Wednesday, January 30, 2013

Customer Service Cover Letter Sample

The customer service cover letter sample below shows the principles of good cover letter writing. It is longer than the conservative standard. The sender begins by saying which job she is applying for. She also pays a few compliments to the company. In the second and third she highlights her skills and accomplishments. The last paragraph of the customer service over letter sample sets the stage for an interview.

Customer Service Cover Letter Sample

Dear Mr. Smith,

Customer Service Cover Letter Sample

May this letter find you well. I read in your web site that you are in need of a customer service representative. I have been in this field for six years and presently am employed with ____ in its sales department. Having heard of your recent acquisition of ____, I see that yours is a fast-growing company with a bright future; I would be happy to render my skills at your service.

My warm, friendly and charming personality helped win the loyalty of our clients. I am proud to say that since I started working for my current employer, the number of returning customers has doubled!

Besides customer care, I also worked as public relations officer for the Office of the Mayor. Attending to people and listening to their concerns so that we may work out a solution is natural to me. My experiences have taught me that for any business or organization to thrive, it must always maintain an open and active line of communication with its patrons. It is the task of customer service representatives like me to secure this for you.

For your reference, I have attached my resume which details my work history, training and seminars, and awards. But I think I would be able to tell you more about my qualifications in an interview. Please do not hesitate to call me so that we may schedule a meeting.

Thank you for your consideration.

Yours sincerely,

Jane Henry

Customer Service Cover Letter Sample
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Mark Mattey is a writer and entrepreneur. To learn more about Samples of Cover Letters or Cover Letter Sample, visit his website.

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Saturday, January 26, 2013

Negotiation - Understanding Your Sources Of Power

One of the main differences between negotiators is how confident they feel when
negotiating. Typically, the more confident we feel, and the better we are prepared,
the more successful will be the outcome of our negotiations.

Personal power comes from many sources. To build up and increase our confidence
as negotiators we need to step back and analyse the sources of our personal power
and compare them with those of the people with whom we are negotiating.

Power is not absolute. In most negotiating relationships the power balance moves
with time as the negotiation progresses.

Negotiation - Understanding Your Sources Of Power

Here are just a few examples of sources of power:

Information Power:

Information power comes from having knowledge that will influence the outcome of
the negotiation. Planning and research can increase our information power, as can
asking the right questions before we reach the bargaining phase of the negotiation.

Reward Power:

Reward power comes from having the ability to reward the other party in the
negotiation. It could be the power a buyer has to place an order for goods and
services or the power a salesperson has to give good service and solve problems

Coercive Power:

Coercive power is the power to punish. This is seen most commonly in the buyer-
seller relationship, but can be a feature of other types of negotiation.

Situation Power:

Situation power is the power that comes from being in the right place at the right
time. A customer is desperate to place an order and you are the only source of
supply in the short term. Having an effective network and keeping in touch with
what is happening can increase your situation power.

Expertise Power:

Expertise power comes from having a particular skill which you can apply and which
can influence the outcome of the negotiation. Improving negotiation skills helps you
win better deals. Other areas of expertise could also help the outcome of the
negotiation.

And Finally - Referent Power:

Referent power comes from being consistent over time. If people see you as having a clear, consistent strategy as a negotiator, you will increase your referent power.
Having standards that you stick to and being consistent will help to increase your
referent power. In the eighties, Margaret Thatcher wasn't universally popular, but
was respected by many for being consistent in her views and behaviour. In the end
she failed because her approach was too rigid and she was unable to adapt to
changing circumstances.

Copyright © 2007 Jonathan Farrington. All rights reserved

Negotiation - Understanding Your Sources Of Power
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Jonathan Farrington is the Managing Partner of The jfa Group. To find out more about the author, subscribe to his newsletter for dedicated business professionals or to read his weekly blog, visit: http://www.jonathanfarrington.com

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Wednesday, January 23, 2013

The Role of the Purchasing Manager

INTRODUCTION

Procurement researches sales records and inventory levels of current stock, find foreign and domestic suppliers, and stay current on any changes in either the supply of or demand for needed products and materials.

Production and Manufacturing are closely related but are not one and the same. Manufacturing involves activities from research, design and development, production, logistics, and service provision to end of life management. Production involves the processes of making, shaping, etc., while manufacturing involves the process of getting raw materials to goods and their associated services

The Role of the Purchasing Manager

Purchasing managers, buyers, and purchasing agents aim to find the best merchandise at the lowest possible purchase cost.

Purchasers and buyers find the best goods or services, choose suppliers, negotiate prices, and grant contracts that ensure that the right amount of the product or service is received when it is needed.

PURCHASING AND MATERIALS ACTIVITIES

The Purchasing Manager plays a pivotal role in procurement, vendor development, and negotiation. The manager plans, organizes, directs, controls, and evaluates the purchasing activities of the company. The manager provides expertise in specifying and procuring new and replacement components, parts and equipment, and reviews technical and quality requirements for the purchase of items, spare parts, and services.

To operate cost-effectively the company requires competitive prices commensurate with the technical and service requirements, and the security required by the business.

The role is to manage and operate this process, in particular developing processes to capture and control expenditure and linking with suppliers, both current and potential, to ensure that best prices and quality is achieved.

The Purchasing Manager develops purchasing policies and procedures and controls the purchasing department budget.

Relationship Management

* Manages day-to-day functioning of purchasing group.

* Reviews purchase orders to ensure adherence to quality and procedures.

* Ensures that re-ordering of stock is carried out on a daily basis as required to maintain adequate stock levels of parts for production.

* Understands assembly process thoroughly to ensure that the material is delivered just in time.

* Participates in the creation of forecasts, and relates those to production programs and stock required for the daily production round.

* Represents purchasing in discussions and strategies aimed at improving overall integration of purchasing, assets, and accounts payable.

* Liaise with Technical department when creating new products or in matters relating to product specification.

* Participate in the development of specifications for equipment, products, or substitute materials.

* Reviewing the technical specifications for accuracy and completeness.

* Manages the creation and maintenance of Equipment Bill of Materials.

* Overseeing the technical and QA requirements on all items (materials, components, and parts) to ensure that purchased items meet design requirements.

* Managing the shipping, handling and storage requirements on components to ensure high quality items are received and issued to the appropriate departments.

* Standardizing and managing the evaluation of replacement items for obsolete parts and component acceptability.

* Support & Coordinating with the various Departments for Procurement of Common Raw Materials & Packaging Materials.

* Coordinate with various departments for smooth functioning of departmental activity, particularly with Accounting department.

* Rate contracts/tendering /market surveys and data bank of prices for ready reckoning and instant estimations.

* Prepares, monitors and controls department business plans / budgets

Supplier Management and Vendor Sourcing and Analysis

* Undertakes Vendor Analysis & Development of new Vendors.

* Identifies early suppliers for company components, concepts, and production programs.

* Manages vendor documentation program, ensuring that a tracking system is in place and maintained.

* Works closely with potential production suppliers to ensure effective support.

* Searches on a worldwide basis for technology suppliers, technology partners, and future potential suppliers for the company and keeping up with market trends.

* Proactive and acts on initiative to maintain a supplier base and when necessary source alternative suppliers to ensure that the required material products remain in constant stock as required.

* Proactively ensures all suppliers adhere to agreed service levels and to have contingencies plans of supply for all core product ranges.

* Develops and implements appropriate long and short term strategic and tactical initiatives in order to achieve specific buying, sourcing targets.

* Supports the Product Design Group with supplier negotiations, supplier timing plans, and cost forecasts to achieve the most cost effective component delivery.

* Negotiates and executes contracts with the vendors as per requirement of quality, cost and delivery.

* Maintains data of all the prices approved as a record and keeps track of changes in prices frequently and updates.

* Reviews purchase orders to ensure adherence to quality and procedures.

* Oversees the purchase orders to Vendors and order acknowledgements from the Vendors.

* Follows up with Vendor for delivery and to get the material at the right time and required quantity at required locations.

* Follow through on outstanding back orders.

* Maintains effective record keeping on all purchase orders and supplier confirmations.

* Coordinates with accounts for payment of suppliers and resolve issues if any.

* Reviews and processes claims against suppliers.

* When necessary, to develop a sub-contractor base whether local or direct to market level and to set-up on-site, sub-contractor QA and process improvement activity.

Cost Reductions and Efficiency Improvements

* Evaluates cost and quality of goods or services.

* Monitors International Trends in Raw Material for effective negotiations.

* Continuously tries to reduce outgoing funds while not compromising on product quality.

* Obtains best prices for imports from carriers.

* Cost Cutting through negotiation with suppliers (domestic/foreign).

* Negotiation and pricing of current and new products.

* Streamlining production, identifying and eliminating inefficiencies.

* When necessary, Just-In-Time purchases to minimize inventory cost.

* Updating and revising existing purchasing procedures to introduce cost cutting measures.

* Balancing regional and global approaches.

* Accurately monitoring and forecasting stock levels.

* Researching and identifying new products and suppliers.

* Always seeking reliable vendors or suppliers to provide quality goods at reasonable prices.

* Precise monitoring of quantity and timing of deliveries.

* Ensuring relationships with existing suppliers are kept manageable and in the best interests of the business - be this through initiating commercial negotiations, implementing improvement programs and making certain quality, cost and delivery are guaranteed.

* Maximizing the supply chain efficiencies for all accountable suppliers and accounting for the in, and outbound supply chain for the business against agreed service and targets.

* Highlighting purchasing opportunities where identified.

* Managing and developing a solid relationship with suppliers to reduce costs and improve quality including on-time deliveries.

* Plans material as per the requirement of assembly processes to support improvement in the production flow.

* Overseeing continuous improvement initiatives to drive process optimization.

* Developing and managing obsolescence programs, including the strategic direction for components and materials.

Team Relationship

* Provide leadership to the team.

* Supervise and motivate the team.

* Develop and train staff to ensure that they meet required performance standards.

* Support in execution of Service Contracts.

* Liaise with support staff as appropriate.

* Provide guidance to staff in handling employee inquiries and to ensure that matters are resolved.

* Demonstrate credibility to win the confidence and support of the top management, suppliers and partners.

* Interact with suppliers, customers, customers' agencies (Artwork Houses etc.), and agents, suppliers and prime producers supplying all group companies.

* Provide assistance to all departments as required.

* Deal effectively with executive, technical and operational and sub-contract personnel.

The Role of the Purchasing Manager
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Joseph Schembri has over 10 years of production, manufacturing, purchasing, logistics and management skills with multi-faceted manufacturing experience. He is also skilled in all phases of procurement, from concept to product roll-out. http://www.schembrionics.com

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Monday, January 21, 2013

Critical Negotiation Skills For Dealing With Complex Negotiations

Do you find yourself in a position where it is difficult for you to make sense of all the issues & interests of the many parties that are involved in a negotiation?

This is a common challenge. Much has been written about how to deal with complex negotiation situations - unfortunately most of it is generically focused and does not address the needs of business negotiators.

The field of business-to-business negotiation can be very complex indeed, and without a navigational tool to assist you in managing this complexity, you could miss opportunities and cost yourself and your organisation dearly.

Critical Negotiation Skills For Dealing With Complex Negotiations

The key to unlocking optimal value from your complex negotiation situations is for you to identify and understand the interests of all the parties impacted by or participating in the negotiation. In some cases, it can be easy for you to understand both the positions & interests of stakeholders in the negotiation. In most cases, however, it is not only difficult for you to identify the interests of stakeholders; it is also difficult for you to identify all the stakeholders.

What then are the most critical strategies and skills you need to successfully deal with complex, multi-party negotiations?

1. Identify all the stakeholders in the negotiation.

This may be stating the obvious but in practice, it can be difficult for you to spot and track all the stakeholders in a negotiation. In a business environment, you should at minimum try to identify the following stakeholders:

a. The financial stakeholders

These are the individuals or groups that will finance, underwrite or lend authorisation to conclude an agreement based on the financial terms proposed. It is key that you identify all potential individuals that may have an interest in the financial aspects of the negotiation.

b. The user/consumer stakeholders

These are the individuals or groups that will implement and support the outcome of the agreement that is reached. Typically these are the stakeholders that will live and work with the outcome of the negotiations on a day to day basis.

c. The technical & legal stakeholders

These are the individuals or groups that will sign off and approve the technical and contractual dimensions of the negotiations.

d. Guides/Gurus & other Influences

These are the individuals or groups that hold significant influence over the decision makers involved in the negotiation.

2. Identify the interests of each stakeholder in the negotiation

There are basically two ways for you to identify an individual or group's interest in a negotiation. The first way is to put yourself in that individual or group's position and to try and see things from his/her/their perspective. What supporting data would you require? What precedents would apply? What assumptions can you make, and test?

The second way is to ask the individual or group a series of questions to help you (and them) to accurately identify their key interests. The best question to ask is "Why?" "Why is this negotiation important to you? Why are you assuming this position? Why is this option being explored?"

3. Create a frame that is appropriate for each stakeholder.

Once you have identified the interests of each stakeholder, you should now create the appropriate frame. Different people take decisions for different reasons. It is not appropriate to highlight the same points to support decision making to all stakeholders. You should focus on communicating the most appropriate frame to each stakeholder or potential stakeholder.

A decision, or part of a decision, can be significantly impacted by the frame that you create for the stakeholder.

4. Create an effective management structure for the negotiation

It is of critical importance to think about how you will manage the various stakeholders in the negotiation. In complex transactions, you will need various resources to support the negotiations. It is critical that you identify a clear role for each participant and that you create an environment within which you present your counterparts with a consistent message.

If your counterparties experiences you and your team to be rational, the odds are greatly enhanced that they will also respond to you in a rational fashion.

You can only present a unified and rational 'front' if you have considered the roles & responsibilities within your negotiation team.

Split the focus in the team between those that will manage the relationship aspects, and those that will manage or be involved in the task related activities. Remember to create an agenda that addresses the interests of all potential stakeholders.

A successful way for you to simplify complex negotiations is to add structure.

You need to focus on the process elements to ensure that you make progress at every level of the negotiation. You will find that complexity can be more easily managed with the use of an appropriate supporting structure.

Critical Negotiation Skills For Dealing With Complex Negotiations
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Jan Potgieter is the Founder & Managing Director of Business Negotiation Solutions Limited. To sign up for a free 5 day negotiation skills training e-course go to http://www.negotiationeurope.com

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