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I used to be project manager on merchandising services for some important clients of M&P Romanian division. My experience as project manager in M&P generated a virtuous cycle of continuous improvement of deliver quality services for customer satisfaction and profits. .
The main objective per each project was to ensure the merchandising service quality and to establish advantageous relationships with clients. The merchandising services involve promoting the client image on the market. Negative image on the market means negative for the customer and for M&P and vice versa.
We applied management by project, so I would like to describe the flow of the process: we received the references of project quoted for merchandising. Based on project objectives specifications from the customer, under the top management indications, I prepared the proposal, including tools and process development and budget. If customer did not accept the quote, we filed, otherwise the project began to develop. Usually applicable area of the project used to be all over the country. In this way, per each project I used management by objectives through five area coordinators and team leaders per each town. Each team leader, together with the area coordinator, hired temporally merchandiser for each town involved in the project. I trained area coordinators and the teams how to merchandise in the project. In the same time, I promoted the philosophy of the client across the project. I developed the effective measures of service quality and feedback mechanisms to ensured continuous improvement. With this respect, the area coordinator was manager, with responsibilities and control for the zone, over team leaders and the last ones for their town, over merchandisers. The reporting process was vice versa till me, as project manager. The entire process was based on professional logistic and reporting schemes. In spite of all these facts, the customer service problems showed up in the projects, because of lack quality merchandising service control.
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