Jaume Pol's Blog

(Para leer este artículo en español, pulse aquí.)

There are some situations in which it’s really easy to create a disappointed client, specially in front-line jobs. But it’s not usually employee’s fault, we have to blame the manager.

It is very important to design a customer service department from the customers’ point of view, not from employee’s most suitable job performance point of view.

Sometimes, employees have to deal with long queues, if a good customer service hasn’t been implemented, then they tend to optimize their jobs in order to become more productive. As it happened to me, the employee could serve 10 coffees at the same time but the queue didn’t disappear, it turned from waiting for ordering to waiting for receiving the order. Customers got angry and the problem was still there.

(Para leer este artículo en español, pulse aquí.)

Focusing on business, making promises and keeping them is a difficult relationship because as more promises you make, the harder it is to keep them.

This becomes specially difficult in the market. In order to attract customers, you have to make promises and create expectations. If your promises are below competitors’, your potential customers will go to them. On the other hand, if your promises are over competitors’ but you cannot make them real, your customers will be disappointed and no longer will buy from you.

As a marketer, you have to create a balance between the promises made and the ones you can perform. It is much better that your customers get a “wow” with previous low expectations than it is to simply accomplish expectations. Perhaps, it is better to have less customers but more loyal.

(Para leer este artículo en español, pulse aquí.)

This statement must be applied to all facets of business and life.

If you, as a business or person, break your promises down, you will lose trust from friends, customers, employees or followers.

Many people don’t think in subconscious consequences of this act, specially with friends and employees. The persistent act of failing to keeping promises creates a deep wound in friends’ feelings. If you maintain this behavior, sales will go down, friends will not trust you anymore, and employees will be angry.

Divendres passat, Vaig visitar dos bancs diferents. El meu propòsit era trobar a un compte bancari adequada, sense comissions bancàries. La primera vegada que vaig visitar hi havia un producte perfecte per a les petites empreses. El segon, encara, no.

És fàcil, si la situació és difícil, vostè no aconseguirà més clients i ingressos si no s'adapten els seus productes a la demanda. Jo no estava demanant un tot sense serveis, però, si més no, Jo estava buscant els meus moviments bàsics per no ser acusat.

És per això que és molt important per analitzar els seus clients i el mercat, perquè no fer-ho li farà perdre diners. D'altra banda, vostè ha de saber el que els seus clients valor. Per exemple, un compte bancari sense despeses de manteniment i sense quotes per a la primera targeta de crèdit són característiques molt bé d'un producte bancari en una economia difícil.

Last night, Jo estava escoltant un programa de ràdio de futbol d'una estació de ràdio en espanyol. L'entrenador de la selecció espanyola estava sent entrevistat. Els entrevistadors van ser afalagadors en ell a causa de la Copa del Món i els resultats obtinguts durant la fase de classificació Eurocopa.

I think that Vicente Del Bosque, the coach, is good at his job. However, there are some evidences to think that he is not as good as they say and that he doesn’t deserves the salary he earns nor the compliments.

First of all, the best managers aren’t willing to train national teams. It is better to train a great team, like Chelsea, Manchester United, Milan, Real Madrid, FC Barcelona, than a national team. Therefore, his talent is below than his colleagues from big teams, like Ferguson, Guardiola, Mourinho, etc.

Second, it has to be taken into account that Spain won the 2008 Euro Cup with another coach, Luís Aragonés. Before winning the Euro Cup, Aragonés didn’t have a good reputation among Spanish journalists nor among Spanish soccer world. També,the Spanish national team style of playing soccer was exactly the same with Del Bosque and Aragonés.

Third, they had the same style in both competitions because they almost were the same players. Casillas, Puyol, Torres, Villa, Xavi, Iniesta, Cesc, Capdevila, Ramos, Silva, all of them and some more won both championships.

Fourth, they might be mere coincidences but, the brain of the team has been the same in both championships, Xavi and Iniesta. And, as well, both play for the same team for many years: FC Barcelona, i, also, FC Barcelona has probably been the best team in the world in the last 3 years.

I cannot say that Vicente Del Bosque is a bad coach, of course not. Però, what if the coach had been a second division coach, would they have won the World Cup? Would he have had enough courage to change anything of this team?

We can apply this to business, if a person with education and 15-year experience in business was appointed as the new Coca-Cola CEO, would the results of the company be the same? I think there are some companies that don’t need much talent to be the same as they are. Only revolutionaries need and have that talent to succeed.

I would like to detail the tasks I carried out at Fischer during that time. My responsibilities were around two big product categories: screws and drill bits. My position was Product Manager, within the Marketing department. My main tasks were:

ANALYSIS

• Sales analysis per product, per sales rep, per channel, etc.
• Competition analysis (product test, price comparison, surveys)
• Consumer analysis with phone interviews.
• Analysis of best sales arguments and techniques with interviews and in-person observation.

PRODUCT STRATEGY

DAILY TASKS

• Solving unexpected problems related to products (quality issues, stockouts, etc.)
• Control of order points.
• Creation and management of articles at SAP.
• Email communications to sales team.
• Keynotes to sales team.
• Composition of briefings for design team.

My job at Fischer reached the end on July 2011. It was a 10 months job in which I was supported and helped by many people. Without them all these goals wouldn’t have been accomplished, I have to thank them for advising and guiding me. També, some of them become friends. Fortunately, we have achieved great results during this time, some of them are the followings:

• 10% increase of drill bits sales.
• Release of new and innovative products, specially in drill bits category.
• 30% increase of screws sales.
• Creation of new packaging for screws.

Des 1 set 2010, Jo sóc el responsable de productes de sistemes de fixació a Fischer Ibèrica, SA, la filial de la Fischerwerke a Espanya. Fischer és una empresa que produeix principalment tota mena de sistemes de fixació. El fundador de l'empresa, Sr Arthur Fischer, va inventar el tac de niló.

Avui en dia, l'empresa produeix i distribueix tot tipus de sistemes de fixació, com el niló o fets a mida, sistemes de fixació feta de metall i químics. Fischer també ofereix coles i auxiliars de la construcció d'altres productes. Podeu trobar més informació sobre l'empresa en fischerwerke.de o fischer.es.

Specifically, Sóc responsable de més de 200 productes, s'inclouen els més importants: la fixació d'elements. Estic totalment segur que serà una gran experiència, Vaig a aprendre molt i vaig a passar una bona estona. Va a trobar articles sobre aquesta empresa en la categoria “Pescador“.

Durant aquest estiu he estat definint tots els procediments del departament de producció. Ha estat molt interessant per la seva importància quan el creixement de l'empresa. La millor manera de definir-los és fer un projecte i posar per escrit totes les accions dutes a terme durant el mateix. Aquest mètode ocupa molt de temps però és una bona inversió per al futur.

No crec que moltes empreses de serveis tinguin el seu propi manual de procediments per tal de fer l'empresa més eficient. El fet que et fa concentrar els teus millors recursos per a les accions més importants és fascinant. Al dividir el procés en passos més petits augmenta la productivitat i redueix els costos.

En el meu treball a Costa, després de visitar diferents ciutats de tot Espanya, com Saragossa, Albacete, Bilbao, Santander, He tancat la meva primera venda. Va tenir lloc a Santander, un supermercat independent gran ens ha comprat 6 caixes de 10 de maó *, és un supermercat molt agradable, amb productes exclusius. He de dir que els nostres productes estan posicionats en el segment d'alta qualitat.

La nostra estratègia de vendes es divideix en tres passos:

Segmentació: En primer segment dels nostres clients sigui possible en les grans cadenes, cadenes de supermercats petits i independents. En el meu treball el nostre objectiu són els supermercats independents.

Oferta: Després d'identificar el nostre objectiu, Els visito i els presento els nostres productes, as well, Jo els dono una mostra. Atès que la nostra és una petita empresa, no podem permetre'ns una campanya de promoció de grans, per tant, sabem que els nostres productes són molt bons i en general aconseguir nous clients, donant-los mostres.

el desenvolupament de plom i tancar les vendes: Després, a l'oficina, Posar-me en contacte amb ells la petició d'avaluar. He de dir que em tanca més vendes, però les nostres condicions de venda que va fer impossible. Altrament, Me les vaig arreglar per canviar les nostres condicions de venda i ara som capaços de venda menys caselles a la primera compra.

* peça: Tetra Pak un envàs per a líquids.