1. Profile
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Qualifications: BCom; AAA; IMM
22 years experience with various brands across the country in various
positions over the years from merchandising to product management,
marketing manager, strategic director to general manager and MD, with
up to 180 staff reporting into me.
Lecturer in Buyer and Consumer Behaviour: Wits, Tuks, AAA, Global
School of Business, University of Kenya
Try to give back by supporting various causes. Have done probono work
for charities such as Heart Foundation and Women against Child Abuse, as
well as sit as non exec board member of Abraham Kriel Childrens Home.
3. Local brands that Estelle has worked on in the past
Van Wettens
Forest Wire
MET
NKP
Bells
HiTech
Nieuwco
Supply Co
LBou
Melco
Numbi
Spar
Husqvarna
University of Stellenbosch
Odie Air
4. Overview
As without so within...
Strategic Planning
Direction
Human Resources
Direction
•Strategic Planning
•Media Analysis
•Competitor Analysis
•Marketing Planning
•Black Diamond Planning
•Corporate Social Investment (CSI)
•Green Strategy
•Staff Job descriptions
•Staff Appraisals and Measurement
•Succession Planning
•Transformation in workplace
•Change Leadership
•Motivation Workshops
6. Strategic Direction
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Strengths, weaknesses, opportunities and threats in the market place, specifically relevant to
your area of operation.
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Extensive investigation of competitor activities in your area and identifying potential gaps that
your company can take the lead with.
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Investigating category trends both nationally and internationally and recommending potential
future direction for the company to work towards.
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Classify current target market and isolate new potential markets to pursue. Particularly a plan of
action with regards attracting the Black market and Female market as both of these are
becoming more prominent in the market as purchase decision makers.
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Recommendations on how to communicate the brand successfully in the market place. Looking
at different ways to break through the clutter of competitor advertising, including analysis of
different existing and new media, comparing cost/reach/frequency/impact.
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Culminating in a communication plan for a year period, ensuring relevant and consistent brand
presence in the market place.
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Guiding companies with their Corporate Social Investment strategies as well as their Green
Footprint as these are becoming more prevalent in business plans.
8. Black Diamond
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How big is the economically viable Black Market
What is Black Lower/Middle/Upper class and who should we target and
why
What products are they consuming and why
What media are they using and why
What are some of the mistakes companies make in targeting them
What are some of the success stories in marketing to them
Myths about this market and how to overcome these
Some insights into where they live, work and play and crossover of these
Their unique buying patterns and spending power
Better understanding them so that we know how to target them
Using their Word of Mouth infrastructure to market successfully to them
Why it is essential to have staff at each touch point aware of how to
interact with them
9. Media Industry is changing…
There are more media and possible ways to reach consumers than ever before
(FRAGMENTATION)
But its becoming increasingly difficult to talk to consumers and establish a true connection to
deliver a brand message (CLUTTER)
One on one
Sales Team
CRM
Retail
outlets
Spa’s
Car
Parks
Gym
Vision
Product
placement
Bars
Guerilla
tactics
Direct
mail
Loyalty
Schemes
Advertorial
Trade
Press
Uniforms
Mobile
phone
Video
Games
Cinema
PR
Event
Marketing
Packaging
Kiosk
Search
Engines
SMS
Digital
Audio
Visual
Promotions
Leaflets
LinkedIn
Dotcom
Television
Sponsorship
CSI
Web site
Magazine
Outdoor
Twitter
E-mail
Newspaper
Sports
Face book
Exhibition
Radio
Program
production
Blogs
Customer
Service
Vehicles
Phone
Cards
Telephone
Training
Manuals
Most importantly, due to the changing nature of communications, I look at the social media
platform and make suggestions which social media a company should become involved in.
10. Portion of the market
Every company operates within a business category, with a distinctive size of market
share within that “pie” . In a recession the size of the pie may decrease but the
percentage that each player retains within that pie can change. Companies that are
proactive and seek new opportunities are more likely to make it through challenging
times with retained and possibly even additional market share.
11. Junxion Strategic offerings
•Strategic Direction
•Communication Plans
•Brand Plans
•Developing marketing and
communication objectives, mission,
vision and value proposition
statements
•Logo and slogan development and
refinement
•Above the line advertising
•Below the line advertising
•Integrated campaigns
•Web site development
•Social Media platform including
Linked In, Facebook, Youtube Blogs etc
•Black Diamond analysis and planning
•Consumer Protection Act compliance
•Corporate Social Investment
Initiatives
•Green (carbon emission) Initiatives
•Brochures etc
•Event management
•Product launches
•Sponsorship set up and management
•Staff training for marketing
•Workshops with staff/suppliers/clients
•Marketing seminars
•Market research
•Desk research
•Qualitative and Quantitative Research
•Mystery Shopping
•Current business and brand analysis
•Competitor analysis
•Category analysis
•SWOT analysis
•Consumer needs analysis
•Channel plans
12. Human Resources Direction
Staff- “As without... so within...”
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Do your staff members each have a job description, detailing what is expected
from each member?
Are they measured on output and performance? When it comes to increase or
bonus time it helps to have some form of measurement in place to assess
levels of performance which can then be remunerated or rewarded
accordingly. In most cases, if a standard increase is paid across the board, high
performing staff are despondent as their efforts are not rewarded and low
performing staff continue to offer poor output as they get away with it.
Having spent money on marketing and communicating your brand, having the
correct product, pricing, distribution, etc, is it viable to have the wrong staff, in
the wrong positions who could potentially damage everything you have made
effort with in your business?
Having an appraisal system – indicating all job functions and measuring these
– can ensure that objectives set are met.
13. Human Resources Direction
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Why job descriptions are necessary in any organisation from 2 to 200 staff
members:
– Each staff member is fully aware of the deliverables expected from them and on
commencement of the system everyone signs off these job descriptions as agreement to
perform each one to their best ability.
– Managers have a tool to use in measuring output of each staff member. Results are then
used to further train staff in areas requiring attention, as well as rewarding staff for areas
in which they have excelled. It is no longer necessary to pay increases and bonuses
because a company has to, but can now be done on merit.
– Management becomes more efficient as staff automatically have reference points to
work towards.
– If staff should leave or the business expands and new staff are required, there will now
be a job description in place to give to employment agencies or alternatively to use in the
interview and placement process. The organisation is thus ensured that all aspects of the
job have been covered and that potential employee is qualified for all aspects of the
position.
– Lastly, if individual staff continue with non performance on any of the deliverables and
training has been given, then the system can be used to discipline employee with related
warnings of non performance and eventually to dismissal if required.
14. Human Resources Direction
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When everyone is satisfied, the job descriptions are signed to acknowledge understanding
and agreement to expectations set. Generally ratings are then done on staff twice a year to
measure performance. Example
15. Human Resources Direction
Rating is done as follows:
1= very poor work
2= below average work/regularly needs correction on work done/needs training to be more
efficient
3= average to very good work/ this person gives good output (this is the most common rating and
is considered good)
4= excellent work/ excel in all aspects of this output/above average/ hardly ever makes a mistake
5= perfect/ never makes a mistake/ exceptional (very few people ever get a 5 unless they do this
exceptionally, all the time)
We use a 360” process for rating to ensure an unbiased system. The following will all rate a staff
member:
– Each staff member rates themselves
– Each staff member is rated by their manager
– Staff also rate their managers
– Colleagues rate each other
– Customers rate the staff they deal with
All ratings are sent to us and we allocate numbers to people so that there is total anonymity and
confidentiality and no one is aware of who rated them and there can thus be no retaliation
between staff members or management victimising staff for honest ratings of members
higher up in the organisation.