At the time of sale or shortly after, the salesperson should complete the Customer Satisfaction Survey Template and address the business reply envelope. If no contact person is listed, the survey should be sent to the person in charge of the department that purchased the product. The salesperson should place the SL1080-1 CUSTOMER SATISFACTION SURVEY and envelope in a “tickler” file, so that it is mailed out no sooner than 90 days and no later than 120 days after shipment. This should allow the customer sufficient time to use the equipment, experience any problems, and determine its ultimate level of satisfaction with the product or service.
When a SL1080-1 is returned, route it to the Director of Quality Assurance for review and comments. The QA Director should forward the original survey to Customer Service for possible further action. Customer Service should forward a copy of to all affected department managers (e.g., Manufacturing, Purchasing) for their review. Affected department managers should determine if improvements in their operational or design areas are required.
The Customer Service Manager should meet periodically with the Sales, Marketing, and Quality Managers to review historical information from the Customer Satisfaction Survey and determine if the survey is continuing to provide useful (actionable) information and if additional information may be needed. Based on the review, the Customer Service Manager should ensure revisions are made, as needed. The Customer Service Manager should ensure that Customer Service Representatives (CSRs) are trained on the revised form.
The Customer Service Contact Template covers the customer’s name, purpose of the call, corrective action taken, and more. Upon receipt of a customer contact/complaint (by way of a service call, customer survey, salesperson contact, etc.), the CSR should:
Properly record complaints on the SL1060-1 CUSTOMER SERVICE CONTACT form, filling in the appropriate information on the customer and situation (e.g., date, customer name, product description, and brief description of the problem or reason for the contact);
Attempt to resolve the complaint;
Escalate the complaint, if necessary; and
Enter the customer contact in a customer service log, indicating the status of the complaint.
Proper investigation and/or corrective action of all complaints/problems should be taken as follows or as appropriate and documented on SL1060-1 CUSTOMER SERVICE CONTACT Form. While customer complaints are in process, the CSR should keep the SL1060-1 CUSTOMER SERVICE CONTACT form in an open file until a final disposition/resolution is reached. This open file may be labeled “Corrective Action in Process” or “Unresolved Contacts. Upon completion/resolution of the complaint/problem, copies of SL1060-1 will be made and distributed to and filed by the names listed under “Distribution.”
The Customer Service Log Template covers entry date, customer name, problem description, status, and more. The SL1060-2 CUSTOMER SERVICE LOG should be used to track customer complaints. After filling out a Customer Service Contact Form, the Customer Service Representative should enter the customer contact in the SL1060-2 CUSTOMER SERVICE LOG, indicating the status of the complaint.
While customer complaints are in process, the CSR should keep the Customer Service Contact Form in the SL1060-2 CUSTOMER SERVICE LOG until a final disposition/resolution is reached. This open file may be labeled “Corrective Action in Process” or “Unresolved Contacts.” Upon completion/resolution of the complaint/problem, the CSR should note the resolved date and change the status to “Resolved.”
The Customer Service department should call customers within ten (10) business days of when their equipment has been repaired and returned. The assigned Customer Service Rep (CSR) should use the Customer Service Satisfaction Report Template as a conversational guide and for recording customer comments and observations. Upon completing the call, the CSR should complete the report, copy any interested/affected departments or individuals, and file form SL1090-1 CUSTOMER SERVICE SATISFACTION REPORT in the customer’s file.
Upon the recommendation of the Quality Manager (or annually, at a minimum), the Customer Service Manager and Quality Manager should review form SL1090-1 and determine where – if any – changes are needed. Based on the review, the Customer Service Manager should ensure revisions are made to the report. The revised Customer Service Satisfaction Report needs to be tested and feedback needs to be gathered. The Customer Service Manager should ensure that Customer Service Representatives (CSRs) are trained on the revised form.
Customer Service Satisfaction Report Template Details
The Marketing Manager should develop a direct mail budget for the coming year, using the Direct Mail Budget Worksheet Template as a guide. MT1040-2 DIRECT MAIL BUDGET WORKSHEET covers selling price of item, marketing cost assumptions, fulfillment cost assumptions, and much more. The company will use direct mail to inform target markets, build awareness of itself and its products, and increase sales.
Direct mail helps build awareness and sometimes calls for its recipient to take action (for instance, buy the company’s product). Direct mail is a method of communicating the message in print or electronic form to a select number of current, potential, or lapsed customers – i.e., the target market – via any of a number of letter or small-package couriers, like the Royal Mail. Direct mail success (e.g., conversion rates, number of sales) is generally attributed to the piece, the offer, and the quality of the mailing list.
The Marketing Manager should develop the direct mail plan in accordance with MT1040-3 DIRECT MAIL PLAN. The Direct Mail Plan Template should account for all campaigns planned for the coming year and should include:
A description of each campaign;
The number and kind of mailings/campaigns;
The message/offer to be conveyed;
The target market for each mailing;
Measurable objectives for each mailing; and
A schedule/calendar listing milestones and deadlines.
The Marketing Manager should submit the Direct Mail Plan Template to the company CEO for approval. Upon approval of the Plan, the Marketing Manager should guide and ensure its implementation. If a direct mail campaign does not meet expectations (i.e., goals are not reached), the Marketing Manager should make adjustments to it. The Marketing Manager should ensure that once adjustments are implemented, the revised plan is monitored and measured. The Marketing Manager should meet quarterly, at a minimum, with the company CEO/President to review the MT1040-3 DIRECT MAIL PLAN.
The Marketing/Sales Manager should identify and list direct mail objectives in column one of the Direct Mail Planning Worksheet Template. The Marketing Manager should establish specific, measurable direct mail objectives (e.g., how many pieces to mail, how much sales volume the piece will stimulate). The Marketing/Sales Manager should list messages/offers the company wants to convey in column two of MT1040-1 DIRECT MAIL PLANNING WORKSHEET.
The Marketing/Sales Manager should identify and list the target market for each message/offer in column three. The Marketing/Sales Manager should identify direct mail strategies that will help the company meet its objective(s) for each target market and list those strategies in column four of the Direct Mail Planning Worksheet Template. When deciding on strategies and a direct mail schedule, the Marketing Manager should take into account internal and external forces that affect DM responses; for example:
New products or product upgrades planned for release in the coming sales cycle;
Company events – anniversaries, opening new locations, etc.;
Document Control should log external documents in the Document Control Database Log Template and distribute only to approved/interested parties. Document Control should maintain a master list (or database) of all controlled documents, in accordance with AD1000-2 DOCUMENT CONTROL DATABASE. The Document Control list/database should contain the following information on each document, at a minimum:
Current revision number/ID;
Effective date; and
Document Control should distribute documents only to locations/personnel shown on the database. Alternatively, Document Control should limit electronic document access to those locations/personnel identified in the Document Control Database Log Template. The Sales and Marketing Managers should meet at least annually to review the AD1000-2 DOCUMENT CONTROL DATABASE for the purpose of ensuring that content, appearance, etc., of all documents is current and ensuring that release and review dates are current.
The Electromechanical Devices Design Completion Checklist Template covers hardware, labeling, software, and more. For electromechanical products, PM1010-5 DESIGN COMPLETION CHECKLIST FOR ELECTROMECHANICAL DEVICES should be completed and evaluated. Parts and materials should be selected based on their suitability for the chosen application, compatibility with other parts and materials and the environment, and proven reliability (where applicable).
At the completion of each D&D activity, a formal review of the results should be performed. Reviews should be objective, unbiased examinations by appropriately trained employees who were not directly involved in that design activity. Review results should be documented in report form and signed by Management employees as complete and accurate. All changes made as a result of review findings should be documented. Reports should include conclusions and recommended follow-up and should be disseminated in a timely manner to appropriate organizational functions, including management.
Ideas for new products, services, or processes should be submitted to the Engineering Manager on the Engineering Action Request Template. PM1010-1 REQUEST FOR ENGINEERING ACTION should contain an adequate description of the idea and the potential benefits to the company and its customers should be explained.
If possible, product requirements and objectives should be stated and should be specific.
Any supporting documentation (e.g., spreadsheets, diagrams, charts) providing detailed information and clarifying concepts and issues should be attached to the PM1010-1 form before submission.
The Engineering Manager should assign a project (request) ID for tracking purposes and enter the Engineering Action Request Template and any attachments in a Product Development file or database. The Engineering Manager should track the status of each development project and provide a status report to Top Management and other interested parties.
The Product Manager should review the customer’s design objectives and requirements. If these requirements are not provided with the PM1010-1 REQUEST FOR ENGINEERING ACTION or the requirements provided are unclear or incomplete, Sales should obtain clarification from the customer.
The Trade Show Coordinator should use the Equipment Inventory Request Template to request supplies that are out or in short supply. MT1030-6 EQUIPMENT REQUEST FROM INVENTORY includes reason for request, date/time required, contact information, special instructions, and more. At least a month in advance of the event (and preferably earlier), the TSC should review the Supply Checklist to ensure the necessary supplies will be available for the event.
Upon returning from the show, the TSC should submit a completed Equipment Request From Inventory form to the Sales/Marketing Manager within five (5) days of the end of the event, to help the Sales/Marketing Manager evaluate the performance of the show/event against objectives stated in the Trade Show/Event Plan.
The Quality Assurance Manager should manage and monitor the product recall according to the Food Product Recall Checklist Template. PM1030-2 FOOD PRODUCT RECALL CHECKLIST covers responsibilities at the administrative (managerial) level and at the operational (site) level. The checklist should be used when carrying out a food recall, and should be filled out with the person responsible and the completion date.
The Quality Assurance Manager should ensure that recalled product can be located, supervise any inventory counts, and account for all recalled product in accordance with applicable Federal, state, and local identification, labeling, and traceability requirements. Recalled product should be handled in compliance with the company’s procedure for control of nonconforming product. The Quality Assurance Manager should ensure the segregation and securing of recalled product as it is returned. The Accounting Manager should ensure that reimbursable costs are properly documented and that such costs are reimbursed as soon as possible.
The Strategy Team should draft goals and objectives, using the MP1050-2 GOALS/OBJECTIVES STATEMENT for guidance:
List and explain the company’s key goals for the coming period (one year or greater).
State concisely the short-term objectives related to each goal, as well as the means for achieving them and resources needed.
Briefly and concisely summarize the goals, objectives, and means in an executive summary. This should appear first, though it is worked on last.
Depending on the number and extent of goals and objectives, the Strategy Team should convene at least once with executive officers (CEO, CFO, etc.) to review goals and objectives for each product and market segment, to get a range of insights, opinions, and perspectives, reduce bias, and verify the suitability and meaningfulness of goals and objectives. The Strategy Team should formalize and present the Goal/Objectives Statement to the CEO and the Board of Directors for approval.
The Goals-Objectives Worksheet Template covers goals and objectives, as well as the means, resources, roles, and other details to achieve them. The Strategy Team should list critical attributes – strengths, weaknesses, opportunities, and threats – in column one of MP1050-1 GOALS/OBJECTIVES WORKSHEET. The Strategy Team should set one or more long-term goals related to each attribute in column one of and list those goals in column three of the form.
The Strategy Team should then break each goal into one or more defined, short-term objectives and list them in column four of MP1050-1. Objectives may be milestones, or indicators of progress toward a goal. For every objective, the Strategy Team should develop a plan to achieve it, listing the following in the Goals-Objectives Worksheet Template: means, resources, roles/responsibilities, time frame, and key metrics. Once the worksheet is filled out, the Strategy Team should take time to review the objectives, ensuring that they are SMART.
Using the Internet is simply the best and most effective marketing tool available to any size company. Small niche businesses can really benefit the most. After all, if you are in a niche, then getting in front of your target customer is one of the hardest marketing tasks. But not anymore…
The Internet literally opens up a whole new world of possibilities. The Internet is a relatively new marketing channel that allows any company to market their products globally and cost effectively, which is both good and bad. Anyone can put up a website inexpensively and they do, by the millions. So it is imperative for companies to spend enough money on their Internet marketing to be noticed by their target audience and to project the right image to them.
The Internet Marketing Guide is based on real world examples accumulated over the years through the experiences of our Internet marketing staff in developing websites, primarily for ourselves, but also through consulting work helping clients start or improve their Internet marketing efforts. (58 pages, 16791 words)
Add Internet Marketing to Your Mix
This Guide To Internet Marketing covers the basics. It is about the most common, fundamental techniques that companies can use to create an Internet marketing program. If you are planning to be successful in business, then adding Internet marketing to your mix is essential. Expect to invest some time and money to acquire the knowledge and skills explained in this guide. The results will more than pay for your efforts as you build a stronger business model armed with competitive advantages that your competition will find difficult to copy.
Why Use Internet Marketing?
The History of Internet Marketing
What is Internet Marketing?
ORGANIC INTERNET MARKETING
Search Engine Optimization
Organic Keyword Selection
Search Engine Submission
INORGANIC MARKETING – PAY-PER-CLICK (PPC)
Paid Listings on Search Engines
Ad Design for PPC
The Landing Page
The Bidding Process
The Quality Score
The PPC Budget
Web Analytics Software Tools
WEBSITE FLOW AND DESIGN
Phases of User Flow
Seeing Flow as an Iterative Process
Website Design and Layout
Article Publishing and Blogs
Create an Email Newsletter
WEBSITE SECURITY & ASSURANCES
Payment Card Industry Data Security Standard (PCI DSS)
The Quality Assurance Manager, with input from Manufacturing and Quality Assurance, will fill out a Internal Product Recall Request Template. If all the information indicated on the form is not available, the Quality Assurance Manager will fill in what is available. The request covers the recall class, reason for recall, recall instructions, circulation, and more. The Quality Assurance Manager should immediately distribute the PM1030-1 PRODUCT RECALL REQUEST (INTERNAL) to the following departments, at a minimum:
Quality (Quality Assurance);
The Public Relations Department should notify the appropriate governmental Recall Coordinator, conveying all pertinent information taken from the Product Recall Request (Internal). The Public Relations Manager should not give the PM1030-1 form, original or copy, to the Recall Coordinator.
The Public Relations Manager should issue a press release and other communications appropriate to the recall classification. The Quality Assurance Manager should ensure that an annual audit of product recall records is conducted, to determine if recall procedures are being properly implemented and that they continue to meet statutory/regulatory, customer, and other requirements.