Digital Content Manager
Are you a focused, organised Content Brand Manager with experience in turning around under performing brands by creating and executing best in class content? Are you interested in working with one of the biggest FMCG businesses in the world? If so then please read on! About you You will have a background in beauty, FMCG, pharma or personal care preferably with a strong degree or demonstrable experience in the field. You will be a classically trained marketer and will have worked with the big players who are set up as matrixed organisations. You will be highly organised and analytical with a real desire to help take market share from competitors. You will be a content whizz with a real breadth of knowledge across various channels and what content is best suited to these.
About the role
You will contribute to building a world-class digital customer experience and driving cultural change in order to do so. You will develop deep understanding of the portfolio and strategies, partner with the Brand Team to lead the creation, approval, execution and optimization of agreed multi-channel customer (MCM) experiences . You will work closely with the Global and MCM teams to localize global content and campaigns. You will manage relevant 3rd parties and platforms and set KPIs and metrics for content and channel performance. A large part of the role will be to accelerate the rate of MCM capability development within the Brand Team and work closely with the MCM team to optimise the impact of content and customer experiences.
About the client
This is a large, world-renowned FMCG business with brands you will know and love. After careful research, it has become clear that their customers show greater intent to increase purchasing than their competition. Internally, they have seen significant progress in establishing multi-channel platforms and processes to increase multi-channel execution. Current share of voice is behind the competition, both in terms of detailing, but also promotional investment. The majority of the content the marketing team produce is for the field teams (misaligned to the operational plan) and only 60% of the Q1 planned content was delivered. Despite the team working incredibly hard, escalations from the field divert resource away from digital content and changes absorb the resource, prohibiting them from being able to produce high quality content across multiple marketing channels.
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