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CLIENT: Valley Hospital PROJECT: :Video scriptFADE UP FROM BLACK
CLIENT: Hoffmann-LaRoche PROJECT: :Orientation Video VOICE-OVER: Whether you go back to Johan Gutenberg‚s development of movable type, the era of the steam powered press, which was used to print the London Times in 1814, or to the sophisticated printing presses of today, the need for printed material has been the one constant in a world that has changed dramatically over the centuries. Much like any business today, most Hoffmann LaRoche personnel rely heavily on printed material at various times throughout the day, whether it's handing out a business card or sticking a slick looking brochure in an envelope. Perhaps because of the ready availability of printed communications, we take print material for granted. That is primarily due to the fact that there is a department that has consistently met the rigorous standards and heavy demand for printed communications for many years. And that department is Printing Services, located near the Nutley campus in Totowa, New Jersey. Printing Services is part of Promotion and Communications Management. As you take a look inside Printing Services, you'll see that the processes by which printed material comes to life require a well coordinated effort among a number of crafted people. After that, we'll follow the progression of one particular printing job, from the time it is first received in Printing to the time it's loaded on a truck and delivered to its ultimate destination. Hopefully, by the time we finish, you'll acquire a greater understanding and a deeper appreciation of how that brochure you'll be reading, or that telephone directory you so frequently refer to, is created. Printing Services houses an entire printing operation, which is comprised of six areas ˜ Office Operations and Customer Service, Computerized Desktop Publishing, the Pre-Press area, Conventional Offset Presses and a Digital Duplicating section. Complementing the department is a Finishing and Binding In short, Printing Services Department is fully capable of handling a majority of printing jobs that range from a single color NCR form to a multi-page color brochure. Let's take a closer look at each area of the operation. Our tour begins in Office Operations, which in many ways, is the very heart of the department. Between 500 and 600 jobs a month are processed, so the need to be well organized is absolutely essential. Every print order is validated here first before it can progress to any other area. In addition to order processing, Operations handles customer service, charge backs and billing, purchasing, estimating and job tracking, utilizing a sophisticated system that monitors the status of each print job. This link allows us to handle customer inquiries and obtain an exact update on their printed job at any time during the day. The system also provides other data, such as cost and productivity levels. Before any job begins rolling off the presses, it has to go through a number of steps before it can be printed. Once Office Operations records and enters an incoming job, it proceeds to the Desktop Publishing area. Computer graphic specialists can create projects on these computers. In some cases, they may receive a job on a disk that has already been formatted by an outside agency. At that point, they check to see if the disk has all the files needed for the printing operation to proceed. If certain pages or graphics are missing, it is caught during this stage of the operation, which is called Pre-Flighting. Incidentally, as a job goes through each step of the process, the operator in that area makes the appropriate entry into the job tracking system. Similarly, when the job leaves the area, that information is also entered. At this point, the job makes its way over to the Pre-press area. A piece of equipment called an image setter converts the files to film. This film is needed to make printing plates. You‚ll hear a little more about printing plates later. A separate film is required for each color. For a color brochure, the blending of the primary colors -- yellow, red, blue, and then black is required. One of the exciting new advancements in printing technology is the elimination of film. New equipment, such as the unit you see here, allows a file to output directly to a printing plate. This technology, however, is relatively new and is only available on single color jobs. Once the films have been produced, they proceed to the plate making area. Even in this high-tech age, it still takes the skilled touch of an experienced craftsman to prepare the films and fix any imperfections they may spot. The film has to be prepared for the particular press on which the job will be run. If Office Operations is the heart of Printing Services, then the Offset Printing Department is the muscle. Three two-color Heidleberg presses and two single color presses handle most of the printing jobs in Printing Services. What you're seeing here is a press operator putting the plates on the press. If the job calls for two colors, only one press is needed. You can see how the two plates are set up on the press. The paper is then loaded, and the process of putting ink on paper has finally begun. If the job requires four colors, the paper that comes off the first press with two colors is then loaded on the second press so it can receive the next two colors. Not every job requires the large presses you just saw. The small press area handles simple, one color jobs, such as forms, labels, and business cards. Certain communication pieces, such as single color flyers or form letters can be run off on high speed duplicating machines. Most notable in this area is a state-of-the-art digital copier called a Docu-Tech publishing unit. This machine can produce copies that are unmatched in quality. Both the Docu-Tech and the other high speed duplicators in this area can work directly from printed copy. No plate is needed. The Docu-Tech also has the capability of being networked to the Nutley campus. As you have seen, massive sheets of paper are used in printing, so, regardless of the print job, it isn't really finished until it's cut and assembled, and that is done in our Finishing and Binding area. The department is equipped with high-tech cutters and folding machines. When the need arises, a team of employees can perform hand assembly. So, regardless of the task, whether it's assembling training manuals, phone directories, or even folding and stapling sophisticated multi-page marketing pieces, it can be accomplished in this area. Within the facility, there is a large paper warehouse that is used for paper storage. The types of papers that are typically used for most printing jobs are stocked here. Incidentally, a great deal of recycled paper is used as part of Printing Services recycling efforts. There are times when someone needs a unique type of textured paper or a special color. Those special requests are custom ordered and stored until they are needed. After a job has been completed, it is loaded onto a truck and shipped either directly to the Nutley campus or to other locations, such as our Literature Distribution facility in Joppa, Maryland. Now that you've been given a tour of the Printing Services Department, let's follow a job from start to finish. A marketing executive has a project that requires a color brochure on a new product. After the order is processed in Office Operations, the job makes its way over to the Desktop Publishing area, where the copy, layout, and graphics are handled. Once the design is approved, the job is put on a disk. Let's see it come to life. At this point, the brochure is nothing but a number of files on a computer disk. In the Pre-Flight phase, an operator checks to see if these files are complete. Then, in the Pre-Press area, the disk is processed through an image setter, where the information is transformed into film. The film then makes its way to the plate making stage. Before the plates are completed, a set of blue prints is produced. As an added step, a color proof is run off to ensure accuracy. You‚re also looking for little imperfections, such as small burrs and spots. After both are checked at the plant, they are sent to the client for approval. It's important to note here that any other changes to the job, such as copy revisions or layout alterations, would be costly, because the entire process would have to be started over again. Once the client approves the proof, the printing plates are made and affixed to the press. Paper is taken from the warehouse and loaded onto the presses. The unit is turned on, and the printing process begins, one color at a time. After that phase of the production is completed. The job makes its way over to the binding area. It is cut to size, folded bound into booklet form. No longer just ink on paper, the brochure has finally become reality. It is then stacked onto a pallet and transferred to shipping, where it is loaded onto a truck and sent to its destination. Of course, the real final step in the life of the brochure is when it is used by the customer. In this case, it is a Roche Backgrounder, which is used by the Roche sales rep as a guide to the advantages of a particular drug. Much like an outside printing company, Printing Services ensures that its prices are cost effective, and the quality of services is unsurpassed. The department is very responsive to customer needs, and the quality of the printed piece is second to none. We have no outside clients. All of our work comes from Hoffmann LaRoche. And, as part of the company, we understand your needs and deadlines better than anyone else. We hope you enjoyed this brief video tour of Printing Services. If you would like to know more about the Printing Services Department, or would like a personal tour of our facility, please call our Customer Service representative at 235-8213. Thank you. CLIENT: Beneficial Finance PROJECT: Training Video Hammer: It was ten-forty-five on a Monday night. Outside, the rain was dancing on my awning like Fred Astaire in Flying Down to Rio. As hard as I tried to relax, I couldn't take my mind off this afternoon...and her...
Hammer: (V.O.) I was closing the books on the Hamilton case when an aroma came wafting over the transom, hitting me like a powerful and hypnotic aphrodisiac. Then, this good-looking blonde walked into my office. She looked like Kim Basinger, but had the voice of Kathleen Turner.
Woman: I've gotta stop the flow of unhappy customers...
Hammer: (V.O.) As it turned out, she was just plain out on her feet, probably from exhaustion complicated by a mild case of depression. Being the good executive that she was, the first thing she did was to give me her card.
Hammer: (V.O.) Kate Rogers, Manager. Beneficial...hmm...
Hammer: (V.O.) I also found out that alluring perfume was Eau De Chateau number three. After catching her breath, she proceeded to plead for my help.
Kate: I'm pleading for your help, Mr. Hammer. The flow of unhappy customers I'm talking about adds up to the tune of nearly 300,000 Beneficial customers who pay us off and walk out our doors each year. That's nearly 300 in each branch.
HAMMER WHISTLES.
Kate: Those customers are taking over a billion dollars worth of business with them, many to other companies.
HAMMER WHISTLES AGAIN.
Kate: And forty percent of those paid out customers said the quality of service was their reason for leaving Beneficial. To put it simply -- they were unhappy with us.
Hammer: HOLY COW!
Kate: You know, Mr. Hammer...
Hammer: Please. Call me Sam.
Kate: You know, Sam. It's funny, but the customer that complains the loudest is usually a loyal customer. Many unhappy customers just seem to leave quietly. And, once they've left, they're usually gone forever.
Hammer: Sort of like a silent exodus, huh?
Hammer: (V.O.) Before she left, Kate dared me to find out what it would take to retain more of this business...to keep it on the books longer. I took up the gauntlet...and her deposit. I would find out or my name wasn't Sam Hammer.
SCENE II.
Hammer: (V.O.) It seems this business about losing customers is serious stuff. According to Kate, each Beneficial office was losing on the average of one customer per day each day it was open. If the company had cut its paid outs in half, it would have doubled its annual gain. That's really something. Beneficial puts so much effort into getting new business, but after that, seems to lose a large piece of business because of poor service. I remember what Kate told me during our conversation.
Kate: You can ask one manager how many customers they get in a month, and they'll be able to tell you. But, if you ask them how many customers they lost, they'll give you a blank stare.
Hammer: (V.O.) According to this report, it costs five times as much to get a customer then it does to hold on to one. Why were so many Beneficial customers leaving...
FADE OUT.
SCENE III.
Hammer: (V.O.) What better way to start my search than on the front lines...right there in the office with the people who deal with the customers every day. I pretended I was a customer looking for a vacation loan.
Employee: Why yes, Mr. Smith, did you say? This is the rate.
Hammer: Seems a little high, don't you think?
Employee: (smiling) Well, what today doesn't cost an arm and a leg. This is the rate.
Hammer: How do these rates compare with the competition?
Employee: I'm not sure.
FADE OUT.
Hammer: (V.O.) Even though I was looking forward to getting down to Key West for a couple of hard earned days off, I was convinced I was not going to get my vacation loan from Beneficial. Their rates seemed high. And that woman I spoke with sure didn't explain anything to me, and she didn't seem to know a whole lot. Then it hit me. It was as plain as the nose on my face. If her actions turned me off, maybe a lot of people were getting turned off for the same reasons. And, if what I just went through turned me off, then the opposite would turn me on. And those some of the service skills Kate was talking about. But, surely there had to be more than three. I decided to go back to Beneficial the next day. Maybe someone else would treat me better. The next day, the weather turned warmer, but inside they left me cooling my heels for what seemed like like an eternity before a salesman said he‚d be right with me. By that time, I felt like planting a knuckle sandwich on his kisser. Before I headed back to my place, I called Kate to tell her what I'd found out. She said she couldn't talk to me then but she'd call me at one in the afternoon.
SCENE IV.
Hammer: (V.O.) My experience during my second visit to Beneficial told me there was going to be other service requirements for the list. By keeping me waiting so long, I felt like a piece of the office decor and not like a potential customer. It only showed me they sure didn't appreciate my business. So, number four is...Staff makes you feel valued. I looked at my watch. It was two o'clock. Where was Kate's call? She promised she'd call back by one.
Hammer: (V.O.) No Kate. I was mad. I grabbed my coat and decided to see her.
SCENE V.
Hammer: (V.O.) The more I thought about Kate's not calling, the madder I got.
Hammer: The more I think about you not calling, the madder I'm getting.
Kate: I'm sorry, Sam. I was busy.
Hammer: Forget it, doll. That won't fly with me or your customers. I expected your call by one, and you let me down. I'm off the case.
Kate: No, please, don't go, Sam. I...I promise the next time I'll call you when I say I will.
Hammer: (V.O.) I looked into her deep blues, and I could see all the way to her soul. She wasn't lying. She would call the next time.
Hammer: Tell me, Kate. Does every one around here forget to call people when they say they will?
Kate: It happens. We're all very busy sometimes. We might promise and then find we can't deliver.
SCENE VI.
Hammer: (V.O.) After all, you hate it when someone says they're gonna call, and they don't. Even Kate. Beneficial might be losing a lot of business just for that reason alone. Skill number five must be staff calls when they say they will. Even if it‚s to say we‚re still working on the application or information needed. But, there had to be more service actions. Easy to see stuff that I just wasn't seeing. What could they be? I had to retrace my steps.
SCENE VII.
Salesperson: (into phone) Listen, I'm calling you because your payment is late. You forgot? You said that last month, too! Your payment is due on the ninth, and today's the twelfth. So, I'm reminding you again.
Hammer: You sure told that customer who's the boss.
Salesperson: That's right!
Hammer: (V.O.) I don't know how many average Joe's and Josephine's miss making their payments on time. Many are probably good hard working folks, and you gotta treat 'em with respect and in a businesslike manner. The customer may not always be right, but the customer is always the customer. Let's see, that makes asset number six...late payment reminder with courtesy and respect.
Hammer: What's the matter, doll?
Woman: My husband Fred left me financially strapped.
Hammer: I'm sorry to hear he passed away.
Woman: He isn't dead. He just changed jobs, and it's left us temporarily high and dry. I went to Beneficial and asked if I could change my payment date on the loan.
Hammer: What'd they say?
Woman: They said 'no.' They didn't explain why or even seemed to care. I'll never do business with them again.
Hammer: (V.O.) That did it! That was number seven. The lucky number. If a company is gonna satisfy its customers, it seemed tome they should go all out to help them. If a customer wanted to change their loan in some way, the folks at Beneficial should at least listen and then try to see what they could do. Service skill number seven...Flexibility in changing.
Hammer: Here's the results of my investigation. It seems to me the most important factor affecting business is that customers expect a high level of service. Sometimes Beneficial just doesn't provide the type of service customers have come to expect. I've pinpointed seven skills or actions that help drive repeat business. Implement them and you'll go a long way to slowing that stream of lost customers down to a trickle.
Kate: You know...it all seems so obvious...not always easy, but obvious.
Hammer: It's never simple, doll. You've probably got training programs that will help employees to deliver quality service. But you'll need to do more. Get everyone involved in quality service...more training, yes...knowing your customers...yes. Easy, no. It's a matter of attitude, desire, and motivation. You not only what to meet, but exceed customer expectations. If it was so easy you wouldn't have nearly 300,000 customers a year paying out their...
Kate: ...one billion dollars of business
Hammer: (cont'd) On the other hand, exceptional service is not only good for business, it can be fun, and you'll have a lot more satisfied customers and employees. Because the lost customers affect work and employee morale. On the other hand, exceptional service is not only good for business, it can be fun, too.
Kate: How can I ever thank you, Sam?
Hammer: Hold on to your customers. Prove I'm right. And, by the way, there's a nice little Italian place down the street. The veal scaloppini's like Momma used to make. What do you say?
Kate: I say...I'm buying. On both counts. |
