PRINCIPAL ACCOUNTABILITIES

1.    Sales Management

a.    Provides strategic input for the setup of realistic and goal-oriented short, middle, and long-term business plans. Defines objectives and sales targets.

b.    Leads, motivates, and provides support to the BAC direct and independent sales representatives in the region of responsibility, to achieve allocated sales targets, acting upon the requirements of our customers (considering the company’s profit goals). Monitors project flow and pipelines.

c.     Coaches and trains the sales field representatives in both sales and technical skills with the assistance of the product applications support team.

d.    Supports the local sales as needed to resolve issues, including acting as a bridge towards other BAC departments to ensure we meet contract obligations and respect corporate policies.

e.     Assesses relevant marketing mix (product – price), sales training needs and the need for support in staffing and coordination of executions.

f.     Explore new potential clientele via attending conferences, exhibitions, and cold-calling

2.    Marketing Management

a.    Closely works together with the Marketing team to perform a macro-analysis of his/her region and optimize the approach for certain markets.

b.    Executes business development strategies and business plans for growth according to local requirements related to engineering, legal, environmental, and cultural issues and aligned with the tactical marketing programs.

c.     Develops annual forecasts for defined segments and territories by analyzing historical sales and profit results and negotiates new objectives for each individual sales channel.

d.    Takes ownership of the Key Accounts in his/her territory in accordance with established APAC strategies and policies. This means organizing regular follow-up meetings to maintain relationships and make sure adherence to the contract is assured.

3.    Contract Management

a.    The Sales Manager plays a crucial role in analyzing, evaluating and monitoring the technical and contractual terms of all projects.

PERFORMANCE INDICATORS

1. Regular contacts in the job are necessary with different stakeholders:
2. All internal departments within the BAC headquarters.
3. Salesmen in the region of responsibility (as well BAC direct sales force as independent representatives as Key Accounts)
4. Direct contact with customers at all levels from staff to lower-level representatives.
5. Competitors through trade associations
6. Bankers, auditors, lawyers, and insurers to achieve proper control of fiscal and legal matters.
7. Adheres to the FCPA regulations.
8. Most important KPI’s are:
9. Development of an annual sales budget & territory action plans
10. Managing sales performance
11. Implementation of marketing tactical programs
12. Realization of regional sales budget (orders, sales, price and OPEX budget according to plan)

PERFORMANCE INDICATORS

1. Regular contacts in the job are necessary with different stakeholders:
2. All internal departments within the BAC headquarters.
3. Salesmen in the region of responsibility (as well BAC direct sales force as independent representatives as Key Accounts)
4. Direct contact with customers at all levels from staff to lower-level representatives.
5. Competitors through trade associations
6. Bankers, auditors, lawyers, and insurers to achieve proper control of fiscal and legal matters.
7. Adheres to the FCPA regulations.
8. Most important KPI’s are:
9. Development of an annual sales budget & territory action plans
10. Managing sales performance
11. Implementation of marketing tactical programs
12. Realization of regional sales budget (orders, sales, price and OPEX budget according to plan)