Business Unit Manager(Software Products)

Section 1: Position Summary Managing Performance and Results of group of products as well as group of people, achieving results which are in line with the Budget & Quarterly targets (Sales and GP), Creating Tools and System to make business practices as smooth and efficient as possible. In charge of P&L for the Business Unit. Setting strategic goals and objectives for the Business Unit (Yearly and quarterly). Managing strategic relationship with the vendors. Section 2: Responsibilities, Supporting Actions & End-Results Major Responsibility: Team Management (Product Managers) Supporting Actions: - Developing skills and know how to staff within the Business Unit passing their experience, Guidance and support. - Clear JD, KPI and responsibility to be passed and understood. - Creating a team spirit & ensure the team members work in line within the values and code of conduct of IM. - Development plan for the team should be implemented. End Results: Maintain a balanced relationship within the team & support them in the business activities Percentage: 15% Major Responsibility: Planning (Business and Marketing) Supporting Actions: - Have a clear study about the market, analyze the current market trends and penetrate into the market. Based on the panning develop our product horizontally & vertically. - Business and Marketing Plans should be developed closely with PM on weekly, monthly, quarterly & yearly basis. - Plans should show history and expected growth in different areas approaching different Reseller Segments - Strategic perspective of marketing events (and/or) sales/business approach - Planning the headcount and have a control on the overheads of department End Results: Relating Results or Planned Revenue & GP to Cost/Expense of the Business Unit making sure it make Business Sense to the Company Percentage: 30% Major Responsibility: Monitoring Performance as per the set targets Supporting Actions: Clear monitoring tools should be generated for measuring performance (annually, quarterly, monthly and weekly) of:BU sales and profitability resultsBU sales and marketing activities and resultsProducts sales results and marketing events and resultsStaff performanceGeographic performanceChannel Segments performancePipe lineVendor target achievementsMonitoring inventory planning End Results: Have a successful BU & achieve the business objectives planned as per budget forecast & planning Percentage: 20% Major Responsibility: Vendor Relation (Strategically) Supporting Actions: - Assessment of existing Vendors performance addressing weak areas and planning growth in other areas. - Study and planning growing business or reducing business with Vendors based on potential profitability and growth. - Adding new Vendors to the BU (a study and plan should be submitted to top management for Approval). - Cancelling relation with a Vendor (a study and plan should be submitted to top management for Approval) - Share information and priorities - Balance commitment and competition - strategize with key vendors - Build long term partnerships - Understand vendors business - Negotiate with vendors End Results: Maintain good relationship with vendors Percentage: 15% Major Responsibility: Annual Budget plan & drive P/L of Business Unit Supporting Actions: Driving BU / products business plans, marketing activities, sales development and sales Team support should Create the pull to translate this effort into sales performance; accordingly there is a clear responsibility for PM to insure results monthly, quarterly and annually. Results should be measured and actions should be taken Accordingly involving Channel Manager, Country Manager and Back Office Team if needed End Results: Achieve the BU target Percentage: 20% ¬¬¬
Section 3: Decision Making Authority Level Decisions free to make: - Team targets - Marketing Plans - Handling team performance & corrective measures - Stocking - Channel Development - Team Development - Termination & Recruitment decision Explain the decisions that depend on position’s advice: - Additional Head count for the department which has to be approved by MD - Funded head - Vendor to be added - Business Strategy & Forecasting - Operational Expenses - Adding New vendors & Product Expansion - Budgeting & Forecasting Section 4: Scope/Dimensions - Achievement of Revenue & GP target - Achieving the market shares - Inventory planning - Vendor management - Year on year growth of business - P&L - Staff development / Team Management ( Measuring the team skills & Ability ) Section 5: Job Qualifications and Educational Requirement - Must be Entrepreneurial - Be able to identify gaps in the market - Be able to differentiate significantly from competitors (Not on price - high margin expectation) - Thoroughly understand and live the sales cycle - Thorough understanding of business plans and goals of the company. - Ability to execute on strategic initiatives - Excellent communication and presentation skills. Education and Expe