The position of Brand Leader is responsible for building the close working relationship with SLSMs, FLSMs and Sales Representative and SFE team, along with the internal teams. Defining priorities and providing direction to achieve ambition and targets become one of the key areas for the incumbent Objective Critical actions Measures (QQA) Building Brands / Therapy - Achieve Market Share objective, bottom-line targets, top-line & profitability

- Analyse market conditions and forecast sales and market share.

- Continually provide customer feedback and macro view of the market through designated meets to achieve company's Long, Medium and Short term marketing plans

- Percentage increase in market share for portfolio

- Achievement of sales targets

- Review of strategies with functional head

- Cost vs budget analysis

- Completion of product strategic and tactical

- Plans, and Monitors the implementation

- Reviews market assumptions and plans.

- Ensures market model are in line with global templates / standard Brand Plan template

- Validates sales and market share developments for products.

- Monitors sales and product supply, ensure forecasts are adjusted as necessary.

- Tracks implementation plan with senior sales management to ensure achievement of targets.

- Regular reviews of global templates and marketing guidelines

- Review of strategies with functional head

- Reports on crisis management as applicable

- Achievement of budget spending according to plan

- Regular forecast adjustment such that forecasting desired accuracy

- Relationship building with key external stakeholders, and builds AZ networking

- Works to identify the key stakeholders and KOLs in the therapeutic area

- Establishes regular contact with key stakeholders, especially KOLs.

- Systems in place for targeting key stakeholders and KOLs

- Achievement of agreed number of contact and receives product/brand manager contact reports

- Take feedback from key stakeholders and KOLs

- Maintain and improve systems and processes

- Tracks monthly performance vs budget, and analyse reasons for gaps.

- Completes and submits the monthly summary of performance, including activities and A&P against the plan.

- Streamlines reporting system and reevaluate the necessity of reports as required.

- All reports submitted are accurate, data interpreted (actual vs budget)

- New improvements/initiatives in place

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