General Managers at CIG Motor Ltd

About the job

• The General Manager, Group After-Sales is responsible for the overall after-sales service strategy and operations across all brands represented by CIG Motors (GAC, Wuling, JMC, and others). This role is a horizontal leadership position ensuring that once vehicles are sold, the customer experience through warranty, maintenance, and parts supply is first-class across the group. The GM, After-Sales safeguards the company’s reputation by delivering on service promises, driving customer satisfaction, and creating repeat business through excellent support. In essence, this role underpins all the brand promises reinforcing that CIG Motors not only sells vehicles but also stands behind them throughout their lifecycle.

Key Responsibilities:

The Group After-Sales GM’s responsibilities span service operations, parts management, and customer support at a strategic level:

After-Sales Strategy & Standards:

• Develop and implement a unified after-sales strategy for CIG Motors that supports each brand’s positioning while optimizing group resources. Set service quality standards and Standard Operating Procedures (SOPs) to be used across all service centers and authorized workshops. This includes establishing guidelines for quick service, repairs, customer handling, warranty processing, etc., that meet or exceed manufacturer requirements and local customer expectations.

Service Network Management:

• Oversee CIG’s network of service centers (company-owned and authorized dealer workshops) nationwide. Ensure adequate service coverage for all brands – customers should have accessible service points in major regions. The GM will decide on establishing new service facilities or accrediting new workshops if gaps exist. They also ensure existing workshops comply with tooling, equipment, and facility standards for multi-brand support. Regular audits of service centers for quality, efficiency, and adherence to process fall under this purview.

Parts & Supply Chain:

• Manage the spare parts and accessories operations for the group. This involves forecasting demand for each brand’s parts, maintaining optimal inventory levels, and ensuring fast distribution of parts to all service outlets. The GM should implement robust inventory control and procurement systems to maximize parts availability while minimizing excess stock. Key metrics like fill rate (percentage of parts available when needed) and inventory turnover are monitored. Vendor relationships (with the OEMs for genuine parts, or local suppliers for consumables) are maintained and negotiated by this role.

Technical Support & Training:

• Provide leadership to technical teams and act as the top escalation point for complex vehicle issues. Ensure that each brand’s technical problems are resolved effectively by coordinating with the manufacturers’ technical support when needed. The GM must also champion training programs: technicians and service advisors across the network should receive continuous training on new models, EV systems, diesel systems, etc. Developing local expertise (including master technicians for each brand) is a critical outcome for sustainable service quality.

Customer Care & Warranty Management:

• Oversee the customer service processes post-sale, including handling of customer complaints, goodwill decisions, and recall or service campaign execution. The GM sets the tone for customer care – e.g. instituting prompt communication, transparent pricing for repairs, and follow-up on service satisfaction. They also manage warranty administration: ensuring warranty claims are processed correctly and cost-effectively, and negotiating warranty support with OEMs to cover major defects. Monitoring warranty cost trends and initiating corrective actions (like training or quality feedback to OEMs) are part of this responsibility.

Financial Performance of After-Sales:

• While service is a support function, it is also a significant profit center (from service labor and parts sales). The GM is responsible for after-sales P&L – setting labor rates, parts pricing strategies, and profitability targets for service operations. They must ensure efficiency (high throughput, optimal staffing) to maximize revenue and margin in after-sales without compromising quality. Regular performance metrics include service revenue per repair order, gross margin on parts and labor, and overall contribution of after-sales to the group profit.

Reporting & Continuous Improvement:

• Provide regular reports on after-sales performance to the executive team. This includes KPIs like service volumes, parts sales, customer satisfaction scores, and any serious issues affecting customer experience. Use these reports to identify trends (e.g. a recurring failure on a model, or a region with low satisfaction) and drive continuous improvement initiatives.

Commercial KPIs:

• Key performance indicators for the After-Sales GM focus on service effectiveness, efficiency, and customer satisfaction across all brands:

Customer Satisfaction & Loyalty:

• Measured via CSI scores or feedback surveys for service experience. A high satisfaction rating and positive customer testimonials indicate success. Repeat service retention rates (what percentage of customers return to CIG service for maintenance) and post-warranty service retention are also tracked, as they translate to loyalty and future sales.

Service Volume & Utilization:

• Number of vehicles serviced per month (by brand, by location) and the utilization rate of workshop capacity. Achieving a high throughput without excessive backlogs means the network is both busy and efficient. KPIs like average service lead time (time to get a service appointment) and repair turnaround time gauge if capacity matches demand.

First-Time Fix Rate:

• The percentage of issues resolved on the first visit, without repeat work. This is crucial for customer confidence and operational efficiency. A high first-time fix rate indicates strong technical competence and proper diagnostics, aligning with the “deliver” aspect of our brand promises.

Parts Supply Metrics:

• Parts availability rate (fill rate) and parts inventory turnover. For example, a target might be a 95% fill rate for fast-moving parts, meaning the vast majority of parts requests are met immediately from stock. Inventory turnover measures how well stock is managed (avoiding tying up capital in slow stock).

Financial KPIs:

• After-sales revenue (from service labor, parts, extended warranties, etc.) against targets, and profit margins. This could include the ratio of after-sales revenue to vehicle sales (to ensure after-sales is contributing strongly). Cost control metrics, such as warranty cost as a percentage of sales, are also tracked; the GM is expected to minimize avoidable warranty expenses by proactive quality measures.

Training & Certification:

• Although not financial, an internal KPI may be the number of technicians certified at various levels for each brand, or training hours provided. These ensure that service quality will be sustained and improved over time

Ideal Candidate Profile:

The ideal candidate for Group After-Sales GM is an automotive after-sales expert with broad experience and strong leadership skills.

Key attributes:

Extensive Aftersales Experience:

• 10+ years in automotive after-sales management with at least 5 years in a senior leadership role (e.g. Aftersales Director, Service Operations Manager, or National Service Manager).
• The candidate should have a track record managing large service operations, preferably covering multiple locations or multiple brands. Experience with a reputable automotive OEM or dealer network known for service excellence

Technical and Operational Mastery:

• In-depth understanding of vehicle service processes, diagnostics, and parts operations.
• The candidate should be comfortable discussing technical issues (engine, EV systems, diagnostics software) and have overseen workshops and parts warehouses.
• Familiarity with warranty claim processes and service quality control is essential.
• An engineering background (automotive or mechanical) or strong technical training is highly beneficial.

Leadership & Team Management:

• Proven ability to lead large cross-functional teams of after-sales staff (service managers, technical trainers, parts managers, customer care).
• The role requires coordinating service advisors, technicians, parts staff, warranty administrators, etc., across different locations.
• The candidate must be adept at setting performance targets, monitoring results, and coaching teams for improvement.

Customer-Centric Mindset:

• A genuine focus on customer satisfaction and empathy for customer issues.
• The candidate should have examples of how they improved customer service or solved major customer pain points in previous roles.
• Because after-sales often deals with unhappy customers (when things go wrong), the GM must excel in crisis resolution and maintain a calm, solution-oriented approach.

Business & Financial Acumen:

• Solid grasp of after-sales financials – capable of managing a P&L, analyzing profitability, and optimizing operations for cost-effectiveness.
• They should understand how after-sales drives business performance (both as a profit center and as a driver of vehicle sales through brand reputation). Experience implementing efficiency improvements (like throughput increase, cost reduction initiatives, or digital service systems) would be valuable.

Qualifications:

• A bachelor’s degree in a related field (Engineering, Business Administration) is expected.
• Additional certifications or training in automotive service management are a plus.
• Professional certifications (e.g. from automotive manufacturer training programs or Institute of the Motor Industry certifications) signal a commitment to the field.
• An MBA could be an advantage if coupled with technical experience, but practical service management expertise is weighted more heavily.

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Key Responsibilities & Outcomes:

• The GM for JMC oversees the entire business for JMC Motors in Nigeria, with a mandate to grow JMC’s presence in the commercial vehicle segment. Responsibilities include:

Market Strategy & Segmentation:

• Formulate a strategy for penetrating the light commercial vehicle market (pickups, trucks, vans). This includes identifying key market segments – e.g. agriculture, construction, delivery services, government procurement – and tailoring sales approaches to each. The GM should develop product positioning for each JMC model (emphasizing “Built to Deliver” attributes like payload, durability, low running cost) and ensure competitive pricing and financing options are in place to attract business buyers.

Sales & Channel Management:

• Drive sales of JMC vehicles through both direct sales and an effective dealer network. The GM will set annual and quarterly sales targets for JMC and implement robust sales management processes. Given the nature of commercial vehicle sales, this role requires actively pursuing fleet deals and institutional sales. The GM should cultivate relationships with fleet operators, government agencies, and NGOs – essentially acting as a B2B sales leader in addition to overseeing retail. Simultaneously, ensure that dealerships representing JMC have the capability to sell and support commercial vehicles (they may differ from passenger car dealers in their approach and required infrastructure).

After-Sales Integration:

• Coordinate closely with the Group After-Sales division to ensure JMC’s customers experience minimal downtime and strong support – a critical factor in commercial vehicle purchase decisions. This means ensuring adequate spare parts availability for JMC models nationwide, training programs for technicians on JMC diesel engines or EV commercial tech, and possibly mobile service units for fleet clients.

Dealer & Service Network Development:

• Expand the network of JMC authorized outlets, especially in regions with high commercial activity (industrial hubs, agricultural belts). Some JMC dealerships or service centers might be standalone commercial vehicle centers or attached to multi-brand dealers. The GM should identify partners capable of reaching target customers.

Financial & Operational Control:

• Manage JMC’s business performance including revenue, costs, and inventory. Monitor the importation/assembly costs for JMC units, and set pricing that balances competitiveness with profitability. Oversee inventory levels of vehicles and parts, adjusting procurement as needed so that supply matches demand (avoiding long lead times for popular models or excess stock of slow-moving variants). Provide regular reports and updates on JMC’s performance to the executive team, highlighting sales achieved, deals in pipeline, market challenges

Commercial KPIs:

• The GM, JMC will be judged by metrics that reflect the growth and reliability of the JMC brand business:

Sales Volume (Commercial Vehicles):

• Achieve unit sales targets for each category of JMC vehicles (e.g. pickup trucks, light trucks, vans). Because commercial vehicle markets can be cyclical, also track order backlogs and deliveries for fleet deals. Success includes expanding JMC’s share of the pickup/truck segment in Nigeria.

Fleet Wins and Key Accounts:

• Number and value of fleet contracts secured. For example, winning a government tender for utility pickups or a corporate deal for a logistics fleet is a major KPI. The GM should report on significant wins and also on pipeline

Revenue & Profit:

• Total revenue from JMC sales and the profit contribution. Often, commercial vehicles can have thinner unit margins but generate profit through volume and parts. The GM must ensure profitability per deal (avoiding over-discounting in tenders) and overall gross profit targets for the brand.

After-Sales Service Levels (JMC specific):

• Since uptime is crucial, track JMC’s service performance metrics: e.g. average repair turnaround time for JMC trucks, parts availability rate, warranty costs as a percentage of sales. High first-time fix rate and low downtime for customer fleets will indicate that the brand promise is being kept. These metrics will be provided by the after-sales team but are key to JMC’s reputation and repeat sales, so the GM is accountable for monitoring them.

Dealer/Network Coverage:

• Growth in the number of JMC service and sales outlets, especially in target regions

Ideal Candidate Profile:

• This role demands a leader with deep understanding of the commercial automotive sector and a strong orientation toward B2B sales and operational reliability. The ideal candidate would have:
• Commercial Vehicle Experience:
• 10–15+ years in the automotive industry with a significant portion in commercial vehicles (trucks, pickups, vans) or related heavy equipment.

Proven B2B Sales Skills:

• A history of structuring and closing large deals is important. The ideal individual might have led negotiations for fleet supply contracts or established key account programs. They should understand tender processes, fleet financing, and total cost-of-ownership considerations that business customers care about.

Operational & Technical Acumen:

• Because commercial vehicles are performance tools, the GM should have enough technical understanding to discuss product capabilities with savvy customers

Leadership & Integrity:

• A hands-on leader capable of managing a diverse team (salespeople, dealer managers, technical liaisons). They must demonstrate integrity and reliability – reflecting JMC’s brand values – as they will often be making promises to business customers that must be kept. Strong organizational skills are needed to juggle multiple large accounts and projects simultaneously. The candidate should also be adept at stakeholder management, from convincing a small business owner to try JMC, up to assuring a state government of after-sales support.

Preferred Background:

• Likely candidates might currently be serving as a General Manager or Sales Director in a commercial auto company, or as a regional manager overseeing multiple dealerships for commercial vehicles. A business degree is expected; an MBA or technical degree (mechanical/automotive engineering) would be a plus. They should have a performance-driven mindset and familiarity with using KPIs to manage a sales operation.

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Key Responsibilities & Outcomes:

• The GM for GAC is responsible for overall leadership of the GAC Motor brand’s operations in Nigeria reporting to the Chairman. This is a general management role encompassing strategy, sales, marketing, and network development, aimed at establishing GAC as a significant player in the market. Responsibilities include:

Brand Strategy & Market Positioning:

• Define the long-term strategy for GAC in Nigeria, aligned with the “Made for More” ethos. This involves product positioning, pricing strategies, and ensuring that marketing initiatives reflect GAC’s innovative and high-quality image. The GM will tailor global GAC strategies to local market conditions, deciding which models to push, what unique selling points to emphasize, and how to differentiate GAC from both established competitors and other new entrants.

Sales and Business Development:

• Drive GAC’s sales performance across both retail and corporate/fleet channels. Set ambitious sales targets (volume, revenue) consistent with the brand’s growth objectives. Oversee the sales organization and dealer partners to achieve these targets, using data analysis to identify growth opportunities and address performance gaps. The GM should actively cultivate relationships with key customers (including government and corporate fleets) to win large deals, positioning GAC as a viable alternative to traditional brands.

Dealer Network & Customer Experience:

• Expand and strengthen GAC’s dealership network in Nigeria. This includes appointing capable new dealers in strategic locations and ensuring existing dealers meet the brand’s standards for showroom quality, customer service, and facilities. The GM will implement network development plans to increase GAC’s footprint. Alongside network growth, enforce a consistent customer experience: GAC showrooms and service centers should reflect the brand’s premium aspirations

Operational Management:

• Coordinate cross-functional operations for GAC. Work closely with CIG Motors’ central teams and other brand GMs to leverage shared services (logistics, parts, finance), while also advocating for GAC-specific needs. Ensure that vehicle supply, importation/assembly, and logistics for GAC models are efficiently managed. Maintain quality control over pre-delivery inspections and any local assembly processes. Also ensure compliance with any Chinese OEM requirements – GAC’s corporate reporting, branding guidelines, and training programs should be adhered to.

Financial Performance & Reporting:

• Take charge of GAC’s P&L, ensuring that the business not only grows top-line sales but also remains financially sustainable. Monitor selling prices, incentives, and costs (including dealer margins, marketing spend) to optimize profitability. Prepare and deliver detailed performance reports to CIG Motors executives, including monthly summaries and quarterly business reviews. These reports must highlight GAC’s sales results, revenue and margin status, dealer performance, market trends, and any significant risks or opportunities, along with the GM’s strategic recommendations.

Commercial KPIs: The GAC GM’s effectiveness is measured by a set of clear KPIs linked to the brand’s growth and financial health:

Sales Volume & Market Penetration:

• Achieve the annual unit sales target for GAC vehicles. A key goal is to substantially increase GAC’s share of the Nigerian new car market in the relevant segments (SUVs, sedans, etc.), quarter by quarter. Year-on-year growth in sales volume is a critical metric, as GAC is in expansion mode.

Revenue & Gross Margin:

• Deliver on revenue targets while managing discounting and costs to maintain healthy margins. KPIs include overall GAC revenue (in Naira) and gross profit per vehicle or per quarter. The GM must balance competitive pricing with the need to avoid eroding the brand’s value.

Dealer Network Metrics:

• Increase the number of active GAC dealerships and improve their performance. KPIs could include number of new dealers added in a year, average sales per dealer, and dealer profitability indexes. The GM should also monitor dealer inventory levels and sell-through rates (to ensure the pipeline is healthy and avoid overstock).

Customer Satisfaction & Brand Uptake:

• Ensure that GAC buyers are satisfied and become advocates for the brand. While qualitative, this can be measured through customer satisfaction scores in sales and service, warranty claim rates, and possibly repeat purchase rates or referral rates. The GM should track any “voice of customer” feedback for the GAC brand specifically and address systemic issues
• Innovation & “Made for More” Initiatives: As a secondary metric, the GM might set internal targets for introducing innovative practices in line with “Made for More”.

Ideal Candidate Profile: The GM, GAC role requires a high-caliber automotive leader capable of building an emerging brand into a mainstream contender. The ideal profile is:

Automotive Leadership Experience:

• 12–18+ years in the automotive industry, including significant senior management experience in passenger vehicle sales/operations. Candidates who have been country managers, sales directors, or brand managers for well-known car brands are preferred.

Strategic and Analytical Thinking:

• A proven ability to formulate and execute business strategies. The candidate should have demonstrated skill in analyzing market conditions and adapting strategy accordingly. Experience launching new products or entering new markets is highly relevant

Track Record of Growth:

• We look for a track record of growing a business or turning around an underperforming unit. Evidence could include achieving double-digit sales growth, expanding a dealer network, or improving profitability in prior roles.

Leadership & People Skills:

• Exceptional leadership and stakeholder management abilities are essential. The candidate must be able to inspire and drive a sales organization, negotiate with dealers and partners, and represent GAC credibly to external stakeholders (media, government, corporate clients).

Educational Background:

• A relevant bachelor’s degree is required; a master’s or MBA is strongly preferred, reflecting the strategic nature of the role. Professional development courses in leadership or strategy execution would be a plus.