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Sales Leads: What's the Point?
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<blockquote data-quote="peppa" data-source="post: 488323" data-attributes="member: 21302"><p>Obviously, the North East region is a test region for corporate. They probably have some insane, "Stone-busting" region manager that is giving the, "Underqualified" labor managers and district managers free reign to downsize. The quagmire here, is that the more they cast a dark shadow on the work force with their propoganda from the media about this economy, the more they will drive down morale on the inside ops and on the road. This will reflect negative growth.</p><p>In the second quarter, they will realize that the revenue numbers are falling faster than the, "so called savings" that they will uligize about at your PCM's and you will soon(about midway through the second quarter) hear about a new, "revamped" sales lead program that will put the burden of driving revenue on the driver's conscience.</p><p>The customer that has a specialized feeder pick up and is slowing down, due to slow consumer spending, will not be apt to stay loyal to a carrier that kicks them when they are down and charges the same rates for less service.</p><p>Ups, as with many publicly traded companies is allowing wall street to control their decision.</p><p>This is obscenely wrong!</p><p>As someone who managed for UPS when they were a private organization, as well as a public organization, I can tell you that when the economy slipped(1987), during our privately held days, we didn't have to worry about stock prices, we managed costs practically, and our employees were engaged because everyone belonged to the Thrift Plan(another topic) and had a vested interest in the company.</p><p>The Thrift Plan was not a fund for vacation money or a new pick up truck. We counciled our employees on weekly conservative savings and investments and it worked.</p><p>It was this wall street driven management style that drove good managers, to which I have been told I was, away from UPS.</p><p>This business model that UPS is trying to follow in driven by the Fedex model(to the power of three), and you see how that is working for them.</p><p>UPSFreight? What is that? A billboard campaign? The revenue per stop on those 26 and 53 foot monsters is no more than a small machine shop that a package car driver delivers Air, International, Second day, and Three day select too and picks up as well.</p><p>At an average of 2 stops per on road hour. Ask your district manager if 2 SPORH is acceptable. Or, better yet, how much money was spent on PAS and what profit have we realized from this costly endeavor.</p><p>Our company; I still say our company, because I am still an owner, is being driven into the ground, by so-called intellectuals.</p><p>I was told by a 30 year-old female division level manager that I was to put an 11 hour day on a driver that could not deliver after dark due to the safety of the inner city neighborhood, only because a computer generated a report that said he was planned at a 8.5 hour day. When I challenged her, she called me stupid.</p><p>The requirements for leadership in our company have drastically changed. Most of today's young, slick, managers and division managers have never unloaded, sorted, done clerical work, and most importantly never drove by themselves for even the old 90 day required period.</p><p>Nothing, has ever made me a more successful as a manager than my time driving. </p><p>Example: If I was impolite to a customer and got a complaint, a "hand written" explanation had to be sent to my District manager within 24 hours. Sometime, "Good" district managers would make it a priority to call the center manager to voice his/her concerns on the issue. Today we pay a part-timer to process, "Concerns" that most of the time arn't even discuss with the employee.</p><p>The personal complaint process taught me that how I treated people had a direct corelation to how I was valued.</p><p>A value that I carried into management.</p><p>I appologize for the length, but I needed to get this off my chest.</p></blockquote><p></p>
[QUOTE="peppa, post: 488323, member: 21302"] Obviously, the North East region is a test region for corporate. They probably have some insane, "Stone-busting" region manager that is giving the, "Underqualified" labor managers and district managers free reign to downsize. The quagmire here, is that the more they cast a dark shadow on the work force with their propoganda from the media about this economy, the more they will drive down morale on the inside ops and on the road. This will reflect negative growth. In the second quarter, they will realize that the revenue numbers are falling faster than the, "so called savings" that they will uligize about at your PCM's and you will soon(about midway through the second quarter) hear about a new, "revamped" sales lead program that will put the burden of driving revenue on the driver's conscience. The customer that has a specialized feeder pick up and is slowing down, due to slow consumer spending, will not be apt to stay loyal to a carrier that kicks them when they are down and charges the same rates for less service. Ups, as with many publicly traded companies is allowing wall street to control their decision. This is obscenely wrong! As someone who managed for UPS when they were a private organization, as well as a public organization, I can tell you that when the economy slipped(1987), during our privately held days, we didn't have to worry about stock prices, we managed costs practically, and our employees were engaged because everyone belonged to the Thrift Plan(another topic) and had a vested interest in the company. The Thrift Plan was not a fund for vacation money or a new pick up truck. We counciled our employees on weekly conservative savings and investments and it worked. It was this wall street driven management style that drove good managers, to which I have been told I was, away from UPS. This business model that UPS is trying to follow in driven by the Fedex model(to the power of three), and you see how that is working for them. UPSFreight? What is that? A billboard campaign? The revenue per stop on those 26 and 53 foot monsters is no more than a small machine shop that a package car driver delivers Air, International, Second day, and Three day select too and picks up as well. At an average of 2 stops per on road hour. Ask your district manager if 2 SPORH is acceptable. Or, better yet, how much money was spent on PAS and what profit have we realized from this costly endeavor. Our company; I still say our company, because I am still an owner, is being driven into the ground, by so-called intellectuals. I was told by a 30 year-old female division level manager that I was to put an 11 hour day on a driver that could not deliver after dark due to the safety of the inner city neighborhood, only because a computer generated a report that said he was planned at a 8.5 hour day. When I challenged her, she called me stupid. The requirements for leadership in our company have drastically changed. Most of today's young, slick, managers and division managers have never unloaded, sorted, done clerical work, and most importantly never drove by themselves for even the old 90 day required period. Nothing, has ever made me a more successful as a manager than my time driving. Example: If I was impolite to a customer and got a complaint, a "hand written" explanation had to be sent to my District manager within 24 hours. Sometime, "Good" district managers would make it a priority to call the center manager to voice his/her concerns on the issue. Today we pay a part-timer to process, "Concerns" that most of the time arn't even discuss with the employee. The personal complaint process taught me that how I treated people had a direct corelation to how I was valued. A value that I carried into management. I appologize for the length, but I needed to get this off my chest. [/QUOTE]
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