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Business Development Changes
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<blockquote data-quote="beentheredonethat" data-source="post: 780177" data-attributes="member: 4886"><p>So long as facts are to be let known. The opposite is also true. I worked with a strategic manager who won a significant amount of business from a large customer (10 million per year in annual revenue). This business included the need for very late pickups, where a SOP was put in for an air pickup at a letter box and the driver to proceed to the airport. The decision to use UPS was announced that they were switching from FDX to UPS. The Sales team even went out with the air driver to review the entire pickup procedure, pickup time etc. They also reviewed with the mgmt team and everything was all set. Then the week of the switch, the pickup on Friday at the letterbox didn't occur. (It's unclear if the customer dropped off late, or the driver picked up early - it was some time ago). But.... on Saturday, the letterbox had a pickup, and the air driver picked up dozens upon dozens of Saturday delivery NDA's. The driver brought it to the operations supervisor on duty that weekend. Instead of processing the packages and getting it delivered on Monday, he left on his desk. (What the heck was he thinking). The packages didn't get delivered til Tuesday. The customer was a financial institution and the documents was all paperwork for mortgages etc. Monday was the end of the fiscal quarter. If those pkgs were delivered on Monday, we still would have kept the business, but instead the pkgs were late, and the customer couldn't book this revenue in the correct quarter and reported less then desirable numbers to wall street. Due to the late pkgs, and the obvious failure by UPS. The customer switched back to FDX. The supervisor is still working, and didn't lose any pay. The Sales Mgr didn't get SIP that quarter. He lost thousands in pay due to a screw up by operations. </p><p></p><p>Don't get me wrong. I started in operations as an hourly, I did operations in PT mgmt and then was a FT Service Provider, then went back to FT mgmt in operations (both Hub and Pkg). I've also done rotations in 4 staff departments. I also believe we should have rotations, and it helps each of us to learn about the company.</p></blockquote><p></p>
[QUOTE="beentheredonethat, post: 780177, member: 4886"] So long as facts are to be let known. The opposite is also true. I worked with a strategic manager who won a significant amount of business from a large customer (10 million per year in annual revenue). This business included the need for very late pickups, where a SOP was put in for an air pickup at a letter box and the driver to proceed to the airport. The decision to use UPS was announced that they were switching from FDX to UPS. The Sales team even went out with the air driver to review the entire pickup procedure, pickup time etc. They also reviewed with the mgmt team and everything was all set. Then the week of the switch, the pickup on Friday at the letterbox didn't occur. (It's unclear if the customer dropped off late, or the driver picked up early - it was some time ago). But.... on Saturday, the letterbox had a pickup, and the air driver picked up dozens upon dozens of Saturday delivery NDA's. The driver brought it to the operations supervisor on duty that weekend. Instead of processing the packages and getting it delivered on Monday, he left on his desk. (What the heck was he thinking). The packages didn't get delivered til Tuesday. The customer was a financial institution and the documents was all paperwork for mortgages etc. Monday was the end of the fiscal quarter. If those pkgs were delivered on Monday, we still would have kept the business, but instead the pkgs were late, and the customer couldn't book this revenue in the correct quarter and reported less then desirable numbers to wall street. Due to the late pkgs, and the obvious failure by UPS. The customer switched back to FDX. The supervisor is still working, and didn't lose any pay. The Sales Mgr didn't get SIP that quarter. He lost thousands in pay due to a screw up by operations. Don't get me wrong. I started in operations as an hourly, I did operations in PT mgmt and then was a FT Service Provider, then went back to FT mgmt in operations (both Hub and Pkg). I've also done rotations in 4 staff departments. I also believe we should have rotations, and it helps each of us to learn about the company. [/QUOTE]
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