Customer support
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This document outlines seven qualities of good customer support: problem-solving skills, clear communication, a friendly attitude, empathy, business acumen, product/service knowledge, and strong time management. It emphasizes that problem-solving skills, including root cause analysis tools, are the most important for understanding and addressing customer issues seriously. It also stresses the importance of transparent and clear communication with customers through various channels and keeping them informed of any delays or issues. Maintaining a friendly attitude by being transparent and organizing social activities can help build long-lasting customer relationships.
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The document provides an overview of key topics related to customer service including identifying customer needs, maintaining relationships, communication skills, common reasons for customer complaints, and competencies required for customer service roles. It also lists common excuses for poor customer service and ways to counter them, such as not having enough time or customers being difficult. The majority of customers (68%) reportedly leave organizations due to rude or discourteous service.
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HPM Panther (Captan 50% WP) Presentation
Panther Captan 50% WP is a broad spectrum fungicide belonging to the phthalimide group. It has protective and curative action against a wide variety of fungal infections in crops. It works by inhibiting fungus respiration and energy production. Panther is effective against diseases like brown rot, downy mildew, early blight and late blight in several crops including apple, cherry, grapes, potato and tomato. The document then provides information about each of these crops and the diseases Panther helps control for each one.
HPM Hindustan M-45 (Fungicides) Presentation
- The document discusses Hindustan M-45, a broad-spectrum fungicide that provides disease control for many major crops like potato, tomato, wheat, rice, sorghum, banana, grapes, guava, and apple.
- It controls diseases caused by all four major classes of fungi through its multisite mode of action, making resistance less likely to develop. It also provides nutrients as it degrades harmlessly in soil and water.
- Examples of diseases it controls include late blight and early blight of potato, early blight and leaf spot of tomato, brown rust and bacterial leaf blight of wheat, blast disease of rice, leaf spot diseases of sorghum, banana diseases
HPM X-Pert Power (Insecticides) Presentation
X-pert Power (Emamectin benzoate 1.9% EC) is a highly potent insecticide and acaricide that has both systemic and contact action. It is a broad spectrum pesticide that can be used on field crops like cotton and soybeans as well as vegetables, fruits, and cereals. The insecticide works by enhancing the effect of the neurotransmitter GABA and disturbing neurotransmission, causing insects to stop moving and die quickly. It should be applied at 75-250 ml/acre during the first incidence of pests and repeated as needed, taking precautions like wearing protective clothing and avoiding inhalation or direct contact with skin.
HPM Storm
This document discusses a herbicide called Clodinafop Propargyl 9% + Metribuzin 20% WP that can be used to control various wheat weeds including Phalaris minor, Medicago spp, and Melilotus spp. The herbicide is effective against these three common wheat weeds as well as Chenopodium album.
Warehouse Operations.pptx
The six fundamental warehouse processes are receiving, putaway, storage, picking, packing, and shipping. Receiving involves verifying the right product is received in the right quantity, condition, and time. Putaway involves moving goods from receiving to optimal storage locations to maximize efficiency. Picking collects products to fulfill orders and is the most costly process, comprising 55% of expenses. Packing consolidates picked items and prepares them for shipment. Shipping is the final process that delivers orders to customers on time and accurately.
Porter's five forces model marketing
Porter's Five Forces model analyzes five competitive forces that shape an industry: 1) rivalry among existing competitors, 2) threat of new entrants, 3) bargaining power of suppliers, 4) bargaining power of buyers, and 5) threat of substitute products. The model helps businesses understand the profitability and attractiveness of an industry sector by identifying its weaknesses and strengths. Analyzing these competitive forces can help companies improve their profitability by adjusting their strategy accordingly.
Ge nine(9) cell matrix
The document discusses the GE Nine Cell Matrix, which is a portfolio analysis tool developed by McKinsey & Company for General Electric in the 1970s. It evaluates business units based on their market attractiveness and business strength. Market attractiveness depends on factors like market size, growth rate, and profit margins. Business strength is assessed by metrics such as market share, brand strength, and competitiveness. The matrix plots business units into nine cells that indicate whether a unit should be invested in, maintained, or harvested. It provides a more nuanced analysis than the Boston Consulting Group matrix.
Lean manufacturing tools part 2
The document discusses several Lean Manufacturing tools: a poka-yoke is a mechanism that prevents human errors from occurring in a process; an alert system uses alarms or signals to draw attention to abnormalities; and genba refers to going to the actual place where work is done, like the shop floor, to identify problems and opportunities for improvement through gemba walks.
12.1 lean manufacturing tools part 1
The document discusses several lean manufacturing tools:
- Kanban uses a pull system with queues and work-in-progress limits to regulate workflow. Bottlenecks are addressed to clear successive stages.
- Heijunka aims to level production volume and mix over time to efficiently meet demand while minimizing inventories and costs.
- Poka-yoke aims to prevent defects by using automation to detect abnormalities, stop faulty processes, fix immediate problems, and investigate root causes.
Bcg matrix (boston consultancy group matrix)
The BCG Matrix is a tool used to evaluate products based on their market share and growth rate. It categorizes products into four quadrants: Stars, which have high growth and market share; Cash Cows, which have high share but low growth; Question Marks, which have high growth but low share; and Dogs, which have low growth and share. Understanding where products fall in the matrix allows companies to determine the best investment and strategic approach for each.
Annual operation planning & budgeting process
The document outlines the annual operations planning and budgeting (AOPB) process for HPM Chemicals and Fertilisers. The process involves 4 workshops to develop the annual plan and budget. Workshop 1 is for annual sales planning where the sales team develops the sales plan and identifies any gaps vs management targets. Workshop 2 identifies constraints for production, procurement and gross contribution. Workshop 3 develops the tentative budget and Workshop 4 finalizes the annual plan and budget. The process aims to improve visibility, reliability and control of sales targets, resource allocation and costs through defined activities, roles and timelines.
How to give effective presentation kunzite
The document discusses the different types and purposes of presentations: to inform, educate, persuade, entertain, and inspire. It provides examples for each type and notes their key characteristics. Presentations to inform provide facts to audiences, while those to educate aim to teach and have audiences leave knowing more. Persuasive presentations try to convince audiences of a viewpoint or product. Entertaining presentations seek to make audiences feel good through humor or positive experiences. Inspiring presentations aim to motivate change through emotional stories. The document also provides tips for effectively planning, preparing, practicing and delivering a presentation.
Swot analysis
This document discusses SWOT analysis, a technique for assessing the strengths, weaknesses, opportunities, and threats of a business. It provides tips for conducting an effective SWOT analysis, including selecting the right team, using a well-drafted format, and periodically reviewing the analysis. The document also gives examples of internal and external factors that could be considered for each component of a SWOT analysis. Conducting a SWOT analysis can help businesses with strategic planning by providing a clear understanding of success factors, risks, and decisions.
Capa
The document discusses corrective and preventive actions for an incident involving a leaking oil drum. It describes stopping the leakage, disposing of the leaked oil as hazardous waste, and performing a risk assessment to determine the root cause. Permanent corrective actions would be implemented to address the root cause, such as improving control points and escape points. The actions would be properly planned, implemented, communicated, and validated to ensure effectiveness. Similar processes would also implement the same actions through horizontal deployment, work instructions, training, and verification.
Corrective & Preventive Action
The document discusses corrective and preventive actions for an incident involving a leaking oil drum. It describes stopping the leakage, disposing of the leaked oil as hazardous waste, and performing a risk assessment to determine the root cause. Permanent corrective actions would be implemented to address the root cause, such as improving control points and escape points. The actions would be properly planned, implemented, communicated, and validated to ensure effectiveness and prevent future occurrences.
Lead time takt time cycle time and throughput
The document defines and compares various production timing metrics:
- Takt time is the rate at which a product must be completed to meet customer demand, calculated as total available production time divided by average customer demand.
- Throughput time is the actual time taken to manufacture a product from start to finish, including processing, movement, inspection, and wait times.
- Lead time refers to the total time from when a customer places an order to when the final product is received.
Corrective & Preventive Action
The document discusses corrective and preventive actions for an incident involving a leaking oil drum. It describes stopping the leakage, disposing of the leaked oil as hazardous waste, and performing a risk assessment to determine the root cause. Permanent corrective actions would be implemented to address the root cause, such as improving control points and escape points. The actions would be properly planned, implemented, communicated, and validated to ensure effectiveness and prevent future occurrences.
How to find new customers and increase sales
This document provides guidance on defining your target market and generating sales leads. It recommends answering questions about who will buy your product and what value you offer to define your audience. Existing customers should be marketed to through bundling products, upselling, discounts, and rewards to increase sales. Potential new customers can be identified by analyzing metrics on how current customers were obtained and networking, and various outreach strategies like advertising, affiliates, and websites can generate new leads.
Inventory management
Inventory management refers to the process of ordering, storing, using, and selling a company's inventory, including raw materials, components, and finished products. It aims to have the right amount of inventory to meet customer needs without overinvesting, and involves demand planning, determining optimal inventory levels, inventory tracking and control, and periodic counting.
Inventory control
The document discusses inventory management. It defines inventory as any items a business holds for resale or repair. Effective inventory management requires tracking inventory levels and sales to avoid stock-outs or overstocking. Stock-outs occur when inventory is unavailable, potentially losing sales, while overstocking ties up capital in unsold goods that incur storage costs. The document provides tips for inventory management, including categorizing items by sales volume, tracking product information, auditing inventory counts, and using formulas to determine optimal order quantities.
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Customer support
- 2. CUSTOMER SUPPORT 7 Qualities of Good Customer Support:- 1. Problem-Solving Skills. The number one skill you need to excel in customer service is problem-solving. ...(Root cause analysis/why-2 analysis/8D form etc.) 2. Clear Communication. ...(through mail, telephone broadcasting message, etc.) 3. Friendly Attitude. ...(for transparency). 4. Empathy. ...(to feel the problem and issues faced by customer). 5. Business Acumen. ...(combination of skill, knowledge and ability). 6. Product/Service Knowledge. ...(Expertise in the subject). 7. Strong Time Management. …..(Time Quadrant).
- 3. PROBLEM SOLVING SKILLS Number one Skill need to develop is Strong Problem solving Skills Like Root Cause Analysis through various tools like fishbone diagram, 8D and why-why analysis etc. Understanding and acceptance of the problem is must. Every complaint must be treated as serious issue. Apply Kaizen and other improvement methods
- 4. COMMUNICATION Transparent and clear communication is must. 1. Any delay in the delivery, short coming, quality issues must be communicated immediately. 2. Clear Communication. ...(through mail, telephone broadcasting message, etc.) 3. Who, how, when and to whom communication to be pass. 4. Mode of communication is clear both the parties.
- 5. FRIENDLY ATTITUDE Friendly Attitude. ...(for transparency). This is not a Hide and Seek game. Friendly behavior buildup the long lasting relationship. Keep the things transparent. Make some casual meetings, outdoor activities, invitation for some training sessions etc. Awards and recognition for best customers will boost up the relations.
- 6. EMPATHY 1. Empathy. ...(to feel the problem and issues faced by customer). 2. Know the problem of the customer, how he is facing with the products. 3. Get trials by yourself to know it better. 4. Communicate all the issues to top Management. 5. Protect Customer properties with highest priority.
- 7. BUSINESS ACUMEN & PRODUCT KNOWLEDGE 1. Develop Skills about product end use. 2. Knowledge of the products , Technical and Operational aspect. 3. Mail communication, Verbal communication skills. 4. Positive response for every situation. 5. Always Think for win-win situation.
- 8. TIME MANAGEMENT Strong Time Management. …..(Time Quadrant). Stick to time bound situation. Never give timeline which is not attainable. Think of SMART concept, Specific, Measurable, Attainable, realistic and Time bound.