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What about Shenzhen 1.1 Guest Food Co., Ltd.?
If you are going to work in this company or order cakes, I advise you to take a closer look at my unforgettable experience in this company.

In August of 20021year, I was looking for a job and sent resumes everywhere. Then I received a message from the company's personnel on a recruitment website. Recruitment position: customer service foreman. After chatting back and forth for a while, I finally felt ok and went to work. The customer service department is in charge and has been conducting quality inspection and training (quality training for short). The following are divided into call groups and community groups. I will be the foreman of the call group. Because the community group has never hired a foreman, the affairs of the latter community are actually managed together. The first week is training. Say it's a week, in fact, quality training is usually a lot of things, in fact, it has been carried out intermittently for a week. In addition, the company has different processes for docking different customers, different product processes and various operating systems, so there is actually a lot of content that has not been trained. I talked to the supervisor during the training, because it will take some time to be proficient in business, so I try not to take care of them immediately after the training, and see if I can get familiar with the following positions first. At that time, the supervisor readily agreed. However, on Monday morning of the following week, my nightmare began.

This morning, as usual, I came to my seat and turned on the computer, opened the training materials and began to review, waiting for the quality training to come over for a new day's training. Then at this time, a customer service girl came over and threw me two mobile phones: "You are on duty today, you take it." I suddenly looked puzzled: "What do you mean by being on duty? What is the duty for? What are these two mobile phones for? " The customer service lady replied: "Look at the schedule. It says you are on duty today. One of these two mobile phones is to log in to XX, and the other is to log in to XXX. Ask the supervisor if you don't understand. " I opened the schedule horizontally and vertically, and then said, "There is no one on duty in this schedule either." The little sister said, "Look, those who are marked in bold are the people who will be on duty that day." I'll take a closer look. Today is really marked in bold. Not only today, but also my schedule is in bold. I suddenly froze-why didn't you tell me these things during training? Why don't you tell me how to do it directly and talk about such a basic and important thing? How does this smear work? What about job rotation?

Of course, this is not difficult in normal times. If you don't understand, you can ask for help I also met people who went to work directly without training. Feel for yourself slowly, keep rolling and crawling, and one day you will figure it out. If you think this is the end of the matter, you are wrong again.

The next thing I met was the so-called "complaint list" and "communication list" of this company. Cooking cakes and serving dishes will inevitably encounter various problems before, during and after sale. Then inevitably, it often involves compensation for customers. All problems should be recorded, which is the so-called "complaint form". These problems are caused by mistakes in the company's process system, products, background operating system and personnel operation. If it is a human error, then it will be punished and affect the performance, then there is nothing to say. But I don't know whether it's the company culture or the customer service director and quality training. In the customer service department, anyone who involves compensation must find someone to bear it. And this person must be selected from the customer service and the foreman. Even if the supervisor and quality training are wrong, they are at a loss. If I say so, it's a fabrication. The facts will be laid out one by one, and each item has detailed cases for reference. If you think the Communication Form is a mistake, I will communicate with you in writing or face to face, telling you the reasons for being punished and how to avoid it in the future, then you are wrong again. The name "communication form" is completely selling dog meat, but it is actually a fine. All the compensation must be borne by a customer service or foreman, and then a fine ticket is issued, which is euphemistically called "communication form". Next, list a few cases and list these facts.

Case 1: A customer ordered a cake, let's call it a cake. Then the production department sent a message to tell us that cake A is out of stock, and we need to contact the customer to discuss changing the product or changing the date. I contacted the customer and said, "Hello, Mr. XX. I am the customer service of 1: 15 cake company. I see you ordered a cake on our side, a cake. I am sorry to tell you that this kind of cake is out of stock now. Do you think I can change another product for you, or do you think I can send it to you at another time? " . The customer told me to cancel the order if it was out of stock. So cancel it. Then on the delivery date, the customer called and said that he had made a mistake. He thought he was talking about another order of his own, which should not be cancelled. Because the other one he ordered was not this cake, the only one he ordered was that cake. But it is clear that a cake is out of stock, and I don't know why he made a mistake. Anyway, customers still want cakes, so do it quickly. At this time, it is too late to deliver the goods according to the routine, so we can only call the third party to deliver the goods, and then generate the delivery fee. Anyone with a little normal thinking can see that the customer service has made it very clear that the customer made a mistake. If the company wants to provide better customer service, the delivery cost should be borne by the company. But the quality training came to me with a "communication sheet" for me to sign: because the customer service didn't clearly tell the customer when and where the order was, the customer remembered it wrong, and the delivery fee of this order was borne by the customer service. . . . . .

Case 2: Take the case as an example. When Jipei asked me to sign it, I quarreled with her. When she couldn't talk to me, she took me to the supervisor. I told them about it again. During the discussion, I talked about many other "communication forms" and insufficient training. Many forms of communication do make mistakes in my operation, but those problems have never been trained. If you don't get training, you will go to work. If you make a mistake, I will bear it. Today, it's not my fault, I will bear it. How to do this work? When Peiping saw that he couldn't tell the truth, he said, "You can ask me if you don't understand ..." This is usually no problem. Ask if you don't understand. But there are many things I haven't heard of. It's wrong not to know during the operation. When I found the mistake, the ticket had arrived. I asked, is it useful? I haven't heard of many things. What can I ask you? At this point, I have been unable to vomit, so I have to reply in three sentences:

"Shenzhen and places you haven't heard of. Tell me about them. "

"Who else do you know in Shenzhen? Tell me their names. "

"Now roll call, please raise your hand if you are not here."

Case 3: I once talked to the quality training supervisor again that the training and rotation were not in place and it was easy to make mistakes. So the supervisor said she would be on duty these days, and then asked me to do some rotation work. Sounds good to me. Then come on. Then the supervisor sat next to me the next day. Then I found out where this is to help me on duty, obviously to chant Buddhist scripture. I have forgotten what I said that day now. Probably, if you find something and think of it, you must repeat it, or repeat it, or chat with you endlessly until you find the next question. I sat there listening to her all morning. Look at this battle. I said forget it. You don't have to help me. I'd better go back and drink more boiled water myself. . . . . . . . . . . . . .

If it's just this once, I won't send it. I want to tell you: this is normal.

Case 4: The company engages in annual recharge. Customers recharge to send gifts. One of the gifts is a thermos cup. I didn't take part in this activity because I just joined the company. Then somehow, the intermediate inventory was not well controlled. The thermos cup has been delivered, but many customers have been promised. There is no thermos cup for this extra part. So the supervisor gave me this task, contacted the customer to negotiate to change to a sports cup, or refund, and the person who changed to a sports cup could get some compensation. Because the sports cup is an ordinary water cup, there is no insulation effect of the thermos cup, and there must be a large number of customers who disagree. We have tried our best to contact all customers, but some customers still insist on thermos cups without refund or compensation. Supposedly, the company has promised, and the customer insists on a thermos cup. At this time, we can only buy a few thermos cups for our customers, which is a common sense problem. Otherwise, customers will just find a place to complain, and every complaint will be accurate. So I told the supervisor more than once that the remaining customers would buy them thermos cups quickly, and they would definitely not accept the plan we gave them. If they continue to consume them, they will only attract customers' complaints. But I don't know what the supervisor thinks: if the cup is gone, it is gone, so I can only return it or exchange it for a sports cup. The customer does not accept it. what can I do? There is no way. I also want to do my job well, and I also want to handle the customer's problems well. But I really have no choice. I am really desperate. Sure enough, two customers complained to the Consumers Association. I've only been complained to the Consumers Association twice since I worked as a customer service for eight years, and I met them at this time, that is, when I first joined 1. 1 customer. For a customer service, is this a professional stain? Shameful identity!

Case 5: One day, a colleague is in charge of checking the bill. Just look at some orders one by one to see if there is any problem with the product, time and delivery information. Because there was a problem in the background system that day, one of the matching errors caused the order not to be delivered normally, resulting in losses. And this one doesn't need to be read when examining the bill. Supposedly, the backstage problem is the responsibility of the technical department, not the problem of the technical department. Then I saw that in the "communication form", the colleague who reviewed the bill was given full responsibility and he was responsible for the loss. Quality training tells us: "We are customer service, not calling where to go. Now that the order has been found, we must ensure the normal arrangement of the order. This is the responsibility of customer service. "

Since there are other places to play, why not point them out? Do you want customer service to guess where to call?

In order to ensure the normal operation of the order, in addition to doing your own thing, should you also help the technical department to do a good job in the background? Then do we have to ensure the annual review of production, distribution, procurement, water supply, power supply and company documents, and anything that can't guarantee the arrival will delay the normal arrangement of orders? Have you ever seen such a powerful customer service?

How much hatred do you have with your colleagues? Why is it so difficult to be your colleague? Why is it so difficult to be a customer-friendly employee?

Case 6: This is the problem left over from the anniversary mug. In the last few cases of case 4, because two customers complained to the Consumers Association in succession, the supervisor finally accepted the reality and bought thermos cups for the remaining customers. But I met another client. Because this case involves more customer service, it is replaced by A, B, C and D respectively. The collection process of thermos cups is "contact customer service to collect after recharging". This is the original words given by the director in the activity plan. A customer contacted customer service A before recharging and asked how to get the thermos cup after recharging. Customer service A told the customer service to collect it after recharging. Then this customer forgot to contact customer service after recharging. When you look for it in the back, you will find that the thermos cup has been delivered. The customer contacted customer service B and customer service C successively, and both of them told the supervisor that the thermos cup was gone, so they could only refund it or exchange it for a sports cup. The customer resolutely refuses to accept it. Later, the customer contacted customer service C. Customer service c saw that the negotiation was not good and reported it to me. In this case, customer A has told the customer to contact customer service to collect it after recharging, but the customer failed to contact customer service in time. As for what to do after the customer did not contact the customer service at that time, the supervisor, as the person in charge of the activity, did not give the processing flow in the activity plan. The reason for this problem is that customers and supervisors are equally divided. If the company wants to serve its customers well, it can buy vacuum cups for customers, and the expenses can be borne by the company. I can't buy a cup because the department funds are in the supervisor's place. So after I received the feedback, I gave it back to the supervisor. However, the supervisor's reply made me suddenly collapse and doubted my life again:

"Which customer service promised to send a thermos cup and let this customer service buy a cup for the customer!"

Sending thermos cups is your activity plan, and the announcement tweet promises customers. How did you come up with "which customer service promised to send a thermos cup"?

As a supervisor, how can you judge so casually?

How can the director of a company ask for the hard-earned money of his subordinates so casually?

Are the heads of other departments of Dianke Cake Company like this?

What can I do with the supervisor's reply? I can't tell the customer service to let them buy this cup themselves. This is against common sense, justice, conscience, justice and morality. Under normal circumstances, when the foreman finds that the supervisor has made such a decision-making mistake, he should point it out in time and do his duty to give advice to his subordinates. Then the supervisor is absolutely non-negotiable about anything at ordinary times, and I know it's no use talking about it. I told you a long time ago that I should buy cups for my customers. But so what? This is a stain on my career. I really can't do anything, and I can't do anything about it. I can only show the customer service a screenshot of the supervisor's original words and tell me that I don't agree with this statement, but there is no way. I suggest the customer service directly consult the supervisor about this matter. After that, the customer service negotiated with the supervisor for many days without results. Then the customer got impatient and made trouble in the group. Because there are many other customers in the group. This noise alarmed the top management. This time, the supervisor can't avoid it. Then the supervisor made an extremely wise and glorious decision: first, carefully count which customer service staff have received this customer and who have dealt with this problem, and then these people will take responsibility together and buy cups for the customer. Finally, list the above customer service A, customer service B, customer service C, and me. The reason is that customer service A didn't ask the customer if and when to recharge after telling the customer "contact customer service to collect it after recharging", and there was no active service. Customer service B and customer service C told customers that "only refunds or thermos cups can be exchanged", and the service attitude was not good, but I failed to honor my promise. In fact, there is also a customer service D, but because of the long time, I can't remember the specific situation of customer service D reception. For such a decision, anyone with a little normal thinking should defend it. Then the supervisor replied, "How much do you keep talking or how much do you have to bear!" Then it is untenable to say that I didn't keep my promise, and then I said that I didn't understand the situation after receiving feedback from my subordinates. I said I knew the situation. The supervisor immediately grabbed the words: "I have read the chat record and I don't know the situation." I was tearing my hair out in an instant: "Just look at the chat record, right?" Judging from the chat record, the customer service gave me feedback, and I didn't ask him for information. So judging from the chat record, did you ask me for information after I gave you feedback? At that time, the customer service sent me a message, but I didn't see it in time. Then he came to me and said, I asked about the situation and gave you feedback. Did you ask me for information? "The supervisor froze in place.

Not to mention whether this decision is correct or not. This incident was also reported to the competent authorities afterwards, and the supervisor himself did not handle it well. Why don't these responsible people include the supervisor?

The customer didn't contact the customer service in time to get it, and the supervisor didn't give a solution to this situation. Why should the customer service bear it?

Customer service a answered according to the words given by the supervisor. Even if there is no active service, there is no active service spirit if the supervisor gives it, and the supervisor himself is not active. Why did he put the blame on his subordinates?

The supervisor decided at will and said, "You have to bear how much you continue to say!" What's the attitude of the supervisor? How good a service attitude can you expect from your subordinates? "You can only refund or exchange thermos cups" is also completely given by your supervisor? The supervisor didn't give any solutions. What can your subordinates do? Why is it so difficult to be your subordinate? Why is it so difficult to be a customer-friendly employee?

The department funds are in your supervisor's place. Your supervisor wants to buy cups, and the foreman will report to you in time after receiving the feedback. Why didn't the foreman keep his promise?

The supervisor himself doesn't know the situation and decides at will. Why did he say that the foreman didn't know the situation?

Why should the supervisor who ordered a customer arbitrarily deduct the hard-earned money of his subordinates?

Case 7: After Case 6, I was really fed up with ordering a customer company, so I resigned on 202 1 10. I can't do it. I quit. Now you can't do anything about me. If you think so, you are wrong again. I just offered to resign, and the personnel behind me found me: "This is an emergency resignation, and 20% will be deducted from your salary last month." This is absolutely unreasonable, rogue and lawless. But at that time, I didn't know what I was thinking. I thought it was not easy to run the company. I always felt irresponsible to leave so suddenly, so I agreed. Now that I think about it, how can I agree with this nonsense?

Case 8: One point one customer company arbitrarily deducted the hard-earned money of employees, and the "communication form" of customer service department was made by quality training. So, after leaving my job, I became more cautious. Last month, I asked the quality training to send a "communication form". If there is, send it to me first. After I sent it, I found that the tickets for the thermos mentioned above were impressively listed. Then something even more amazing happened. Because 1.1 customers have two delivery methods. One is the company rider delivery in Shenzhen, which is similar to running errands. This way is usually to send cakes, a fresh food. The other is express delivery, which usually sends cookies, greeting cards and the like, and can be sent to places outside Shenzhen. Then I met the bouquet delivery guy. The training did not say which distribution method should be chosen to distribute the bouquet separately. Then I saw that the customer's address was Dongguan. Because it was said during the training, the distribution of riders can only be in the city, so it should not be sent to Dongguan. And I see that this order has been operated, and the delivery method has chosen logistics delivery. Plus the bouquets on the market are also mailed. Think about it, in this case, if it were you, how would you choose the mode of delivery? I chose logistics distribution. Then they said they would choose a rider to deliver the goods. Because the delivery method is wrong and there is no arrangement, we need to call three parties, and the delivery fee will be borne by me. I explained the situation and told me that this training was never mentioned. At that time, everyone would choose logistics delivery. I'm sure I disagree with this situation. Then the trainer answered two words that have shocked me so far:

"There is no objection to this."

"It's not that there is no responsibility for making mistakes without training."

No matter what the final decision is, expressing dissent is my own right. I can raise objections, keep objections and insist on objections. When was I deprived of the right to express my dissent? Who gave you the right to deprive others of the right to express their dissent?

Your coach is in charge of training. Who is responsible for the problems caused by insufficient training? I was in charge of teaching you how to operate the machine, but I didn't tell you about safety. As a result, you had an accident and lost your arms and legs. Do you deserve it or should I take responsibility? "It is not that it is irresponsible to make mistakes without training." How did you come up with it?

Why do quality educators, like supervisors, like to put the blame on others? Who learned it from who? Why is it so difficult to be your colleague? Why are employees who are customers so wronged?

Case 9: At the end of case 8, I saw that Dianyi Company ate people so much that it didn't spit bones. Just tell them: "At that time, I still felt that the company was not easy to operate. When I suddenly left my job, I always felt a little irresponsible and agreed to deduct 20% of my salary. Now that you are like this, we don't need to think about you anymore. All deductions are not accepted. " Finally, when I got the pay slip, the "communication form" mentioned above and the 20% salary deduction were not left behind. Because 10 was not completed, the salary should be calculated by the day. As we all know, due to 1 1 holiday, the attendance days in 202 1 year1October should be 17 days, and then somehow, I was given 26 days. If you work overtime for three days in Mid-Autumn Festival, it will be calculated according to three times, and then the calculation base will be 2200 per month. In this way, the legal overtime is almost the same as the actual money at ordinary times. I have never been afraid to speculate on China people with the worst malice, but I didn't expect it, and I don't believe it either. ...

These are some problems that can be intuitively reflected through cases. Due to time and space reasons, it is impossible to list them one by one, but only the tip of the iceberg. However, I believe that all these can play the role of "looking at the leopard in the tube", which is enough to give you a general understanding of what kind of company electricity is. Here are some daily matters. You can look at this company in other ways.

I don't know about other departments. Anyway, the customer service department is seriously short of people. As far as the call group of our customer service department is concerned, it is normal to need 13 people, but actually there are only 8 people. The daily workload ensures that you are busy enough to fly. It's normal to have no time to go downstairs for dinner. When the workload is heavy, we can do it after eleven o'clock in the evening. Although it's not over yet, it stopped without taking the subway ... such workload and training are not in place. It is also required to ensure that the technical department is responsible for background operation problems and issue a ticket if there is a mistake. what can I say? I don't know what to say.

Because the amount of cakes will be relatively large, it involves birthdays, birthdays that customers attach great importance to, and sometimes food safety. So sometimes the compensation will be very high. For such a large compensation, there must be process standards, how much compensation can be made under what circumstances, and how to deal with various scenarios. However, there is nothing here. You can never demand a standard. In fact, it doesn't matter if we don't have it for the time being. After all, these are all from scratch. If we don't, we will find a set and slowly explore and improve it in practice. I asked whether the subjective suggestion should discuss a set of standardized procedures. The answer is that our philosophy is clear, that is, to put customers first, that is, to serve customers well, and the rest can be handled according to your experience. This is no problem. Then many times, I negotiated with customers based on my previous experience, but the supervisor disagreed and got no support. I said, why don't we give a set of standard procedures, and then the problem goes back to the beginning. I feel like playing house with a child every day.

The above is my personal experience as an employee of Dianyike. I swear by my personality that everything I say is true, completely true. As a consumer, I probably don't have much say in choosing this company. However, I still want to say: if a company treats its employees like this, how much resentment should employees have to produce and distribute this cake. How much patience can you have to do the service process well? Who would have thought that employees would add something to the cake in a rage? Do you really dare to eat the cake produced by such a company? Can you eat comfortably?