Zoltan was an employee of The Dow Chemical Company for 30 years not Chairman. He had this position for one year. During his time at Dow he was instrumental in establishing the company in Europe. He was and still is highly regarded.
furryrat, you're way too kind and generous with your compliments!
"You could always generate more abuse and spread more ill will than any twenty people I have ever known. It took thousands of people and hundreds of millions of dollars to create more chaos and create more frustration than your old group did."
While I'd love to fully accept the credit you give, I suspect however that your view is more egocentrically driven than anything else. It was always such a pleasure causing you chaos and frustration, even if it did only exist in your own mind.
I'll call you next week sometime and look forward to your taunts!
Sweetness and light as always.
I think you still have a problem figuring out who the charliecarbide has been is.
"You sound like the rest of these charliecarbide has-beens on this board. . . I did everything great at Carbide, we were wonderful in the old days. ."
"Before IT we had excellent computer services and support. One phone call and someone who understood the business was there within an hour or less to help."
Both your quotes.
You were a legend in your own mind. The support you guys provided was often less than stellar which helped justify the change. True, IT was much worse than you were, but they had so many more resources than you did. Give yourself credit. You could always generate more abuse and spread more ill will than any twenty people I have ever known. It took thousands of people and hundreds of millions of dollars to create more chaos and create more frustration than your old group did.
Go ahead and give me a call. I would love to have lunch with Elk River's finest even if it means that I have to taunt you a second time you filthy English K-nig-hit.
FurryRat, You sound like the rest of these charliecarbide has-beens on this board. . . "I did everything great at Carbide, we were wonderful in the old days. . . of course we ran the company into the ground with our "EQ" "zero defect" "run it like the Japanese" inspired BS and let IT have the company." What a bunch of losers with no life!
Gimme a call sometime and I and the big man will take you to lunch and tell you how to live life happy and free without Carbide.
Glad to hear that Gateway, or anyone else for that matter, is trying to provide customer service again. There for a while they provided customer service only if you could wait on the phone until they got to you, often hours later unless you bought the "golden" package that gave you a different number with a shorter queue.
I also remember the difference between Waters and HP instrument support. When my LC went down one Saturday, I left a message on the voice mail of my salesman asking him to get with me on Monday. He called back, telling me he was in the building helping someone else with a problem. Turns out she had hooked an HP detector to a Waters pump and called him out. He borrowed a lamp from me to fix her problem and then came and helped me fix mine and did not charge for either call.
However, HP service never missed a chance to bill. I once saw three people each billed for travel charges and four hours labor for the same mornings work. Two of the machines were on the same floor and the other was one flight down. None of the technicians bitched because the bastard sprung for pizza.
What we have here is one Type A female with an ego larger than a bettleship. If she's married, I feel sorry for her hubby. If she's not, I hope she enjoys becoming an old maid.
Better that than to screw up the life of another person.
It is much the same in the metals business. We produce silver mercury, and gold. Our customers can purchase their metal from lots of different suppliers and the prices that are paid vary all over the place from the spot market. As I was told by a president of one of the companies that I worked for it does not matter what the assay of our product is if a customer has a problem then we will do what ever it takes, within reason to make things right with them. That even included sending engineers to a plating plant in Austria to help out with a flaking problem. It turned out that the base metal that they were silver plating was not being cleaned enough to allow for proper adhesion and we went as far as researching other solutions to this problem that did not involve the use of any of our products. We knew that we were not the low cost producer of silver and the folks in Austria could save money on raw materials but since we were willing to go the extra mile (or in this case several thousand miles) we had a loyal customer whose business we valued. Sure hope that things are not going to go down to the lowest common denominater since this will most likely kill most manufacturing in the US and Canada.
tnr, you are one frustrated white male, probably asked to retire too I bet.
The subject of the messages was how business is now being conducted. The old white male "has beens" who spend most of their time on this board are from the old school, the real old school. They are not up to date on the new technologies we have to do our jobs. I don't really blame them as some were probably pretty good in their day. They live in the past but try to be a part of the future. Old men talking about old control systems and old times and how DOW stock should be valued. It's really pathetic, they've lost it.
And you my poor fellow, don't be so nervous. And stop worrying about me. I'll survive because I'm a woman and I'm a good businessperson.
BTW, Gateway won't survive as a computer company and about half of those Indian "dudes" you referred to are women.
Now go do something constructive and stop blaming women for your problems.
I was recently asked to meet a client at one of their customer plants in N.J. The client mades virgin resin used to make 2-liter bottles. We met for breakfast... he drove us to the plant and walked me straight to the production floor. The guards and receptionist waved us right in (yes, we did sign in) and no one questioned our presence. Just as you said, folks there acted as if he was one of their most valued employees. At a 10:00 a.m. meeting they listened attentively while he made suggestions. They allowed us to set up and run experiments that afternoon and into the evening. We analyzed the data and gave them feedback on how to make better bottles the next morning. They buy 100% of their resin from that single supplier... and I'll bet we can guess why.
Rhaw, thanks for your support on the issue of "high cost of doing business" by developing customer relationships.
You could not get any more cost effective (cheap) than we were.
For the days that started with the customer at breakfast at 7:30am and ended after midnight we got paid the same as the days we were in the office catching up on our ROC's. No overtime.
For the times we left home on Sunday to be at a customer site on Monday morning. No overtime.
For the times we were out on weekends with customers. No overtime.
No time off for time served.
I know that some people think that taking a customer to a hockey game or a concert or a round of golf is a great perk. Don't get me wrong. I have had the previledge to see and do things on company business that were very special. But we were working. We could not totally relax. We had a job to do and that was to make the customer feel that he was the most important person in the world on those occasions. It was not always easy or convenient or fun or entertaining. It was our job and we had that cherished opportunity of spending time with a customer.
If we were lucky, sometimes our wives and or/families could be involved and then we really found out who the real person was behind the customer facade and vice versa.
All of these opportunities were the exception not the rule.
Most of the time we were trying to find that window of opportunity that would allow our product to be chosen over the competition. When you are selling commodity products like so many Dow Products are, you do not have a technical advantage and you never have a price advantage (even though you may have a cost advantage).
What you try to have is a PEOPLE advantage. Dow has always tried to attract and keep the best people they could find. Once employed, we continued to take courses that further educated (trained) us in new concepts and techniques through various programmes that were always offered. By getting to know the customer personally, in addition to knowing his business inside out and by selling the Company's strength in its people, as resources who are working for the customer's success, then we were able to find that window of opportunity to get the order or long term contract over our competition. Our selling challenge was and continues to be, to try to find a way in which our commodities can be differentiated over our competition to the advantage of the customer.
Relationship selling is the most cost effective way of achieving this goal. Information provided on a computer screen is a good back up but woe betide those companies who believe that this is the way to capture and keep future business.
You said <Can you imagine the very high cost of doing business as described by jdbcal!!>
Building relationships was not renting a Learjet, taking a bunch of customers to the Superbowl, flying them to an after-game dinner at Vegas. The relationships I recall, were built on the customer floor at 2 AM, eating hard, stale doughnuts, solving his problem and going to breakfast at McDonalds, where I picked up the tab. Once in a blue moon, we treated their families to a great dinner to celibrate their achieving a record run with our feed stock. Our sales force at Dow were good at their work, but they were not high rollers by any means.