Bahia Dangor has over 20 years of experience in management, account management, project management, and leadership roles. She has expertise in key account management, contact center management, and media monitoring. Her experience spans industries such as mobile communications, internet service provision, advertising, and health supplements distribution. She holds qualifications in business, management, and labor relations.
Contents:
Introduction to mobilink
HRM Strategies
Planning
Recruitment
Selection
Orientation
Training
Performance Appraisal
Compensation and reward system
Health and safety measures
Career planning and development
Search and development
Contents:
Introduction to mobilink
HRM Strategies
Planning
Recruitment
Selection
Orientation
Training
Performance Appraisal
Compensation and reward system
Health and safety measures
Career planning and development
Search and development
In today's consumer-driven communications world, HR needs to sell! Here are a couple examples of how we help organizations find their authentic employment voice to attract, engage, hire and retain talent.
In the past Business Development has required teams of analysts to search, identify and analyze potential clients by actionable circumstance then prioritize by organizational skill. The idea of creating and monitoring brand awareness has vastly modernized with the organization of public and proprietary news sources and real-time media monitoring. Client Intelligence today becomes business intelligence tomorrow when automated aggregation capabilities replace eyes-on media monitoring. Imagine a business development landscape where you set your personal or organization’s skills, priorities and specialties then watch the world of news reporting and content production fill the past, present and future of your business development goals.
Many brands become stale and loose their sheen over years if they can't connect and keep pace with changing customer preferences and market dynamics. Many iconic brands lose their market share and relevance. In this presentation, Browne & Mohan consultants share what is required to resurrect a stale service brand. Resurrecting a service brand must go beyond logo change and consider a complete rehaul of service design, customer experiences, product/service mix and consumption environment.
Meet our 2015 1to1 Media Customer Champions!1to1 Media
1to1 Media congratulates its 2015 Customer Champions—customer-centric leaders who understand that engaged customers make a positive bottom-line impact.
Marketing Management Assignment based on a BPO company operates globally and provide services to multinational companies who are looking for to outsource their work to obtain cost arbitrage.
Human Resource Management practices in Mobilink Saeed Ur Rahman
This presentation is made by Saeed ur Rahman student of COMSATS Institute of Information Technology which may be helpful in understanding HR practices in Mobilink.
The DLP is designed to equip participants with the know-how and the strategic tools to enable them to effectively drive departmental performance. This includes examining a balanced approach to leading and directing automotive retail operations in a way that accommodates the three dimensional requirement of achieving optimum market penetration, providing exceptional levels of service and generating superior returns for the business.
Wyatt is an award winning communication agency, with offices in Delhi, Mumbai & Kolkata.
Wyatt is #1 in financial and corporate communications.
Work for the best the category clients like Dabur, Maruti, ACC, Dominos, Tata Group, Max Group, Jubilant Group, Educomp, Aptech, Monnet Ispat, Era, Hiranandini etc
Wyatt specializes in the following:
Annual reports
Sustainability and CSR reports
Brand Identity (logo design)
Advertising campaigns
Employee engagement campaigns
Newsletters
Brochures
Websites
Presentations
White papers
Taking Care of Business (TCOB) - Training & Consulting Solutions for SMEsElaine Cercado
Taking Care of Business (TCOB) is POWERinU's approach to assist local enterprises who commit to embark on and sustain business improvement efforts through training, consulting, coaching and mentoring. This is our way of empowering the SME sector in Singapore, Philippines and the rest of Asia.
Il mostro di Fi-Renzi.
Prima della chiusura feriale, avevamo lasciato questo Blog con il post dall’emblematico titolo “Matteo il cantastorie”. Oggi, al rientro, ritroviamo le solite renzianate nell’intervista pubblicata ieri da “Il Sole 24 Ore”.
In today's consumer-driven communications world, HR needs to sell! Here are a couple examples of how we help organizations find their authentic employment voice to attract, engage, hire and retain talent.
In the past Business Development has required teams of analysts to search, identify and analyze potential clients by actionable circumstance then prioritize by organizational skill. The idea of creating and monitoring brand awareness has vastly modernized with the organization of public and proprietary news sources and real-time media monitoring. Client Intelligence today becomes business intelligence tomorrow when automated aggregation capabilities replace eyes-on media monitoring. Imagine a business development landscape where you set your personal or organization’s skills, priorities and specialties then watch the world of news reporting and content production fill the past, present and future of your business development goals.
Many brands become stale and loose their sheen over years if they can't connect and keep pace with changing customer preferences and market dynamics. Many iconic brands lose their market share and relevance. In this presentation, Browne & Mohan consultants share what is required to resurrect a stale service brand. Resurrecting a service brand must go beyond logo change and consider a complete rehaul of service design, customer experiences, product/service mix and consumption environment.
Meet our 2015 1to1 Media Customer Champions!1to1 Media
1to1 Media congratulates its 2015 Customer Champions—customer-centric leaders who understand that engaged customers make a positive bottom-line impact.
Marketing Management Assignment based on a BPO company operates globally and provide services to multinational companies who are looking for to outsource their work to obtain cost arbitrage.
Human Resource Management practices in Mobilink Saeed Ur Rahman
This presentation is made by Saeed ur Rahman student of COMSATS Institute of Information Technology which may be helpful in understanding HR practices in Mobilink.
The DLP is designed to equip participants with the know-how and the strategic tools to enable them to effectively drive departmental performance. This includes examining a balanced approach to leading and directing automotive retail operations in a way that accommodates the three dimensional requirement of achieving optimum market penetration, providing exceptional levels of service and generating superior returns for the business.
Wyatt is an award winning communication agency, with offices in Delhi, Mumbai & Kolkata.
Wyatt is #1 in financial and corporate communications.
Work for the best the category clients like Dabur, Maruti, ACC, Dominos, Tata Group, Max Group, Jubilant Group, Educomp, Aptech, Monnet Ispat, Era, Hiranandini etc
Wyatt specializes in the following:
Annual reports
Sustainability and CSR reports
Brand Identity (logo design)
Advertising campaigns
Employee engagement campaigns
Newsletters
Brochures
Websites
Presentations
White papers
Taking Care of Business (TCOB) - Training & Consulting Solutions for SMEsElaine Cercado
Taking Care of Business (TCOB) is POWERinU's approach to assist local enterprises who commit to embark on and sustain business improvement efforts through training, consulting, coaching and mentoring. This is our way of empowering the SME sector in Singapore, Philippines and the rest of Asia.
Il mostro di Fi-Renzi.
Prima della chiusura feriale, avevamo lasciato questo Blog con il post dall’emblematico titolo “Matteo il cantastorie”. Oggi, al rientro, ritroviamo le solite renzianate nell’intervista pubblicata ieri da “Il Sole 24 Ore”.
When you join our affiliate program, you will be supplied with a range of banners and text links to place wherever you like. When a user clicks on one of your links, they will be brought to our website and their activities will be tracked by our affiliate program. Once this user completes a purchase, you earn commission!
Greeting from Inspace Technologies!
We take pleasure sending the next edition of our Newsletter - Connect, which focuses exclusively on the accomplishments, events, happenings, awards / recognitions of Inspace community of Customers and Vendors. As always this magazine would serve as a forum for sharing organizational good news amongst our client/vendor network. We foresee much benefits in such networking and believe in continued success on this newsletter. We would continue to work towards improving the content regularly.
We all know that it is better to do everything beforehand. However, sometimes, it is simply impossible to manage it all in time. In this case you may need to watch this presentation, we hope it will be helpful to you! Read more here: https://essay-academy.com/account/blog/guide-for-writing-an-essay-overnight
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
1. CV: BAHIA DANGOR CONTACT POINTS: dangorbahia@yahoo.co.za
South African – Coloured - Female +27 82 900 2212 (Mobile)
Please review my references on www.linkedin.com +27 11 474 7244 (Home)
Curriculum Vitae (CV)/ Resume of Bahia Dangor Page - 1 -
PERSONAL PROFILE:
Exceptional interpersonal skills is a key underlying strength. I have the ability to manage simultaneously, people,
processes and technology, in order to attain the business’ strategic objectives.
My management experience encompasses key accounts (and key account teams), contact centres and media
monitoring. I have managed business relationships on all levels including subordinates, colleagues, consumers,
corporate accounts, partners, strategic alliances and channel partners/ resellers.
I gained a deep and broad management skill-set during the merger of Nedtel Cellular and Nashua Cellular, which
evolved into Nashua Mobile. As Nashua Mobile grew and developed, we managed change as we adapted to the
dynamics of the company. I drafted and implemented many of the operational processes. My aim is to simplify
complexity and enhance efficiency, through process standardisation and automation where feasible, to focus on
engaging with people.
I have managed various business projects aimed at: (i) increasing revenue and/or enhancing our brand; (ii)
engaging with untapped markets; (iii) implementing, enhancing and managing service delivery consistently.
From a leadership and transformation perspective, I have successfully established and driven teams of people with
disparate skill/ motivation levels, to deliver on the objectives outlined by the business, through ongoing coaching and
mentoring.
I firmly believe in the abundance mentality and synergy. Colleagues have described me as a resourceful, dynamic
leader, with passion and charisma, who seeks creative solution-orientated options to address daily challenges.
EDUCATION:
Institution: University of the Witwatersrand (1999/2000)
Course: BACHELOR OF COMMERCE (BCOM)
Institution: Damelin Management School (2002)
Course: MANAGER DEVELOPMENT PROGRAMME
Institution: Leadership Forum (PTY) LTD (2002)
Course: LEADERSHIP EFFECTIVENESS ACHIEVEMENT PROGRAMME (LEAP)
Institution: Powerhouse Group (2005)
Course: POWERHOUSE CONSULTANT
Institution: Corporate, Business and Management (CBM) Training (2004)
Course: SUBMITTING WINNING TENDERS
Institution: Labour Net (2008)
Course: LABOUR RELATIONS
Institution: Brian Abbott (2008)
Course: POWER PRESENTATIONS
Institution: CHRIS J. BOTH SENIOR SECONDARY SCHOOL (Matriculated with Exemption - 1996)
2. CV: BAHIA DANGOR CONTACT POINTS: dangorbahia@yahoo.co.za
South African – Coloured - Female +27 82 900 2212 (Mobile)
Please review my references on www.linkedin.com +27 11 474 7244 (Home)
Curriculum Vitae (CV)/ Resume of Bahia Dangor Page - 2 -
OTHER TRAINING:
Management training, Contact/ Call Centre Management, Performance Management; Mentorship & Coaching
and Project Management
Various GSM, network, device and mobile-solution related training
General ISP Product, Service training
Print & Social Media monitoring
EMPLOYMENT HISTORY & EXPERTISE:
PERSONAL ASSISTANT SAID’S KARATE & GYM (May 2015 – Current)
Currently responsible for end-to-end operations management, including but not limited to client interaction,
accounts, marketing, communication (internal/ external), process and event planning & management, etc.
ADVERTISING SALES JOBURG EXPRESS (June2015 – Current)
Sell print media adverts for the Joburg Express on a part-time basis
INDEPENDENT DISTRIBUTOR FOREVER LIVING (June2013 – Current)
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.
MEDIA ANALYST ACCELERATION MEDIA (July 2012– June 2013)
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.
CHANNEL MANAGER: MWEB PARTNER PROGRAMME (MPP) MWEB BUSINESS (May 2009 to March 2010)
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).
3. CV: BAHIA DANGOR CONTACT POINTS: dangorbahia@yahoo.co.za
South African – Coloured - Female +27 82 900 2212 (Mobile)
Please review my references on www.linkedin.com +27 11 474 7244 (Home)
Curriculum Vitae (CV)/ Resume of Bahia Dangor Page - 3 -
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.
STRATEGIC-PARTNER RELATIONSHIP MANAGER NASHUA MOBILE (October 08 – April 09)
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).
SENIOR ACCOUNT MANAGER NASHUA MOBILE (August 06 – September 08)
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.
4. CV: BAHIA DANGOR CONTACT POINTS: dangorbahia@yahoo.co.za
South African – Coloured - Female +27 82 900 2212 (Mobile)
Please review my references on www.linkedin.com +27 11 474 7244 (Home)
Curriculum Vitae (CV)/ Resume of Bahia Dangor Page - 4 -
PREMIER SERVICES MANAGER NASHUA MOBILE (December 04 – July 06)
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.
FRANCHISE AND DEALER RELATIONS SPECIALIST NASHUA MOBILE (May 04 - November 04)
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.
REGIONAL CORPORATE RELATIONSHIP MANAGER NASHUA NEDTEL COMMUNICATIONS (June01 – April 04)
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.
CORPORATE ACCOUNT MANAGER NEDTEL CELLULAR (March 2000 – June 2001)
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.