Bahia Dangor Email & Phone Number

Johannesburg Area, South Africa

Communication, marketing, marketing analysis and property rentals

Johannesburg Area, South Africa

Property sales and rentals

South Africa

Distributor of 100% natural health supplements from the world’s largest manufacturer and distributor of Aloe Vera and honey based products.I am a bright, passionate person seeking any vacancy to re-enter the working world. A humble, entry-level appointment to re-start my career is the fundamental objective. Please afford me an opportunity to add value and make a difference at your organisation for the benefit of sons. I am a single-mother seeking a springboard to success.

Johannesburg Area, South Africa

PERSONAL ASSISTANT SAID’S KARATE & GYM (May 2015 – Current)Currently responsible for end-to-end operations including but not limited to client interaction, accounts, communication (internal/ external), process and event planning & management, etc.ADVERTISING SALES JOBURG EXPRESS (June 2015 – Current)Sell print media adverts for the Joburg Express on a part-time basis

Johannesburg Area, South Africa

My function was to project manage & co-ordinate the service collaboration, support and delivery of the following outputs from various suppliers: media research, news monitoring and reporting of the outcomes for key country–centric events and/ or governing strategies or plans implemented in South Africa. Dow Jones was our international news source. Jisani Digitrack is our domestic news source. For online reporting, we utilised Radian 6. The objective was to report on or identify the international perception of South Africa in 18 key countries based on news/ media. We scored and measured our country’s reputation in strategic international markets by empowering our client with pertinent, accurate reporting and information, with a view to increase the value of foreign direct investment into our country. Effective and efficient key account management is a prerequisite to managing the client’s expectation. In addition to managing successful output of the dynamic processes from the different suppliers. Networking with various people within the client’s organisation enhanced and refined the output of the monitoring team.

Self-growth, re-grouping, restoration

Johannesburg Area, South Africa

I was head hunted by MWEB Business via my former Nashua Mobile, General Manager: Corporate Sales. My objective was to build relationships and bridge the partnerships with independent channel partners (resellers), in order to increase sales/ revenue generated from this sales division.Channel management is an end-to-end function from new partner recruitment through to commission management, and reporting. I managed a national team of Partner Relationship Managers (direct reports) and Administrators (indirect). In consultation, we re-defined and simplified the MWEB Partner Programme (MPP) strategy. This included Partner categorisation for optimal service delivery. In conjunction with my team, we engaged with our existing channel partners, enhancing our alliance through face-to-face engagement and by improving processes and administrative support. I streamlined the channel processes and re-engineered the reporting to effectively measure and manage the output vs. the business objectives.The ultimate objective of the MPP was to position MWEB Business, as the preferred first tier ISP connectivity provider, for independent SMEs/ MMEs providing facilities in the ICT industry.As a team, we succeeded in re-launching MWEB’s wholesale VOIP product (re-seller model) and implemented a lucrative MWEB Partner solution. In addition, I drafted the first functional specification document to automate commissions that would enhance the base management once functional.

Johannesburg Area, South Africa

Strategic Partners are unique business alliances, unlike standard Franchises & Dealers (agents). The commercial agreement is mutually beneficial and customised. My responsibility was to manage the strategic partnerships to drive success in high volume sales targets (Real People), by applying key account management. Other strategic partners’ alliance was subject to the implementation of loyalty programme. This role required internal & external marketing campaigns and training, in order to upskill staff effectively and introduce the new company initiative to the clients, where applicable. The strategic channel focussed on developing and implementing exclusive and/ or niche service differentiators that had the potential of increasing or creating alternative revenue streams for future business. Certain relationships were under non-disclosure as we attempted to explore or discover alternative revenue streams resulting from tightening margins from the networks.A major accomplishment was maximising the value of time on the call queues, by introducing an IVR recording that encouraged clients to enquire about our newly introduced customer loyalty programmes (Momentum).

Johannesburg Area, South Africa

After gaining invaluable operational experience from managing in the contact centre, the General Manager (GM) of the corporate division requested that I manage an underperforming team of Account Executives (AE) in order to coach and upskill them effectively. The corporate portfolio of accounts ranged from small, medium enterprises to blue chip companies (including Dimension Data, Sun International, Mondi, Softline, Arivia, Internet Solutions, Masana Technologies, The Cold Chain, etc). The monthly turnover on our team’s base exceeded R5 million with approximately 160 clients in the portfolio. The AE’s primary responsibility was to manage and grow the corporate relationships and subsequently maintain service delivery standards, within their portfolio, in order to increase the average revenue generated from the account. Marketing new products and services to enhance sales and implementing cost-effective solutions were core focuses. In addition, I also managed two retail stores on the respective corporate customers’ sites. Maintaining service standards, hitting targets, minimising churn and extending contracts was the KPA of an AE. I ensured that the business interactions was seamless, with diminished administration on the client’s part – a more customer-centric approach. I drafted and implemented the first standard “Corporate Service Delivery document” which detailed the process, requirements, turnaround times and escalation procedures, irrespective of region.

Johannesburg Area, South Africa

The need for a back-office support function was required to ensure that general requests/ queries were actioned and service standards maintained - while Account Managers focussed on face-to-face interaction with their corporate portfolios, (managing incoming calls and external visits became cumbersome and ineffective). My task was to establish the first niche desk at Nashua Mobile in order to fill the corporate support gap identified. I recruited a team, trained, mapped processes, implemented and managed service standards/ turnaround times.This helpdesk eventually evolved into a corporate, franchise, dealer and partner support desk in the early days of Nashua Mobile’s explosive growth. In addition, I established and managed an escalation desk for queries referred to the Managing Director. All highly escalated or media related complaints, e.g. Hello Peter was referred to this desk for resolution.For an interim period, I was also responsible for the Reception staff and all the contact centre mailboxes in order to implement consistent standard service levels, across all contact centre teams. As managers, we were responsible for organising monthly events to incentivise performance.

I consulted, drafted and implemented an Operations Manual for all Franchises and Dealers given that Nashua Mobile embarked on a strategy to increase their national footprint. The existing limitation of a lack of processes and structure caused inefficiency and frustration for both Nashua Mobile and the external sales agents resulting in tension. My purpose was to document the pre-requisites and process required to effect transactions. Process mapping, negotiating and sustaining the service turnaround times was paramount to stabilise the environment between head office and agents. This document was the first foundation of documented processes in the company. I also compiled and created the framework for managing National accounts across regions.

I was directly involved in defining the roles, responsibilities and processes of the Corporate Account Managers within the organisation. In addition, I collated the first consolidated corporate database for Nashua Mobile while integrating the corporate accounts across the two databases, i.e. Nedtel Cellular and Nashua Cellular. Account Management, training and project management was key to this role given the trying circumstances.The function was exact to that of a Senior Account Executive (Aug 2006 – Sept 2008), listed above except the organisational changes re-defined job titles. I managed a team of consultants responsible for the service experience of their portfolio of corporate customers.

Key account management dedicated to corporate client satisfaction and optimal service delivery was the main function of this job. The objective was to increase revenue, renew and retain existing corporate clients. My team and my management appointed me as the team leader of the first training team set up for Account Managers, when this job function was still new in the industry.

Bcom, Finance, Management

Management

Diploma in Management

Matric (With Exemption), Matric (With Exemption)

Primary School