Having been involved in anodic protection for many years, our top-notch colleague H – any suggestions? Flashback to November 23rd

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The last edit to this post was made by njgygs on 2016-3-27 at 21:17. Well, let’s act as the client for once: our company is building a factory, and a friend who knows our company’s management introduced us to a equipment supplier; our manager assigned colleague H to go and investigate the situation. The friend urged the supplier repeatedly to cater fully to people’s vanity and desire for face; the equipment supplier took this seriously and gave them a grand reception. Before leaving, they asked for some cigarettes, and didn’t forget to say that they must also bring some more for the managers. The equipment supplier could only give them a few cigarettes. And then there was nothing after that; was the equipment ordered yet? It’s just one sentence: you’re not good enough. Is the price high? You guys can’t do it. It turns out the manager had already signed the contract. 8. Everyone, including the senior manager, went over to the client’s place; it felt like a leader had come for an inspection. He told us that the client’s leader is a senior manager, and so am I – so what’s the big deal? 7. If I’m a senior manager, can I go there in person? What is a sense of responsibility? Many customers either need to drive or go to assist in resolving issues, so Colleague C and the other after-sales staff can no longer keep moving around. C was really anxious and asked colleague H (who is in charge of after-sales service) if they could also go on a business trip, as they were simply overwhelmed with work Colleague H said, “There’s no one in after-sales service right now. I’m a manager; could you arrange for me to go there in person?” ”Glanced at colleague C. Isn’t it the case that the emperor isn’t in a hurry, but the eunuchs are? Colleague C, is it really necessary to be so anxious about the company’s affairs? The management actually thinks you are inefficient. VI. Let’s work together – Colleague C will be quite happy about this. A client in Sichuan has ordered a lot of spare parts, and the commission will be good. When Colleague H found out, he patted Colleague C on the shoulder and said, “This client is pretty good; next time, let’s work together on this project.” Well, another client in Sichuan wants to order spare parts again. Colleague C faced the same outcome: Colleague H wouldn’t let him go there, so he flew there himself to sign the contract. This is what’s meant by “next time, let’s work together on something.” They also said, “Don’t worry about this time; next time we’ll find something else for you to handle.” V. What you’ve given me is not as much as mine. There’s a relatively large client in Jiangxi who is involved in copper refining; the company’s management and colleague F did their utmost to make progress and secure a business relationship with them. Colleague H went to provide after-sales service, and as a result that customer became his client – the reason being that he was familiar with that customer in Jiangxi; recently he went back to approach them for business. IV. Your customers are my customers as well. I quoted a price to the client; from the company’s perspective, with the idea of keeping the price as high as possible, I didn’t reduce it much before finalizing the contract. Later, the equipment started leaking, and colleague H went to deal with it. From then on, it was always colleague H who handled the orders for new equipment, and the sulfuric acid plant didn’t get in touch with me either. It was only later that I found out the reason: Colleague H kept saying I wasn’t good enough, and he just reduced the prices for customers arbitrarily. I asked colleague H what that meant; he said the equipment had defects and that we didn’t care about it. He went ahead and took care of the customer service – after all, it was his customer. Then he even questioned why that person didn’t come to him to buy spare parts or have the equipment repaired If there’s a problem with the equipment, of course it needs after-sales service; I (or other colleagues) asked that someone be sent to deal with it, but colleague H said there was no one available. III. No matter how much you owe the company, I still earn a commission from selling accessories. One customer owed the company hundreds of thousands in outstanding payments; after the equipment’s warranty period expired, problems arose with the instruments. Through negotiation, both parties made concessions, and we managed to get all the instruments working properly again, after which the customer paid off the remaining balance. As a result, the instrument returned to normal operation, and only a little over 100,000 was paid as the remaining balance. This year, the instrument has problems again. The customer wants to purchase spare parts; they’re willing to pay part of the remaining balance first. But I think the entire remaining balance must be paid before we can discuss the spare parts – otherwise I won’t be able to justify it to myself. I can’t end up suffering the same losses as last time. The customer contacted other employees at our company, and most of them refused. But as luck would have it, the customer reached out to colleague H, who agreed without hesitation. The customer offered 100,000, and colleague H sent people to repair everything for the customer free of charge (the main goal was to keep the spare parts business for himself and sell them, for a profit of around 60,000–70,000; however, this didn’t happen for some reason, so they ended up repairing everything for the customer for free). It felt great to make calls everywhere in the company; I could get 100,000 yuan as payment per call. The manager also thought that colleague H was really impressive, after all, they managed to get part of the money back. I’m really ridiculous – all my efforts and perseverance earlier were in vain, and I was even laughed at by the customer. I really regret not having just sold spare parts and gotten a commission from that. Now the company (thinks you won’t get the final payment), and the customer (won’t let you sell us spare parts) – I’m in a difficult situation with both parties. When you deal with a company like ours, you’re making a profit as a customer. II. Are you all capable of signing contracts? A large steel company in Shanxi needs to order a large quantity of spare parts, worth tens of thousands of yuan; our after-sales staff member X has been asked to go and discuss this with them. When it was time to place the order, after-sales staff X received a notification from the customer asking him to go and discuss things in person. When Colleague H found out, he said, “You can do that, and you’re also capable of signing contracts?” ”, not letting the past go. He himself flew back to his hometown in Shanxi to sign the contract (he was on leave at home at that time), and didn’t receive any commission at all. 1. Masturbating, selling scrap metal: On a pipeline construction project in Sichuan, we had a contract that covered both labor and materials; therefore, the scrap stainless steel cut from the pipelines should belong to us. The client wouldn’t want it, and it’s impossible for the company to travel all the way just to collect such scrap material. Our after-sales staff member C collected all this scrap metal, planning to sell it once the project was completed. When colleague H found out about this, he immediately flew to the construction site, took the scrap metal, sold it for a few thousand yuan, and then flew back home (he was on leave at that time). He didn’t even give any money to us, staff member C; the money from selling the scrap metal was probably not even enough to cover the cost of a flight. Anyway, the flight tickets were covered by the company, so they didn’t care about that amount of money. There’s no need to read on. I’ve been working in the sulfuric acid industry in the field of anodic protection for many years, and the changes happening in the company these days are becoming increasingly hard to understand. Here are a few examples; please tell me what I should do 1. I quoted a price to the client; from the company’s perspective, with the idea of keeping the price as high as possible, I didn’t reduce it much before finalizing the contract. Later, the equipment started leaking, and Colleague A went to deal with it; from then on, it was always that colleague who handled orders for new equipment, and the sulfuric acid plant didn’t get in touch with me either. It was only later that I found out the reason: Colleague A kept saying I wasn’t good enough, and he just reduced the prices he offered to customers arbitrarily. I asked that colleague what that meant, and he actually said the equipment had a leak; we don’t care about it. He should go and take good care of customer service – after all, those are his customers. The premise is that there’s a leak in the equipment; of course, it’s necessary to turn to after-sales service. I arranged for someone to handle it, but colleague A said there was no one available, claiming that we don’t take care of customers at all. 2. A relatively large client in Jiangxi; the company’s management and other colleagues made every effort to achieve a breakthrough and secure business there. Colleague A went to provide after-sales service, and afterward that customer became his client, as he was familiar with that customer in Jiangxi. 3. The company sent me to talk to a client about equipment, but before I could arrive, that colleague had already sent over the quote. 4. A colleague signed a after-sales service contract with a relatively high value. Later, when it came to ordering spare parts, Colleague A prevented the original colleague from going and went in person to sign the contract. Now the company’s management doesn’t care either, considering it a sign of competence. What should I do?