+ SCOPE 1. Identify key potential dealers at assigned territory 2. Implement strategies and design framework for better customer experience at the newer dealership level throughout assigned territory. + PERFORMANCE CRITERIA Identify new growth potential and expand the channel partner presence for better customer experience  Identify needs and requirements for setting up of newer dealership in assigned territories  Identify potential dealers in assigned territory  Establish a set of general and specific procedures for the appointment of dealership  Ensure cost budgeting and profitability analysis for the new dealerships  Prepare business plan for assigning of newer dealership for expansion of market share  Develop strategies at the newer dealership level to increase customer satisfaction and sales performance  Implement strategies for better sales opportunities and customer experience at a new dealership.  Evaluate operational proficiency and viability of new dealers  Evaluate performance of current dealers + KNOWLEDGE AND UNDERSTANDING 1. Organizational Context (knowledge of the company/organization and its processes)  Organizational and professional code of ethics and standard practices  Safety and health policies and regulations for the workplace  Promotions, discounts, offers available from company  Standard operating procedures of developing dealership related with sales of the vehicles  Standard operating procedures of the OEM related with sales of the vehicles  Documentation requirements for each procedure carried out as part of roles and responsibilities. 2. Technical Knowledge  How to identify potential dealers at the identified expansion area (assigned territories)  How to make business plan for assigning of new dealerships  Monetary issues like cost-budgeting, forecasting calculation for new dealers  How to evaluate trends of market to provide better dealers to the organization  Credit and risk policies or guidelines of the OEM, company and the dealership  Statutory compliance of the government and legal aspects  Local market procedures of that area  Local customer preference of that area  Competitive landscape including: - Competitor dealerships in the area - Vehicles offered by competitors - Pros and cons of the vehicles vis-à-vis those offered by competitors - Price differentials with competitor’s products SKILLS 1. Core Skills/Generic Skills  Writing Skills  Prepare estimate sheets for budgeting and costing for dealer development activities  Write in at least English and Khmer  Reading Skills  Ability to read common scientific and technical journals, financial reports, and legal documents to maintain knowledge and stay on the leading edge of developments in the industry.  Oral Communication Skills  Interact with sales, service and administration function of the dealership  Interact with superiors and other support staff function in the one’s own organization  Manage key customer relationship 2. Professional Skills  Sales Ability  Spend a considerable time investment networking with dealers via e-mail, phone conversation and face-to-face meetings with each dealership managers/owners  Set goals for dealers such as sales performance and customer experience and measure their progress towards goals. This involves conducting presentations about dealer performance as well as advising dealerships that are struggling to meet their goals  Training Ability  Coach dealer principals and general managers on best practices related to dealer operations related to the sales, parts and service  Instruct new dealerships in how to set up to sell the product and how best to represent the company’s brand  Time Management  Work with multiple dealerships simultaneously and to visit each regularly to stay on top of goals, metrics, and continued training in the product line  Decision Making  Analyze information and evaluate results to choose the best solutions and solve problem  Allocate targets and budgets, based on the existing sales report and focusing on growth in all segments  Plan and organize  Plan work assigned on a daily basis  Customer centricity  Ensure market’s need and requirement are assessed  Ensure that the target sales function caters to the original sales of the product.  Problem solving  Identify complex problems and review related information to develop and evaluate options an implement solutions.  Liaise with PIAGGIO sales function to ensure all arrangements and documentation are done on time.  Analytical thinking  Analyze unique strategies to develop new dealers that are required in the organization  Critical thinking  Use logic and reason to identify the strength and weakness of alternative solutions, conclusions or approaches to problems. + INTERNAL INTERACTION  Build and maintain relationship with internal division ( FORD, AED, HED, SP and AVR)  Participate internal events (especially with FORD VIP DINNER) for expanding both primary and secondary networks within assigned territory for better approaching potential dealers. INTERNAL INTERACTION  Build and maintain relationship with internal division ( FORD, AED, HED, SP and AVR)  Participate internal events (especially with FORD VIP DINNER) for expanding both primary and secondary networks within assigned territory for better approaching potential dealers. + EXTERNAL INTERACTION 1. Government Authorities:  Provincial/District Administration, Provincial/District Chamber of Commerce 2. Provincial Key Business Owners 3. Provincial Business Association 4. Existing Dealers/Clients 5. Others

- Planning and Organizing - Mentoring, Coaching & Performance Management - Service Orientation - Teamwork - He will need to travel nation while if needed in order to look for the demand and expand the market - Some travel is required. - Must maintain a valid driver’s license and a clean driving record.