فيليب Burrluck

Managing a team of 6 direct reports with a total staff of 70. Responsible for driving market share, targets and budgets, marketing, manpower, purchasing and stock inventory in order to maximize ROI.
Over seeing new facility build project adding to expansion of current business, initially by 20%.
Reviewing and developing stock portfolio with the principal in order to streamline and achieving higher results.
Introduced finance and leasing programs to overcome new legislation on lending, whilst enhancing used car program as an alternative purchase option.

Developed and Supervisied a management team of 10, across multi site locations, resulting in sales unit increases of 200% for new car sales and 300% in used car sales.

Prepared budgets in line with both the market and owners expectations, developing a unit model mix and pricing strategy, increasing turnover, grosse contribution, whilst reducing stock ageing.

Recruited Marketing and National Service Manager, increase of sales and aftersales force by 50%,

Coordinated internal and manufacturers training schedules to improve current levels of product knowledge and professionalism. Bringing sales and aftersales skill levels In-line with new technology and development, making sure staff were ready for launch of 5 new products and 4 face-lifts during this period.

Oversee marketing budget and activities, resulting in increased facility footfall, through media, social mediia, off site and on site promotions, resulting in the brands awareness increasing from 15% to 35% during a two year period.

Oversaw new build aftersales department with 25 work bays, doubling capacity from previous facility. Prepared and presented plans for 1000sqm showroom for new cars (35 car display) to the approval and start point of both manufacturer and owners approval, plus three refurbishment programes prepared waiting start dates.

Introduce commercial vehicles and fleet sales, widening awareness, leading to increased sales, projecting future increases in aftersales budgets.

Working for Importer distributor BMW MINI Rolls Royce, motivating 85 staff, directing growth & development for the brands BMW MINI regionally.
Managing P&L statement, through target setting, discount structures and cost savings.

Responsibilities

Identifying trends & movements in the market, applying the necessary stock control measures.
Highlighting HR requirements and fulfilling the recruitment needs
Implement and develop manufacturers measurement programs QMA, Retail Standards,
Administer reward and disciplinary programs, guided by achievement and staff appraisal
Provide high standards and motivational environment for staff and clients

Key Achievements

Effective management meetings provided clear guidelines and communication, outlining the boundaries of responsibility, clarifying target objectives, backed up by written action plans and HR requirements resulted in a structured and balanced team, resulting in improved sales 10% After sales 14% Year on Year.

Able to streamline the effectiveness of the after sales team, each dept understanding the others processes, working towards their strengths, promoting clear communication lines and action plans, which resulted in improved CRM ratings with results ending 86% 1st in group 2008.

Implement and action a strong used car policy, bringing together key dept heads and developing their understanding of how used cars would benefit all departments. This resulted in increased turnover and contribution to after sales $2000pu, a vessel to improve new car sales with the advantage of a professional trade in dept, which effectively provided valuable stock, resulting in increased profit in used cars with a net 9.6% or $3200ppu contribution before fixed overheads.

Responsibilities

Working for Importer & distributor BMW MINI, directing sales nationally.
Market strategy influencing price structure, specifications and logistics.
Creating strategies and program aimed at increasing sales, penetration, model mix, ROI
Collating market research, guiding clear and effective marketing.
Personnel development, identifying and initiating training, initiating target and rewards system.

Key Achievements

Implemented national guidelines and controls for regional sales teams, restructured specification levels, enhancing unit and profit performance, resulting in growth average 35% year on year from 750 to 2500 new cars.
Develop used cars strategy, guidelines and controls resulting in growth average 65% Yon Y from 89 to 650 used cars, with increased after-sales turnover of $2000PU contribution and increased net profitability of 10%. $2400PPU

Responsibilities

Working for Importer distributor BMW MINI, directing sales regionally.
Developing sales team, implementing systems and procedures, used cars, training

Key Achievements

Increased unit sales group penetration regionally from 37% to 44%
Identified and directed used car strategy, increase in unit market value by 15%

Overall responsibility for running a dealer-ship, personnel, accounts, strategy, marketing etc

Responsible for running inner city Sales showroom both new and used cars 900 units annually.

Responsible for running and developing inner city used car center 1500 units average per year.

Responsible for the development of new and used car sales in local Ford dealership.