Ednei Zampese Email & Phone Number

São Paulo

São Paulo Area, Brazil

São Paulo, Brazil

Consulting Board for CEO Insights, that is an initiative that brings together CEOs, senior executives and board members with the purpose of stimulating debates between common interests of decision makers from the main organizations in Brazil. Engage yourself @ https://www.ibe.edu.br/ceo-insights/

São Paulo E Região, Brasil

Membro do time de análises de startups e investidor

São Paulo E Região, Brasil

Membro de avaliação de startups e investidor

São Paulo E Região, Brasil

Membro do time de analises de startups e investidor

São Paulo

Sao Paulo, Brazil

São Paulo Area, Brazil

São Paulo Area, Brazil

• Consumer Market Planning for Editora Globo magazines and Infoglobo newspapers (O Globo, Valor Econômico, Extra e Expresso)• Subscription sales (USD 2MM/month) in direct channels (internet and B2B) and indirect (kiosks and telemarketing sales)• Establish content strategies to generate benefits to subscription sales. Develop digital channels to migrate print to digital audience. Develop and monetize new digital audience.• Retail sales and newsstandings market (USD 250k/month)

São Paulo Area, Brazil

• Consumer Market Planning for Magazines (Subscription and Newsstands)• Customers: Database Marketing (DBM), Subscriber Rules, Call Center Management (Customer Care, Retention and Renewal), Logistics, Distribution and Storage for magazines subscriptions and books.

São Paulo Area, Brazil

• Planning: preparing the annual budget and monthly forecasts for monitoring printed and digital audience indicators; such as sales volume and subscriber lifecycle management (churn, retention and renewal rate), as well as the profitability of this operation for Consumer Marketing• Customers:(1) Subscribers Journeys: design of the relationship rule, collection and renewal with clients with the challenge of profitability of the subscriber life cycle, sending communications by mail, emails, SMS, and alternative channels in social networks (Facebook, Twitter and Whatsapp)(2) DBM: client segmentation management for triggering campaigns with external team (Marketdata), with the challenge of monetization of customers according to their behavior.(3) Company Call Center Management (260 operators): call center management with inbound operators for customer care (voice, email, chat and social media) and Subscriber Retention; outbound renewal of subscriptions, recovery, collection and updating of payment data; and backoffice. As a challenge, this operation should improve retention rates in the portal and be a segment benchmarking in customer satisfaction.

São Paulo Area, Brazil

• Analysis of the ticketing market in search of opportunities in concert halls, theaters and event promoters; configuration of the value proposition and strategy of performance (geographic prioritization and type of clients) to develop the performance of Tickets for Fun in the Brazilian market• Develop a commercial team to meet the challenge of consolidating Brazilian ticketing market• Increase capillarity for ticket sales

São Paulo

As Fixed and Mobile Commercial Planning:• Report to the Business Director.• Structuring a single segmentation of Vivo and Telefonica clients into the SME market.• Generation of Management Indicators between Vivo and Telefonica for the SME market.• Attribution of direct sales force targets, indirect channels and telesales.• Generation of the Annual Business Plan (physical and financial).As Incentives:• Unification of the annual Direct Sales Force compensation programs and remuneration and certification of Indirect Channels, as well as the structuring of the incentive campaign program between Vivo and Telefonica.As PMO Mobile Projects:• Organization of the agenda of projects for enhancement of mobile results and fixed-mobile integration.

São Paulo Area, Brazil

• Report to the Commercial Division Manager.• Commercial restructuring of the segment Wholesale from a passive sale to active: restructuring of staff, creation of committees and sales reports, assignment of target per client and implementation of Variable Remuneration.• Implementation of the pricing system for special projects reviewing premises of investments and unification with geographic platform.• Data Products Marketing Plan and Torres Sharing project with other mobile operators.• Long-term strategic design of the Wholesale segment (prospecting of growth of circuits, traffic) and design of business model alternatives to contain competition.• Development of strategy and business model of megadeals: sale of infrastructure projects to TIM and Vivo to meet the demand of mobile broadband.• Structuring of geographic platform for pricing of products based on the presence of competition.

São Caetano Do Sul

• Strategic Planning and Management• Contract management

São Paulo Area, Brazil

• Elaboration of the fixed-mobile strategic plan with a long-term vision and selection of initiatives based on a business plan.• Negotiation of annual budgets of synergies between Vivo and Telefonica.• PMO of the initiatives

São Paulo Area, Brazil

• Creation of a Competitive Intelligence System at Telefonica Brasil.• Study to implement flat rate (responsible for corporate BP), M&As (Geodex and Vivo) and valuation of synergies with Vivo (McKinsey team).• Responsible for the "Competitive Environment" chapter of Telesp in the formulation of the Strategic Plan.

Rio De Janeiro Area, Brazil

• Implementation of the Latin American Training Functional Program based on the identification of best practices, elaboration of training modules and the e-learning platform.• Coordination of information intelligence and implementation of Learning Organization practices in the area of ​​Supply and Distribution in Latin America.

Campinas Area, Brazil

• Supply of Esso service stations in SP and implementation of operational improvements at the bases of the region, such as expansion of platforms and start of operation at Viracopos Airport.

Rio De Janeiro Area, Brazil

• Leader of the logistics chair optimization project (closing of the operational base of Cuiabá-MT and opening of Montes Claros-MG) with a gain of USD 2.5 MM; reallocation of the supply bases of more than 100 clients (USD 670k)• Training of 300 people in Cost Reporting and Cost Center Accounting during SAP Brazil implementation.

São Paulo Area, Brazil

• Execution and maintenance of works in terminal with 97 thousand m² and storage of 400 thousand m³ of product, in addition to logistics operation (delivery schedule) of loading tank trucks.• Automation of cost control routines, safety indicators, personnel and volume of base movement.

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Doutorado em Administração de Empresas

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Engenharia Mecânica - Projeto e Fabricação

Business Adm Graduation, Administration

Graduação em Administração de Empresas

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