Client Relations Manager
DEPARTMENT Account Management
REPORTS DIRECTLY TO State Sales Manager
REPORTS INDIRECTLY TO Group Sales Manager National Sales Manager
NUMBER OF REPORTING RELATIONSHIPS 3
TRAVEL REQUIREMENTS Travel required within metropolitan area on a regular basis Travel may be required interstate on an infrequent basis
EMPLOYING ENTITY Capital Transport & Logistics Group Pty Ltd
AUTHORITY TO ACT
This position must act within written group policies, procedures and operations manuals. All decisions outside these parameters must be approved by your direct manager.
NUMBER OF STAFF REPORTING DIRECTLY TO THIS POSITION 2+
CRITICAL RELATIONSHIPS (INTERNAL)
- National Sales Manager
- State Manager
- National Sales Team
- Sales Department and Account Management Department
- Operational Departments
- Customer Service and Administration Department
- HR Department
CRITICAL RELATIONSHIPS (EXTERNAL)
- Existing clients
- Existing sub-contractors
- Potential clients
Position Summary
As the Client Relations Manager, you will report directly to the State Sales Manager and indirectly to the Group Sales Manager and National Sales Manager. You are responsible for assisting the Group Sales Manager in effectively leading and mentoring your assigned team by having a comprehensive understanding of the day-to-day responsibilities and tasks of each team member.
You must provide leadership, support and guidance to the entire Account Management Team. You are required to co-ordinate the Team by maintaining and analysing client portfolios against benchmark figures and facilitating regular training programs for Account Managers to increase their knowledge and enhance their skills. Through this, you will ensure that revenue and margin targets are achieved, and that the Company provides a superior service to our clients at all times.
You must keep up to date with changes in Company policies and legislation that impact the sales process including (but not limited to) the Company Manual Handling Policy, Dangerous Goods Policy and Chain of Responsibility and ensure these changes are communicated to the entire Sales Department without delay.
1. Key Responsibilities and Tasks
1.1 KEY PERFORMANCE INDICATORS (KPI):
- Ensure you meet the following results and activity targets set by your Manager:
Key Performance Indicator (KPI) Benchmark
Portfolio code As advised by your Manager
Profit target 90%
Total trading account target 90%
Minimum portfolio margin As advised by your Manager
Maximum client account attrition < 10% over a year
Minimum number of appointments per week 10 individual appointments 10 appointments with your staff
Phone calls per week 60 account management phone calls to clients. Phone calls must be predominately made from your landline
- A Qualified Opportunity is defined as an opportunity with a prospective client that has not traded with Capital Group at all, or for not less than three (3) months, and the prospective customer’s:
- Decision maker is known;
- Transport requirements are known and are serviceable by us;
- Has a transport need of not less than one transport job per calendar month;
- Incumbent transport provider is known and is a competitor of ours;
- Has an invoice or price example for comparison; and
- Is planning to make a decision within six weeks from initial contact (Buying Mode).
- A New Business Appointment is defined as a first appointment of a Qualified Opportunity, as well as any follow up action (such as follow up appointments and drop-ins) that are required to secure the custom of the Qualified Opportunity.
- An Account Management Appointment is defined as an appointment with a customer that is already trading or has traded within the last three months.
1.2 NEW BUSINESS/ SALES AND ACCOUNT MANAGEMENT:
- Effectively oversee the daily operations of the Account Management Team.
- Effectively retain and develop existing clients in your assigned portfolio. All proactive communication with clients in your portfolio should be conducted via landline phone, email and face to face meetings.
- Follow the Capital Group’s Sales Process as outlined in the Sales Training Manual, including use of the following sales methods:
A. Warm up;
B. Recap;
C. Presentation; and
D. Close.
- You must ensure you and your staff are informed of the goods and associated tasks involved in providing transport services to potential and existing clients. You are required to identify, and control known risks, such as:
- Hazardous manual handling;
- Dangerous goods;
- The requirement for the use of specialised vehicles or equipment, and associated compliance requirements;
- Deliveries of commercial quantities to residential premises;
- Deliveries to high risk environments; and
- High risk tasks that require bespoke process designs.
You must liaise with the National Work Health and Safety Manager to ensure that the work can be performed in a manner that is safe and that the work does not expose our sub-contractors (or people generally) to a situation or environment that poses a risk to their health and safety.
- You are required to conduct client site inspections as instructed by your Manager to ensure that the service we provide our clients is of a high standard, and that the client’s site does not pose a risk to the health and safety of our sub-contractors. In completing a client site inspection:
- You must complete the prescribed inspection template and insert all information truthfully and accurately. Should you require re-training, or have a question in relation to a specific site or the inspection template generally, you must escalate this to the National Work Health and Safety Manager without delay
- You are also required to provide guidance and resolve issues escalated by your direct staff or customers in relation to client site inspections
- You must review client site inspections completed by your staff for accuracy and identification of any required corrective action.
- Ensure client feedback and issues are addressed within 24 hours of receipt. You must assist your Account Management staff with any client queries that have been escalated to you.
- Upsell our national presence in all your communication and interaction with existing and potential clients.
- Maintain a pipeline of new businesses, regains and development opportunities which may be obtained through referrals from existing clients, cold calling, eyeballing etc. This must be recorded and maintained in the Opportunities section of the CRM.
- Assist with the investigation of any client queries, where required. You must ensure you staff are always working cohesively with the relevant Departments to achieve desired outcomes.
- Review client rates on an ongoing basis and look to uprate clients where possible. You must approve and perform uprates, where required.
- Provide reporting to clients as required and implement forward planning to resolve client issues.
- Ensure that any original Credit Applications handed to you for approval are audited for accuracy.
- Prepare Client Account Implementation Forms for all permanent placement vehicles, as required.
- Respond to all local transport tenders and liaise with the relevant stakeholders; including the Contracts Department, Operations Departments, Fleet Management Department, HR Department, Legal Counsel, State Managers and National Managers.
- Prepare portfolio benchmarking on an annual basis, in the timeframe specified by your Manager.
- Always ensure proper use of the CRM system by you and your Department staff, including:
- Ensuring all information is legitimate, detailed and relevant;
- Documenting and saving all communication and administrative work (e.g. credit adjustment, rate adjustments, etc.) associated with managing prospective and existing clients;
- Ensuring all appointments, follow-up telephone calls, emails and tasks are tracked in the CRM before going out on the road;
- Ensuring that all information in the CRM and the Transport Management System (“TMS”) is current and up to date. If more than one account exists in the CRM or the TMS, you must rectify this issue immediately; and
- Recording all relevant information in the CRM and including a history of communication and activity for all clients.
1.3 MANAGEMENT OF YOUR TEAM
Effectively manage the Account Management Team by:
- Developing, reviewing and maintaining documented policies and procedures for the Departments as required;
- Facilitating training and development to staff as required;
- Being an escalation point for queries and resolution of client issues;
- Attending client appointments with Account Management staff to assist them in managing high spending accounts;
- Assisting your Account Management Team’s telephone calls, by either listening in or making the calls with them. This is for the purpose of identifying areas of development and assisting them with the management of high-spending accounts; and
- Providing ongoing, positive and constructive feedback to staff in relation to their performance.
- Conduct weekly catch up meetings with the Department staff, reviewing individual and group results.
Identify, attract, induct, train, manage and motivate employees to deliver a high-quality service to our clients.
Ensure that all conversations relating to an employee’s performance or conduct, and any instances of poor performance or conduct are documented in writing. Documentation must include the date of the conversation, what was discussed, the employee’s response and the corrective action required.
Maintain up-to-date file notes in the employee’s file.
Provide verbal warnings, written warning letters and/or termination letter to the employee where required.
Conduct Performance Development Reviews (“PDR’s”) for all employees reaching their probationary end date and on an annual basis thereafter. During the PDR, you are required to assess and identify areas for development and further training and address any areas of concern regarding the employee’s performance or conduct.
Ensure that all Department employees always comply with all Company Policies.
Always provide support and guidance to the Team.
Consult with the HR Department in relation but not limited to work health and safety matters, workplace and industrial relations matters, performance management, refresher and developmental training and any formal complains raised by employees.
1.4 REPORTING AND ADMINISTRATION
Actively measure and report on each team member’s individual performance results and activity, including the quality of the results and activity, by utilising the CRM and calendars to track and identify areas where performance is not meeting the required standard. Areas to be measured include:
- Revenue and margin figures;
- Telephone call numbers;
- Appointment numbers;
- Trading clients;
- Job booking numbers;
- Client attrition;
- Regains;
- New business accounts.
Review your staff’s CRM activity to ensure legitimacy including:
- Measuring and checking weekly regained accounts against CRM activity;
- Reviewing the CRM activity and calendars of your staff to measure actual performance against KPI/Benchmark; and
- Reviewing the calendars and telephone statistics of your staff to ensure compliance with the Capital Group policy.
You must address any non-compliance with your staff immediately and provide additional training where required.
Assist the Group Sales Manager with any reporting, as required.
Analyse Threshold Reports (i.e. Daily Transactional Analysis Report) each morning from the TMS for the purpose of proactively monitoring accounts in all portfolios. You must review customer trading patterns to identify if an account is of concern (i.e. lost/down-trading) and either contact the client or delegate tasks to your team to address the concern.
Review the Feedback report received from Operations daily with a phone call to any clients that have issues that need to be resolved. Any queries must be actioned within 24 hours to allow for prompt payment of invoices. A notation outlining the situation should be made in the relevant area of the report and the CRM.
Review the no business list and use existing relationships to ensure payment of outstanding monies. You must ensure all issues are followed up within three (3) days of the issue being added to register and liaise with the Administration and Finance Department regarding the outcome of the outstanding amount.
Complete the Time Sheet for the Account Management Team by 12.00pm each Friday. If the Friday is a public holiday, your Time Sheet must be completed and sent to the Sales Manager by 9.00 am on the business day prior to the public holiday.
1.5 GENERAL RESPONSIBILITIES
- You must approve and plan your Department’s annual leave in line with the following periods to ensure your staff have sufficient leave to cover the trough periods:
- Throughout the day (i.e. morning and afternoon shifts);
- Throughout periods where other employees are on annual leave;
- Throughout peak seasonal periods such as October to December, Valentine’s Day and the day before public holidays; and
- Throughout trough periods such as Rostered Days Off (“RDO’s”) and January to February.
- Ensure a professional attitude is always portrayed.
- Provide exceptional customer service to all our clients.
- Minimise client attrition by providing superior customer service.
- Ensure all clients’ expectations are met in terms of time and quality in the delivery of our services.
- Advocate for both intra and inter co-operation of Departments.
- Ensure you are logged into the phone system and be available to accept overflow calls from the Customer Service Department. You are to only use the “Make Busy” telephone option for breaks and for the purpose of completing work-related tasks.
- During peak business periods, between November and January, you may be required to perform courier deliveries and assist the customer service department in taking client bookings.
- Ensure that your written and verbal communication with clients, colleagues and sub-contractors is always professional and courteous at all times.
- Attend one on one meetings with the State Manager as required.
- Attend fortnightly Skype meetings.
- Perform any reasonable tasks requested by your Manager.
- Notify your Manager if you require additional training as soon as practicable.
- Use work time and resources for work activities, through limiting personal phone calls, internet browsing and mobile phone usage. You must not divert your work mobile to your personal mobile phone.
- Ensure compliance with Capital Group’s Company Policies at all times.
- Ensure compliance with the Work Health and Safety (WH&S) responsibilities as outlined in section 3.
2. Work Health and Safety (WH&S) Responsibilities
All staff are responsible for the following safe work procedures and instructions:
2.1 EMPLOYEES MUST
- Cooperate with the Capital Group in relation to activities undertaken to comply with WH&S and National Heavy Vehicle legislation;
- Undertake all relevant training to carry out your responsibilities in line with CG’s policies and procedures and legislative requirements;
- Perform their roles effectively to manage Chain of Responsibility (COR) risks, and ensure their actions or inactions do not cause or contribute to road safety breaches, specifically with regards to:
- Load Restraint;
- Mass and Dimension;
- Fatigue;
- Speed; and
- Vehicle Standards.
- Ensure that any potential or actual breaches of CG policies and procedures are reported immediately to their Manager;
- Take reasonable care for their own health and safety and the health and safety of other people who may be affected by their conduct in the workplace; and
- Not wilfully or recklessly interfere with or misuse anything provided in the interest of environment health and safety or welfare.
2.2 SUPERVISORS ARE RESPONSIBLE FOR
- Providing adequate supervision through technical guidance, training and support to ensure employees carry out their responsibilities in line with CG’s policies and procedures and legislative requirements;
- Maintaining regular communication with employees to identify if there are any issues that could result in a breach to CG policies and procedures and escalating to the Manager and relevant key stakeholders;
- Assisting with any efforts undertaken by the Capital Group to implement initiatives and corrective actions to comply with WH&S and National Heavy Vehicle legislation;
2.3 MANAGERS AND SECTION HEADS ARE RESPONSIBLE FOR
- Ensuring information, training, instruction and supervision is provided to all employees at the point of induction, and cyclically thereafter, so that they can effectively perform their roles and responsibilities in accordance with CG policies and procedures, and legislative requirements;
- Maintaining regular communication with employees to identify if there are any issues that could result in a breach to CG policies and procedures;
- Monitoring internal and external processes to identify risks to the business and developing suitable control measures;
- Identifying and investigating any potential or actual breaches, notifying and consulting with the relevant key stakeholders, implementing corrective actions required for compliance without delay, and ensuring appropriate records are maintained.
At the Capital Group we recognise our people are the driving force of our success, therefore our process of selection, induction and personal development is our prime focus.
