State Head – Consumer Durable

State Head – Consumer Durable KEY RESPONSIBILITIES Dealer Identification and Outreach Identify and target potential dealers and manufactures within the industry. Initiate and manage outreach efforts to establish new relationships. Motivating dealers to achieve higher sales Relationship Management Build and maintain strong relationships with existing and new dealers/manufactures. Serve as the main point of contact and provide ongoing support to ensure dealer satisfaction and engagement Performance tracking Monitor and analyze staff and dealer performance. Track key metrics such as lead generation, conversion rates and revenue contributions Collaboration Work closely with branch team, Operations to ensure alignment and support for disbursement. Coordinate joint marketing efforts and campaigns. Business Development Coordinate dealers, manage team and ensure the achievement of the monthly target Stakeholder Management Liaise with dealers, manufactures, relevant functional/business teams to promote the ease of doing business or to reduce any operational delays or to resolve any conflicting KEY INTERACTIONS Internal Stakeholders External Stakeholders Internal Team: Zonal Heads, Regional Managers, Area Managers, Branch Manager for operational matters, guidance, and support. Support functions: Finance, Marketing IT etc. for payments, marketing and digital support Dealers, Manufactures KEY ROLE DIMENSIONS State Head - Consumer Durables Loans is a supervisory role Geographical Coverage: For each State Head – Consumer Durable Loans needs to handle a team of 10-15 SMs and 150-200 ROs. Geographical coverage is one state or zone based on business potential KEY SKILLS & BEHAVIOURAL ATTRIBUTES Factor Competency Definition Behavioral Attributes THOUGHT Dealer & Customer Focus Building strong dealer relationships and delivering customer-centric solutions. Accountable for meeting customer needs, gather customer feedback and address gaps to meet emerging customer needs Business Acumen & Insight Applying knowledge of business and the marketplace to advance the organization’s goals. Keeps others informed of relevant industry developments and apply industry insights and trends to drive critical initiatives. PEOPLE Collaboration Building partnerships and working collaboratively with others to meet shared objectives. Facilitate effective collaboration among dealers, manufactures,branch teams, involve others and encourages people to express their views openly. Effective Communication Developing and delivering multi-mode communications that convey a clear understanding of the unique needs of different audiences. Break down communication barriers, adjusts communication content and style to the audience, encourage candid and open communication among teams. Building and nurturing relationships Effectively building formal and informal relationship networks inside and outside the organization. Build networks to stay informed on industry developments, reinforce the importance of building and maintaining strong working relationships. Develops Talent SH is responsible for developing SMs and ROs to meet both their career goals and the organization’s goals through MFL referral partner payout program. Foster an environment that enable SMs and ROs to build skills or develop their careers, provide real-time coaching and groom talent for key roles. Drives Engagement Creating a climate where dealers are motivated to achieve our objectives Empower dealers and staffs motivated to work towards their goals, rewards for strong performance. RESULT Ensures Accountability Holding self and others accountable to meet commitments. Hold self accountable for outcomes, monitor metrics and milestones against expectations and accountabilities Plans and Aligns Planning and prioritizing work to meet commitments aligned with organizational goals. Ensure plans and priorities are aligned and coordinated, plan ahead to make sure critical resources are lined up for organizational priorities. SELF Nimble Learning Actively learning through experimentation when tackling new problems, using both successes and failures as learning fodder. Apply lessons learned both successes and failures, create opportunities for self and others to try new things.