Updated by Bree Langenhoven, Omnicor 22 May 2012 Page 2 of 4
KEY OUTPUTS INPUT BEHAVIOURS MEASUREMENT CRITERIA
1. Drive sell out  Drive sell out by understanding targets per store,
per brand and per LSM and breaking these down
into measurable increments
 Increase volumes in stores by identifying fast vs
slow movers and increase / decrease forward share
accordingly
 Drive ad hoc promotions / deals to increase sales
 Negotiate space based on rate of sales
 Identify in-store cross-merchandising opportunities
 Ensure stock pressure is applied
 Monitor in-store pricing and communicate
anomalies to store owner / manager and client
 Control and report on out-of-stocks
 Ensure sufficient ordering of stock
 Effective management of returned goods system
and follow up on damaged goods collections
 Develop alternative strategies to increase sales
 Ensure timely implementation of promotional
activities and communicate non-compliance
 Training of store sales consultants
 Ensure all store sales consultants are registered on
MCS and drive uploads
 Sales targets achieved / exceeded
 Relevant measures of forward share
 Relevant pricing measures
 No impact on sell-in due to
accumulated returns / damaged stock
 Customer feedback
 OOS below target
 Adherence to training grid
 MCS Sell out data
2. Effective management of
promotional activities
 Facilitate the implementation of promotional grids
as per agreed time-frames and objectives
 Communicate promotional activities to
sambassadors and customers
 Negotiate POS material with store owners /
managers
 Ensure promotional activities have been
implemented, maintained and reported on
 Provide feedback to relevant stakeholders
 Monitor competitors’ new innovations
 Ensure all staff understand mechanics of promotion
and provide feedback to Management
 Create, plan, negotiate and execute innovative
promotional campaigns / activities to drive sales in
area of responsibility
 Carry out Blitz activities from time to time when
required
 Report back on success of
promotional activities
 Strike rate and execution of
promotional activities
 Sales growth on promotions
 Additional space obtained in store
3. Achievement of POP objectives  Ensure store-specific planograms and category
flows are implemented and maintained
 Provide feedback to client with regards to forward
share changes
 Maximize forward share
 Identify and drive cross-merchandising
opportunities
 Execute client brief in terms of POS material by
channel
 Ensure market share is reflected in the category
 Ensure shelf health is implemented and maintained
 All displays meet client requirements
 Actual growth/decline of forward
share
 PI labels on all products where
allowed by channel
 General Shelf health
4. Operational Management  Resolve red flag issues and report to management
when unable to resolve
 Compile necessary weekly / daily / monthly reports
to communicate initiatives and performance
 Manage compliance of data capturing on handheld
system (staff and self)
 Utilize available data to compile retail mapping
reports
 Analyse data to create and implement initiatives to
drive sell out
 Weekly store auditing of staff and identification of
improvement actions through weekly meetings
 Establish action plans to improve based on weekly
audit results
 Increase and maintain retail assets
 Accurate and timeous of report data
 Action plans for improvement
 Growth of retail assets
 Resolution/timeous escalation of red
flag issues
 Effectiveness of initiatives

3. Updated by Bree Langenhoven, Omnicor 22 May 2012 Page 3 of 4
KEY OUTPUTS INPUT BEHAVIOURS MEASUREMENT CRITERIA
5. Effective distribution of all
new lines
 Inform customers and sambassadors of new
innovations
 Drive speed to market
 Negotiate new listings in stores with store owners/
managers where required
 Distribute Trade Presenters / POP material to sales
force and customers
 Train store sales staff on new innovations
 Provide feedback to clients on distribution of new
lines
 Monitor sales of new lines
 Monitor competitors’ new innovations and provide
visual and written feedback to client
 All staff have knowledge of
innovation
 Feedback platform appropriately
monitored and corrective actions
taken where required
 Stock availability
 Stores informed of innovations
 New lines available in all stores max
two weeks after listing
6. Effective stakeholder
relationship management
 Build sound relationships with all customers, staff
and client management based on mutual trust and
goodwill
 Provide continuous feedback as per client
requirements (competitor activities, promotions,
ROS, product recalls, innovations, pricing,
planograms)
 Conduct review meetings with clients, customers
and staff
 Demonstrate resilience in remaining positive and
focused despite negativity, obstacles, challenges or
objections
 Manage change effectively through using influence
and lobbying the right people, as well as
positioning issues in ways that ensure buy-in from
key individuals and teams
 Informed customers and clients
 Observation during store visits
 Customer / client complaints
 Feedback from customer meetings
7. Effective people management  Through effective inspirational and practical
leadership, facilitate the creation of accountable,
full service teams who understand and strive to
meet the needs of all client and group objectives
 Establishment and drive compliance to call cycle
 Manage the targets and commission payments of
the staff within area of control
 Drive attendance of staff at product knowledge
training sessions
 Create and encourage a culture focusing on
delivery of objectives
 Effective staff communication through regular team
meetings
 Take full responsibility for performance of all direct
reports, motivating and managing them in relation
to quality standards and agreed benchmarks and
objectives, focusing on all aspects of sound people
management:
o Recruitment
o Induction
o Leave Management
o Development
o Remuneration and rewards
o Performance management
o Career path and succession planning
o On-the-job training, coaching & mentoring
 Manage Employment Equity targets
 Ensure appropriate levels of accountability
 Conduct disciplinary hearings as required
 Motivate, delegate and empower appropriately,
enabling direct reports to take responsibility and
display creativity and initiative
 Ensure effective knowledge sharing
 Build talent pipeline
 All vacancies are filled according to
the requirement of the position
 Competent staff
 Staff appraisals
 Staff turnover
 Correct target allocated and
communicated to the staff under area
of control in time
 Commission claim documentation
prepared and presented correctly and
on time
 All staff commission paid out 100%
correctly and on time
 Leave in line with company policy
 IOD procedures followed
 Adherence to training register
 Productivity benchmarks are met (as
per scorecards for direct reports)
 Team is motivated with high morale
 Completed scorecards/appraisals with
set objectives and a personal
development plan
 Effective management of
development and career path plans
 Effective management of poor
performance
 Adherence to relevant policies and
procedures
 Compliance with reporting
requirements
 Achievement of agreed EE targets

4. Updated by Bree Langenhoven, Omnicor 22 May 2012 Page 4 of 4
KEY OUTPUTS INPUT BEHAVIOURS MEASUREMENT CRITERIA
8. Effective management of
assets and expenses
 Ensure all company assets are maintained
according to company policy
 Manage discretionary budget to ensure optimum
return on investment
 Monitor and control:
 fuel expenses
 vehicle expenses
 travel expenses of staff
 Cell phone expenses
 Ensure accurate salary input and monitor and
control expense claims
 Ensure scorecard compliance
 Conduct effective management appraisals (C BAND
and up)
 Ensure effective leave management and
administration
 Check and monitor assets and ensure updated
asset register (monthly)
 Actual maintenance of company
assets
 Expenses within budget parameters
 Accurate, complete, timely monthly
reporting
9. Effective teamwork and self-
management
 Follow through to ensure that personal quality and
productivity standards are consistently and
accurately maintained
 Demonstrate consistent application of internal
procedures
 Plan and prioritise, demonstrating abilities to
manage competing demands
 Demonstrate abilities to anticipate and manage
change
 Demonstrate flexibility in balancing achievement of
own objectives with abilities to understand and
respond to organisational needs
 Manage own career development by staying
abreast of any technical and industry changes
 Manage stress and pressure effectively and in ways
that do not negatively impact other’s performance
 Display sound teamwork in working closely with
others to achieve shared goals
 Give and receive constructive feedback in ways that
enable people to learn and grow
 Performance Appraisals
 Formal and informal feedback
UNDERTAKING
I, the undersigned have read and understood the terms of this job description, alternatively the contents have been read and explained to me.
AGREED BY NAME SIGNATURE DATE
INCUMBENT
MANAGER