Improved Profitability
- To ensure all Branches and Departments within own Branch achieve profit margins agreed in their objectives
- To ensure the region attains the overall profit level targeted in objectives
- Continual monitoring and evaluation of financial status of the dealership in order that targets and objectives are met
- Take a proactive approach in evaluating all accounts, operating controls and composite figures, to initiate improvement or corrective action when required
- To ensure a high level of contact with the bank, ensuring good cash flow, overdraft and loan facilities as necessary
- Keep the financial structure of the region and own dealership under constant review and tight control of all expenses to ensure that they are in line with budget objectives.
- To forecast peak sales criteria and cash requirements
- To monitor and control availability of vehicle and parts stock in line with customer demands and projected sales
- To maintain and, where possible, increase market penetration to meet regional objectives
- To improve stock turnover ratios reduce stock holding value and increase sales to meet regional objectives

Customer service and satisfaction
- To maintain a high level of customer satisfaction whilst maximising profits
- To improve the quality of customer service and retention by enhanced facilities and improved technical skills resulting in lower cost of ownership and improved marketing methods
- To ensure high standards of quality and workmanship


Cost Control
- To maintain effective control of expenses in line with budget objectives
- To carry out monthly examination of management accounts
- To ensure maximum cost effective stock turnover ratios
- To examine weekly/monthly debtor situation and effectiveness of credit control procedure
- To analyse the training requirements and related costs for providing a satisfactory staff training and development programme


Staff
- Manage own staff and staff and management in other Branches through GMs and BMs in the Branches
- To establish and agree labour and staff requirements with Directors, Branch, General and Departmental Managers
- To ensure training needs are met and accurate records kept to maximise possible grants
- To operate managerial staff performance appraisal system and ensure action is taken on results
- To establish and review operation of salary scales and incentives schemes
- Budget for and adhere to a headcount target, to be decided with Directors, GMs/BMs and Departmental managers and ensure Branches within the region adhere to their Headcount targets
- Ensure that all staff receive at least one appraisal per annum, that objectives are set and that actions defined from the appraisal are fully carried out
- Ensure that you recruit, develop and retain quality staff who will bring added value to the business
- Adhere to and actively promote equal opportunities within the workplace

Health and Safety
- Ensure that the Region and own Dealership are compliant both with legal and company directives in this area
- Ensure that quarterly Health and Safety Meetings are held
- Ensure that Health and Safety is dealt with appropriately within the Region

Administration
- Ensure that the Region is operated correctly within the law
- Strive for ultimate efficiencies in all Branch and Departmental activities and reporting systems
- To ensure that adequate safety and security measures have been installed to meet legislation requirements

Communications
- To maintain good liaison with Directors, Managers and reporting staff
- To ensure efficient and regular communication within the regional structures of General Managers as well as line managers
- To ensure that all necessary information is communicated to all members of staff of each site within the region
- To ensure direct liaison with manufacturers, professional bodies, suppliers, statutory representatives and all other contacts

Marketing
- Formulate marketing plan, initiate and conduct launches and promotions in consultation with your Branch Managers and Regional Marketing Manager
- Plan and develop alongside Regional Marketing, the completion of campaigns, advertising and promotional activities and to ensure their cost-effectiveness
- Instigate research into customer satisfaction and requirements for improvement

Finance
- To keep the financial structure of the region under constant review
- To review all pricing policies, sales discounts, fleet discounts, parts pricing and labour rates
- Monitor outstanding debtor situation and take appropriate action

DIRECT RELATIONSHIPS:

All Dealership Staff in principal branch, all GMs/BMs and line managers in regional branches, Divisional Director.

INDIRECT RELATIONSHIPS:

GROUP employees and Management, Manufacturer employees, Financial Services employees, Staff and Customers.

HEALTH AND SAFETY:

All members of the GROUP have a duty to comply with all Company health and safety policies, procedures and safe systems of work. Employees must also take reasonable care of their own health and safety and that of their colleagues. No one must abuse or misuse anything provided in the interests of health and safety. All employees should co-operate with management with regards to health and safety matters. All customer facing staff must take reasonable care to not compromise the health and safety of customers

FINANCIAL SERVICES AUTHORITY:

To pass an FSA examination and point of sale observation at least once every 12 months and keep an adequate record of Continual Professional Development (CPD). Please refer to your contract of employment or the FSA Policy and Guidelines for more information.

LIMITS OF AUTHORITY:

Limits of authority in line with company policy and authority matrix