8 Rules For Good Customer

8 Rules For Good Customer
Service
Good Customer Service Made Simple
Good customer service is the lifeblood of any business. You can offer
promotions and slash prices to bring in as many new customers as you want, but
unless you can get some of those customers to come back, your business won’t
be profitable for long.
Good customer service is all about bringing customers back. And about sending
them away happy – happy enough to pass positive feedback about your business
along to others, who may then try the product or service you offer for
themselves and in their turn become repeat customers.
If you’re a good salesperson, you can sell anything to anyone once. But it will
be your approach to customer service that determines whether or not you’ll ever
be able to sell that person anything else. The essence of good customer service
is forming a relationship with customers – a relationship that that individual
customer feels that he would like to pursue.
How do you go about forming such a relationship? By remembering the one

true secret of good customer service and acting accordingly; “You will be
judged by what you do, not what you say.”
I know this verges on the kind of statement that’s often seen on a sampler, but
providing good customer service IS a simple thing. If you truly want to have
good customer service, all you have to do is ensure that your business
consistently does these things:
1) Answer your phone.
Get call forwarding. Or an answering service. Hire staff if you need to. But
make sure that someone is picking up the phone when someone calls your
business. (Notice I say “someone”. People who call want to talk to a live
person, not a “fake recorded robot”.)
2) Don’t make promises unless you WILL keep them.

Not plan to keep them. Will keep them. Reliability is one of the keys to any
good relationship, and good customer service is no exception. If you say, “Your
new bedroom furniture will be delivered on Tuesday”, make sure it is delivered
on Tuesday. Otherwise, don’t say it. The same rule applies to client
appointments, deadlines, etc.. Think before you give any promise – because
nothing annoys customers more than a broken one.
3) Listen to your customers.
Is there anything more exasperating than telling someone what you want or
what your problem is and then discovering that that person hasn’t been paying
attention and needs to have it explained again? From a customer’s point of
view, I doubt it. Can the sales pitches and the product babble. Let your customer
talk and show him that you are listening by making the appropriate responses,
such as suggesting how to solve the problem.
4) Deal with complaints.
No one likes hearing complaints, and many of us have developed a reflex shrug,
saying, “You can’t please all the people all the time”. Maybe not, but if you
give the complaint your attention, you may be able to please this one person this
one time - and position your business to reap the benefits of good customer
service.
5) Be helpful - even if there’s no immediate profit in it.
The other day I popped into a local watch shop because I had lost the small
piece that clips the pieces of my watch band together. When I explained the
problem, the proprietor said that he thought he might have one lying around. He
found it, attached it to my watch band – and charged me nothing! Where do you
think I’ll go when I need a new watch band or even a new watch? And how
many people do you think I’ve told this story to?
6) Train your staff (if you have any) to be ALWAYS helpful,

courteous, and knowledgeable.
Do it yourself or hire someone to train them. Talk to them about good customer
service and what it is (and isn’t) regularly. Most importantly, give every
member of your staff enough information and power to make those small
customer-pleasing decisions, so he never has to say, “I don’t know, but so-and-
so will be back at...”
7) Take the extra step.
For instance, if someone walks into your store and asks you to help them find
something, don’t just say, “It’s in Aisle 3.” Lead the customer to the item.
Better yet, wait and see if he has questions about it, or further needs. Whatever
the extra step may be, if you want to provide good customer service, take it.
They may not say so to you, but people notice when people make an extra effort
and will tell other people.
8) Throw in something extra.
Whether it’s a coupon for a future discount, additional information on how to

use the product, or a genuine smile, people love to get more than they thought
they were getting. And don’t think that a gesture has to be large to be effective.
The local art framer that we use attaches a package of picture hangers to every
picture he frames. A small thing, but so appreciated.
If you apply these eight simple rules consistently, your business will become
known for its good customer service. And the best part? The irony of good
customer service is that over time it will bring in more new customers than
promotions and price slashing ever did!
The Ten Commandments of Customer Service
1. Know who is boss. You are in business to service customer needs, and
you can only do that if you know what it is your customers want. When you
truly listen to your customers, they let you know what they want and how
you can provide good service. Never forget that the customer pays our salary
and makes your job possible.
2. Be a good listener. Take the time to identify customer needs by asking
questions and concentrating on what the customer is really saying. Listen to
their words, tone of voice, body language, and most importantly, how they
feel. Beware of making assumptions - thinking you intuitively know what
the customer wants. Do you know what three things are most important to
your customer?
Effective listening and undivided attention are particularly important on the

show floor where there is a great danger of preoccupation - looking around
to see to whom else we could be selling to.
3. Identify and anticipate needs. Customers don't buy products or services.

They buy good feelings and solutions to problems. Most customer needs are
emotional rather than logical. The more you know your customers, the better
you become at anticipating their needs. Communicate regularly so that you
are aware of problems or upcoming needs.
4. Make customers feel important and appreciated. Treat them as
individuals. Always use their name and find ways to compliment them, but
be sincere. People value sincerity. It creates good feeling and trust. Think
about ways to generate good feelings about doing business with you.
Customers are very sensitive and know whether or not you really care about
them. Thank them every time you get a chance.
On the show floor be sure that your body language conveys sincerity. Your
words and actions should be congruent.
5. Help customers understand your systems. Your organization may have

the world's best systems for getting things done, but if customers don't
understand them, they can get confused, impatient and angry. Take time to
explain how your systems work and how they simplify transactions. Be
careful that your systems don't reduce the human element of your
organization.
6. Appreciate the power of "Yes". Always look for ways to help your
customers. When they have a request (as long as it is reasonable) tell them
that you can do it. Figure out how afterwards. Look for ways to make doing
business with you easy. Always do what you say you are going to do.
7. Know how to apologize. When something goes wrong, apologize. It's
easy and customers like it. The customer may not always be right, but the
customer must always win. Deal with problems immediately and let
customers know what you have done. Make it simple for customers to
complain. Value their complaints. As much as we dislike it, it gives us an
opportunity to improve. Even if customers are having a bad day, go out of
your way to make them feel comfortable.
8. Give more than expected. Since the future of all companies lies in
keeping customers happy, think of ways to elevate yourself above the
competition. Consider the following:
 What can you give customers that they cannot get elsewhere?
 What can you do to follow-up and thank people even when they
don't buy?
 What can you give customers that is totally unexpected?
. Get regular feedback. Encourage and welcome suggestions about how
you could improve. There are several ways in which you can find out what
customers think and feel about your services.
 Listen carefully to what they say.
 Check back regularly to see how things are going.
 Provide a method that invites constructive criticism, comments and
suggestions.
. Treat employees well. Employees are your internal customers and need a
regular dose of appreciation. Thank them and find ways to let them know
how important they are. Treat your employees with respect and chances are
they will have a higher regard for customers. Appreciation stems from the
top. Treating customers and employees well is equally important.
2
Credit Card Processing—How It Works
The following charts provide an overview of how online credit card processing works. Credit Card processing
for Yahoo! Store takes place in two phases: authorization (getting approval for the transaction
that is stored with the order) and settlement (processing the sale which transfers the funds from the
issuing bank to the merchant's account). The flow charts below represent the key steps in the process
starting from what a customer sees when placing an order through completing the sale and finishing with
the merchant processing the sale to collect funds.
Note: Processing credit cards is somewhat different than processing PayPal orders. For help with processing
PayPal orders, please consult the online PayPal help.
Authorization process
1. When the buyer clicks the "Checkout" button, they are sent to secure servers to complete the
checkout process. The Buyer (cardholder) places an order at the merchant's site by clicking the
"Send Order" button on the Review Order page during checkout.
2. Yahoo! Store sends the authorization request to First Data Merchant Services (FDMS), the
payment processor.
3. FDMS sends the authorization request to the issuing bank (or credit card association). The
authorization request includes:
• the credit card number
• expiration date
• the billing address (used for AVS validation)
• the CVV number (if entered)
• the amount of the order
The Issuing Bank (or Credit Card Association):
• validates the card number and expiration
• checks the amount of the order against the available credit
• checks the billing address provided against the billing address on file
• validates the CVV number (if provided)
If approved, the amount of the order is reserved from the total of available credit for the cardholder.
4. The Issuing bank (or Credit Card Association) sends the authorization response to FDMS. The
authorization response consists of either an approval along with Address Verification System
(AVS) and Card Verification Value (CVV) response codes or a decline.
5. FDMS adds response codes to the authorization response and passes the authorization back to
Yahoo! Store. If the merchant has enabled Risk Tools, the rules set by the merchant will be run
when the response is received from FDMS. The authorization (if approved) is stored on secure
servers at Yahoo! for later processing by the merchant.
6. Depending on the state of the authorization, the buyer (cardholder) receives instructions or
confirmation of the order:
Buyer Merchant Store First Data
Payment Processor
Authorization
123
654
Issuing Bank /
Credit Card Association
3
• If declined, the buyer (cardholder) is informed and asked to try a different payment
method.
• If the authorization is approved by the Issuing Bank (Credit Card Associations) then the
buyer (cardholder) is taken to the Order Confirmation page.
Note: If the authorization is approved by the Issuing Bank (Credit Card Associations) and Risk
Tools is enabled, depending on the rules set, the buyer would see a confirmation or more instructions.
Learn more about what the customer sees with Risk Tools.
Settlement process
1. The merchant signs in to their account and goes to the Order Manager. The merchant reviews
the order (including AVS and CVV response codes) for signs of fraud. When ready to complete
the sale, the merchant clicks the "Sale" button in the transaction panel of the order. Clicking
"Sale" initiates the settlement process. The sale is then stored in a batch for settlement request
submitted each night. By default, batches are submitted nightly between 6-11 pm (PST).
Merchants can also choose to submit batches manually.
2. The settlement request batch with all completed sales is sent to First Data Merchant Services
(FDMS), the payment processor for Yahoo! Store.
3. FDMS submits the settlement request for the buyer's order to the Issuing Bank/Credit Card
Association of the buyer on behalf of the merchant.
4. The Issuing Bank/Credit Card Association sends the response to the settlement request back to
FDMS. If the request is accepted, the buyer (cardholder)'s account is debited for the amount of
the order. It is possible that the settlement request will be declined, e.g., if the buyer has
exceeded their credit limit between the time of the authorization and settlement.
5. FDMS sends the approval and details of the payment to the merchant's bank (Merchant Account
Provider). The settlement of funds between the issuing bank and the Merchant Account
Provider occurs.
6. Following the settlement, the Merchant Account Provider credits the merchant's account. For
information about when funds will be deposited, contact your merchant account provider.
Learn more
Merchant Account
Provider
Merchant Yahoo! Store
Order Manager
Settlement
1
First Data
Payment Processor
Issuing Bank /
Credit Card Association
23
4
5
64
Now that you have an idea of the steps involved in credit card processing, the following pages will outline
setting up your store for online credit card processing and also how to view and process an order. You
will place a test order and then perform various transactions for that order.
One of the most important decisions you face as an online merchant is what forms of payment to accept.
The answer depends on:
􀂄 Whether you have a merchant account
􀂄 If you have a merchant account, what credit cards it can accept
􀂄 Whether you want to process orders online or offline on your own credit card processing
terminal
􀂄 If you want to process credit card orders online, whether your merchant account is compatible
with the First Data Merchant Services Nashville platform used by Merchant Solutions
The place to configure your Merchant Solutions store for any of these payment options is the Payment
Processing Setup and Management page within the Pay Methods section. From the Store Manager, click
“Pay Methods” within the Order Settings section. This takes you to the Payment Methods page. Next,
click the “Payment Processing Setup and Management” link, shown in Figure 1.
Figure 1: The Payment Processing Setup and Manage page—From this page, merchants can apply for a
Paymentech merchant account, set up processing through FDMS (the Yahoo! Store payment processor) for an
existing merchant account or go to information about merchant account providers compatible with FDMS. Merchants
can also set up PayPal as a payment processing option from this page.
5
Setting Up Online Credit Card Processing
If you know now that you do not want to process your customers' credit card transactions online, you
can skip this section and go ahead to Processing Credit Card Orders Offline on page 9.
When you set up your store for online credit card processing, you are able to capture (transfer) the funds
for an order by clicking a “Sale” button on the orders page in Store Manager, as shown in Figure 2.
Figure 2: If your store is set up for online processing, each Order page contains a Transaction panel for debiting the
order amount from the customer's credit card. The panel can also be used to credit the account for refunds and
returns.
Clicking [Sale] adds the transaction to a batch that contains all your orders for the day (along with all
your credits for refunds, if any). Once a day (between 6-11 pm PST), your batch of transactions is processed
automatically by the Yahoo! Merchant Solutions credit card processor, FDMS.
Since FDMS is the only payment processor that works with Merchant Solutions, in order for you to be
able to do online credit card processing, you must verify that your merchant account is compatible
with First Data Merchant Services’ processing platform called Nashville (formerly known as
Envoy). View a list of compatible providers.
If you find that your merchant account is not able to communicate with First Data Nashville, your choices
are either to process your credit cards offline using your own credit card terminal or to open a new merchant
account that is compatible with FDMS.
Note
As payment processor, FDMS communicates with the buyer’s bank in order to do the
following:
1. Determine whether the account has enough funds for the transaction and get
an authorization for the sale if approved
2. Transfer the transaction amount into your merchant account during the
settlement process.
5
If you know now that you do not want to process your customers' credit card transactions online, you
can skip this section and go ahead to Processing Credit Card Orders Offline on page 9.
When you set up your store for online credit card processing, you are able to capture (transfer) the funds
for an order by clicking a “Sale” button on the orders page in Store Manager, as shown in Figure 2.
Figure 2: If your store is set up for online processing, each Order page contains a Transaction panel for debiting the
order amount from the customer's credit card. The panel can also be used to credit the account for refunds and
returns.
Clicking [Sale] adds the transaction to a batch that contains all your orders for the day (along with all
your credits for refunds, if any). Once a day (between 6-11 pm PST), your batch of transactions is processed
automatically by the Yahoo! Merchant Solutions credit card processor, FDMS.
Since FDMS is the only payment processor that works with Merchant Solutions, in order for you to be
able to do online credit card processing, you must verify that your merchant account is compatible
with First Data Merchant Services’ processing platform called Nashville (formerly known as
Envoy). View a list of compatible providers.
If you find that your merchant account is not able to communicate with First Data Nashville, your choices
are either to process your credit cards offline using your own credit card terminal or to open a new merchant
account that is compatible with FDMS.
Note
As payment processor, FDMS communicates with the buyer’s bank in order to do the
following:
1. Determine whether the account has enough funds for the transaction and get
an authorization for the sale if approved
2. Transfer the transaction amount into your merchant account during the
settlement process.
7
5. Service Fees - You review your processing fees.
6. Review Application - You must correct any fields highlighted in RED which may be missing
information.
7. Review Merchant Agreement - You review the Merchant Processing Agreement and click [I
Agree] to submit your application.
Click [Continue] to go to the Terms and Conditions page, on which you can click “Merchant Services
Bankcard Agreement” to review the Paymentech agreement, then review the main Terms and Conditions.
If you have thoroughly read the Merchant Services Bankcard Agreement page and the Terms and Conditions,
and you agree to them, click [I Agree]. This takes you to the first of six tab sections of the Paymentech
merchant account application form. After you have filled out a tab section completely, click
[Continue] at the bottom of the page. Once all your fields are filled out correctly and accurately, click [I
Agree] to submit your Paymentech merchant account application.
It takes one to five business days to process your application which includes running a credit check.
When your application is accepted, your Paymentech merchant account is automatically connected to
your Merchant Solutions store, and you will receive an email from Yahoo! with instructions on how to
process orders including sales, voids and credits. At this point, you are ready to process orders online.
When you return to the Payment Processing Setup and Management page, you will see Paymentech listed
in the “Currently Supported” section, as shown in Figure 4 and when viewing an order you will see
the Transaction panel as shown in Figure 2.
Figure 4: The Currently Supported field also includes a link, “advanced settings,” which leads to the Real-Time
Credit Card Processing page with additional configuration information.
Note
For more information about Paymentech, please go to
http://www.bestpaymentprocessing.com/yahoo/index.html
Contact Paymentech directly at:
Credit Decision Help Desk
issvirtualcreditapps@firstdata.com
Paymentech Payment Services
1-888-807-5874
Yahoo.B1support@firstdata.com
8
Setting up an existing Merchant Account
As mentioned earlier, if you want to be able to do online credit card processing, you are not required to
open a Paymentech merchant account as long as you have another merchant account that is compatible
with the FDMS Nashville platform. (There is no additional charge for using your own merchant transaction
service provider.)
To set up your store for online processing, you have to get some information from your merchant bank
and add it to the “Set up processing through FDMS” page.
First, contact your bank and request a new MID/TID pair for your Yahoo! Merchant Solutions store. The
MID/TID pair needs to use First Data Merchant Services' Nashville platform (formerly known as Envoy).
Also, ask your bank to use the following information in the setup:
􀂄 Product Name - Yahoo! Store FDMS (g/w)
􀂄 Product ID - 819000
􀂄 Vendor Name - Yahoo!
􀂄 Vendor ID - 190
Your bank can then supply you with the MID and TID numbers.
Once you have the MID/TID pair, go to the Payment Methods page and click “Payment Processing Setup
and Management”. Next. click the “Set up processing through FDMS” link. This takes you to the Setup
Merchant Account through First Data page as shown in Figure 5.
Figure 5: In this example, we have added the data to the Setup Merchant Account through First Data page.
You must include the necessary information for the remaining fields:
􀂄 Name of Bank - The institution that provided you with the merchant account
􀂄 Merchant Number - Your merchant account number
􀂄 MID - Merchant Identification Number, not the same as your merchant account number, it's
needed to route the transfers to or from your bank account
􀂄 TID - Terminal Identification Number (TID), it's also needed to route transactions
􀂄 Cards - Merchant Solutions supports eight popular credit cards, but you should check only the
ones supported by your merchant account: American Express, Carte Blanche, Diner's Club,
Discover, JCB, MasterCard, Optima, or Visa
Note
If you're not sure whether your bank has actually given you a correct MID/TID pair,
examine the numbers. Valid MID and TID numbers for First Data are always 5-7 digits
long each (not counting any leading zeroes). Also, a MID is not the same as your
merchant account number.
9
Processing Credit Card Orders Offline
When you are done, click [Setup]. If there were no errors, this takes you back to the Payment Processing
Setup and Management page.
If you receive an error message, it may mean that…
􀂄 your merchant account is not currently set up in the First Data database, and you may need to
wait a day or two and try again or…
􀂄 your merchant account provider has not set up the account in the First Data database for the
card type noted in the error or for all the card types if no one type was listed.
If you see an error message that your account is not set up for the card type (code 20), you will need
to contact your merchant account provider directly. Yahoo! Customer Care cannot resolve these
errors—only your merchant account provider.
Once your merchant account is set up, you need to return to the Pay Methods page and click the link for
“Payment Options”. On the Payment Options page, you will select which payment options you wish to
display to buyers during checkout. Select the options corresponding to the payment methods for which
your merchant account has been set up. Once finished click “Update” and then “Done”. You can now
return to the Store Manager and click “Publish Order Settings” to publish the updates to your site.
Processing Credit Card Orders Offline
If you choose to process your orders offline, your Merchant Solutions store collects the order data, and
once you retrieve the order you process it externally. For example, if you already have a POS (Point of
Sale) swipe terminal for your bricks-and-mortar store, you can process the order there.
There are several ways you can retrieve orders for offline processing:
􀂄 Fax: Merchant Solutions faxes the order. This is set up in the Fax/Email section of Store
Manager. To learn more, see Chapter 22, “Email Notification” in the Getting Started Guide.
􀂄 Encrypted Email: Merchant Solutions sends the order via email protected by PGP encryption.
To learn more, see Chapter 22, “Email Notification” in the Getting Started Guide.
􀂄 Export from Orders: You export the order data in CSV files directly from the Retrieve Orders
page. To learn more, see Chapter 25, “Retrieve Full Order Data” in the Getting Started Guide
􀂄 Print from Orders: You create printable versions of the orders directly from the Retrieve
Orders page. To learn more, see Chapter 25, “Retrieve Full Order Data” in the Getting Started
Guide.
􀂄 Real-Time Link to External Script: You can have Merchant Solutions transmit each order's
data in real-time to a secure script outside of Merchant Solutions. This requires you to take
responsibility for the security of the data as it's transmitted to the external script, so we don't
recommend this option unless you have a high level of technical expertise.
Note
You can choose instead to receive orders via unencrypted email, i.e., regular email. If
you do, Merchant Solutions omits the credit card data, so you still need to retrieve the
order data by an additional method such as fax. Yahoo! Merchant Solutions requires
that credit card data be sent by a secure method of transmitting private data, and
regular email is not a secure method.
Notes
􀂄 Yahoo! Merchant Solutions retains an order's credit card data for 30 days on the Order page.
After 30 days the credit card number and expiration date are deleted from the system for
security purposes. However, the rest of the order's data remains.
􀂄 The ability to receive faxes and export orders is only available with Merchant Standard and
Merchant Professional packages.
10
Processing Credit Card Orders
The following pages will walk you through processing an online credit card test order, from viewing the
order to completing the sale and submitting the batch. You will also void a sale, issue a credit, and review
a processed batch. In order to complete the walk-through you must…
􀂄 have completed the Open for Business process in order to place a test order and…
􀂄 have set up your store for online processing as outlined in Setting Up Online Credit Card
Processing on page 5
If you have not already done so, complete the Open for Business process and set up your store for online
processing. While you can still read this guide without having completed those steps, you will understand
more if you walk through the process with your store as you read.
Order Notification
As soon as a customer completes their order by clicking [Send Order] on the Order Review page, all the
order details are saved in your Yahoo! Merchant Solutions store's Orders section. At the same time, your
store alerts you to the new order by displaying a red asterisk next to “Orders” in the Process section of
the Store Manager, as shown in Figure 6.
Figure 6: The Orders link is one of three links on the Store Manager front page that can display a red asterisk.
Another link is “Requests,” which displays a red asterisk each time you have a new catalog request (this is only
applicable if you are using the automatic form for catalog requests, see Chapter 22). The other link is “Publish Order
Settings”.
Just as the “Publish Order Settings” link only appears when there's been a change in the Order Settings
section, the “Orders” red asterisk only appears when you've received a new order. Once you view or
retrieve the new orders details in the Orders section, the red asterisk disappears.
Placing a test order
To get started, go to your store to place an order. You can click the “Published Site” link in the “Go”
column of the Store Manager. Once at your store, select an item to order and complete the checkout
process. Use valid credit card and billing information so your order can be completed. You can void the
sale (or issue a credit) following this exercise so your credit card will not incur any charges. Once you
have completed the order process, you can then return to the Store Manager to view your order.
11
Retrieving Orders
To view or retrieve a new order, click the “Orders” link in the “Process” column of the Store Manager.
This takes you to the Retrieve Orders page, as shown in Figure 7.
Figure 7: The Retrieve Orders page offers several ways to locate and retrieve order data.
The top of the Retrieve Orders page displays the current total number of orders along with the total number
of new orders, cancelled orders, returned orders, and held orders (if any). Notice that your first order
number is 485. By default, the first order for any Merchant Solutions store is 485, followed by 486, 487,
488, etc.
The Retrieve Orders page shown in Figure 7 allows you to do any of the following:
􀂄 Search for orders using the Order Lookup text field.
􀂄 View and edit one or more orders using the View a Specific Order or the View a Range of
Orders text fields.
􀂄 View summaries of one or more orders using the Summarize a Range of Orders text fields.
􀂄 Create printable Adobe® Acrobat® PDF files for one or more orders (in any of three alternative
layouts) using the Print a Range of Orders text fields and drop-down menu.
􀂄 Export order data from one or more orders (in any of six alternative formats) using the Export
a Range of Orders text fields and drop-down menu. (This feature is available only to Merchant
Standard and Professional plans.)
View a Specific Order
At the center of the Retrieve Orders page are five similar-looking rows of fields and submit buttons, each
of which is a separate form (see Figure 7). These five forms offer you alternate ways to retrieve, view,
print, or export orders.
Note
The order number described above is not the complete order number. For example, if
your Store ID is yhst-8341187185815 and the order number is 487, then the complete
order number is yhst-8341187185815-487. This complete order number shows up on
the customer's order confirmation page and, if your store is using online credit card
processing, on the batch details page.
11
Retrieving Orders
To view or retrieve a new order, click the “Orders” link in the “Process” column of the Store Manager.
This takes you to the Retrieve Orders page, as shown in Figure 7.
Figure 7: The Retrieve Orders page offers several ways to locate and retrieve order data.
The top of the Retrieve Orders page displays the current total number of orders along with the total number
of new orders, cancelled orders, returned orders, and held orders (if any). Notice that your first order
number is 485. By default, the first order for any Merchant Solutions store is 485, followed by 486, 487,
488, etc.
The Retrieve Orders page shown in Figure 7 allows you to do any of the following:
􀂄 Search for orders using the Order Lookup text field.
􀂄 View and edit one or more orders using the View a Specific Order or the View a Range of
Orders text fields.
􀂄 View summaries of one or more orders using the Summarize a Range of Orders text fields.
􀂄 Create printable Adobe® Acrobat® PDF files for one or more orders (in any of three alternative
layouts) using the Print a Range of Orders text fields and drop-down menu.
􀂄 Export order data from one or more orders (in any of six alternative formats) using the Export
a Range of Orders text fields and drop-down menu. (This feature is available only to Merchant
Standard and Professional plans.)
View a Specific Order
At the center of the Retrieve Orders page are five similar-looking rows of fields and submit buttons, each
of which is a separate form (see Figure 7). These five forms offer you alternate ways to retrieve, view,
print, or export orders.
Note
The order number described above is not the complete order number. For example, if
your Store ID is yhst-8341187185815 and the order number is 487, then the complete
order number is yhst-8341187185815-487. This complete order number shows up on
the customer's order confirmation page and, if your store is using online credit card
processing, on the batch details page.
13
Order Page Features
The Order page contains all the details for an order, including its credit card data, as shown in Figure 9.
Figure 9: The Order page lets you see the order details as well as update the order using any of the three
highlighted sections.
The Order page also includes the following additional data and controls, some of which are noted in
Figure 9:
􀂄 Referrer - If the customer entered your site through a link, the referrer information is
displayed on the Order page (see Chapter 18 for more information about referrer data).
􀂄 Order XID - This is a secondary order number intended mainly for use with Commission
Junction. If you don't have a Commission Junction account, you can ignore it.
􀂄 Tracking Information - These fields are used for sending your customer any shipment status
updates (see Chapter 22 for more information).
􀂄 Orders from Same Customer - If the customer made any other orders, the order numbers
are displayed here.
􀂄 Merchant Notes - This big text field is the place to keep notes about the transaction, for
example, a record of all customer contact or anything that would be helpful for you to refer to
at a later date. If you make a change to the order status using the Mark Order section of the
Edit Console (see below), the status change is automatically time-stamped and written into the
Merchant Notes field for you.
􀂄 Edit Console - This gray table includes four separate functions:
• Mark Order - This section contains five radio buttons indicating the order's status. The
default is “OK.” However, you can change the status by clicking one of the other four
selections, then clicking [Update].
• Print - This section contains three links: “Full Order,” “Invoice,” and “Packing Slip.” Clicking
any of the links produces an Acrobat PDF file suitable for printing. These are the same files
you can produce using the Print a Range of Orders text fields on the Retrieve Orders page.
• View - This section contains two links. Clicking “Click Trail” (not available with Merchant
Solutions Starter package) takes you to the Click Trail that resulted in this order. Clicking
“Confirmation” takes you to the Order Status page that your customer can navigate to
when they receive a Shipment Status email from you.
• Send - This section contains one link. Clicking “Rating Request Email” takes you to the
Send Rating Request Email page, which lets you send an email to your customer asking
that they navigate to a merchant ratings web page to rate and review you. Getting
Note
For security reasons, credit card data is retained on the Order page for 30 days. After
30 days, the order's credit card data is erased and irretrievable. However, the rest of
the order data remains.
Tracking Information
Orders from same customer
and Merchant Notes
Edit Console with
Mark Order,
Print, View and
Send functions
14
favorable merchant ratings can help your Yahoo! Shopping rankings, especially if you have
any products in Buyer's Guides (see Yahoo! Shopping Help for more information).
Processing Orders Online
Now that your Merchant Solutions store is set up for online credit card processing, your Store Manager
contains added functionality compared with a store using offline processing:
􀂄 Each Order page contains a transaction panel at the bottom of the page, as shown previously in
Figure 8.
􀂄 The Process section on the Store Manager contains a link to the Manual Card Transaction page
for creating manual debits or credits to customer credit cards, voiding sales or credits, and
reviewing and submitting batches. The Manual Card Transaction page is shown in Figure 10.
Figure 10: The MyMerchantView.Net logo at the bottom of the Manual Card Transaction page leads to
MyMerchantView, an optional reporting service of card processor First Data.
Authorizations
When your store is set up for online processing, the authorization confirmation for each order happens
in real time. This means that as soon as the customer clicks [Send Order], your Merchant Solutions store
transmits the customer's credit card number and transaction amount to First Data, which then communicates
with the issuing bank that owns the credit card to find out whether there's a sufficient balance
for the transaction.
If there is a sufficient balance in the customer's account, the bank then sends back an approval code in
real-time that appears in the Payment section of the Order page, as shown in Figure 11.
15
Figure 11: If the Payment section on the Order page contains an authorization and there's a transaction panel at
the bottom, you're ready for online processing.
This process does not actually transfer the funds for that order, but it holds them temporarily (anywhere
between 5-30 days) as part of the authorization. The actual transfer, or “settlement,” of the funds takes
place when you process the order by going to the Order page, scrolling down to the transaction panel,
clicking [Sale], then clicking [OK] on the confirmation page. This adds the order to a batch of payment
transactions that First Data will process either:
􀂄 Automatically once a day (by default), at the end of the day (6-11 pm PST)
􀂄 Whenever you manually submit the batch by clicking the “Submit batch” link in the transaction
panel
After the batch has been submitted and the funds have been captured, you can verify that the funds
were actually transferred by looking at the batch information.
Processing a Sale
To begin, scroll down to the transaction panel. You will see the amount of the sale listed in the “Amount”
field. This amount should be for the total of the test order (item + shipping and handling + taxes--if
any). To submit the sale, click the [Sale] button in the transaction panel. You will be taken to a confirmation
page. Once you click [OK] on the confirmation page, your Merchant Solutions store adds the debit
transaction to your daily batch of credit card transactions. This batch is processed automatically once a
day, and when it's processed, the funds for your sale transaction are debited from the customer's account
(i.e., “settlement”).
The sale is recorded in the Payment section of the Order page, as shown in Figure 12. The amount of
your test order will appear after “Charged” in the Payment section.
Figure 12: The sale appears in the Payment section. Compare this Payment section to the one in Figure 11.
Payment Sectionwith
authorization
Transaction panel
with transaction
amount
16
“Undoing” a Sale
If you need to “un-do” a sale, you have two possible options, depending on whether the batch has been
submitted:
􀂄 Void Sale: If the batch has not been submitted, then you still can remove a sale from the
batch, and the transaction will never show up on your customer's account.
Go to the Order page, scroll down to the transaction tool, make sure the text box contains the
correct amount for the transaction, and click [Void Sale]. This takes you to a confirmation page.
Once you click [OK], the sale transaction is removed from the batch, and the Order page's Payment
section displays a “Voided charge” message.
Figure 13 shows alternate Payment sections, one with a voided sale and another with a credit
reversing the previous sale.
If you submitted the current batch, the test order sale and void would not appear on the batch.
However, currently you can not review a batch before it has been submitted. If you are
processing the void prior to 6 pm (PST), then most likely you can void the sale.
Now, process the sale again for your test order by clicking [Sale] in the transaction panel. Once
again the Payment section will show a charge and the order will be added to the batch. Submit
the batch for processing by clicking the “Submit batch” link on the transaction panel. You will be
taken to a batch review page showing the transactions that are part of the batch (the sale of
your test order and any other pending transactions).
Return to the order and try to void the sale by clicking [Void Sale] in the transaction panel. The
Confirmation page will show an error message in red “No such transaction pending.” Because
the batch has been submitted, you are unable to perform a void sale transaction. If you see this
error when trying to perform a void, you will need instead to perform a credit transaction.
􀂄 Credit: If the batch has been submitted, then your customer's account has been debited, and
the transaction will show up on their credit card statement.
In this case, you need to credit their account back for the amount of the sale. Go to the Order
page, scroll down to the transaction panel, make sure the text box contains the correct amount
for the transaction, and click [Credit]. This takes you to a confirmation page. Once you click
[OK], the credit transaction is added to your daily batch of transactions, and the Order page's
Payment section displays the credit. Follow this procedure for your test order, to credit the
amount of the sale you submitted in the previous batch.
At this point you can either let the credit be posted to your customer's account during the next automatic
batch submission, or you can manually submit the batch by clicking “Submit batch” in the transaction
panel on the Order page. If you are trying to appease a customer, you may wish to submit the batch
manually so it is processed and their bank will show the credit transaction sooner.
Note
By default, your Merchant Solutions store does not debit a customer's account until you
submit the transaction for batch processing. In other words, if you forget to click [Sale],
you won't get the money!
You can have your store charge the order automatically at the time of sale (instead of
just authorizing the order) by clicking Pay Methods on the Store Manager, then clicking
“advanced settings” in the Online Credit Card Processing section, then clicking “Charge
order automatically” in the Real Time Authorization section, and finally clicking [Done].
However, you should know that most states have laws requiring that shipment of
merchandise take place within a certain time period of the customer's card being
charged. To minimize the possibility of running afoul of such a law, we recommend that
you not select “Charge order automatically” unless you sell something that is delivered
immediately to the customer such as soft goods (software files that customers
download from your store as soon as the order is completed).
17
Figure 13: These Payment sections tell two alternate stories. In the top Payment section, we were able to void the
sale before the batch was processed. In the bottom Payment section, we had to credit the customer's account after
the sale's batch had been processed.
Reviewing and Submitting Batches
Your store automatically submits a batch of credit card transactions to First Data every night. If you
would like to submit a batch immediately, go to the Manual Card Transaction page by clicking “Transactions”
in the Process section of your Store Manager (see Figure 10). When you arrive at the Manual Card
Transaction page, scroll down to the Merchant Account Management section and click “Submit batch.”
You can also click the “Submit batch” link on the transaction panel of any Order page.
You are able to review any batch that has been submitted (i.e., you're not able to review a batch until
it's been submitted). Click “Review batches” in either the Merchant Account Management section of the
Manual Card Transaction page or in the transaction panel on any Order page. This takes you to the
Batches page, as shown on the left side of Figure 14.
Figure 14: In this example, if we click the link for Batch 00053 on the Batches page, which takes us to its Batch
Details page. The Batch Details page for Batch 00053 shows that we put through a sale (in green) and a credit (in
pink) in the same batch.
The Batches page shows you all the submitted batches on record, and the number and monetary amount
for all the debits (Sales) and credits for each batch. Click “download text report” to get a text version of
the page.
Note
If you submit a credit, you may notice that the Order's transaction panel has gained a
new button, “Void Credit.” This works the same way as “Void Sale,” i.e., if you need to
prevent the credit from going through before the batch has been submitted, click [Void
Credit], and the credit will be pulled from the batch.
Note
Remember, once a batch is submitted, if you need to “un-do” a sale, you can't use the
Void Sale button. Instead, you have to credit the customer's account. For this reason,
the safest policy is to allow your batches to be submitted automatically.
Note
The Batches page retains each batch for 90 days. If you need to research a batch that
you submitted more than 90 days in the past, you will need to contact your merchant
account provider directly.
18
Further Resources
Clicking on any of the batch links takes you to the Batch Details page, as shown on the right side of figure
14. The Batch Details page shows you Order #, Invoice #, Card (not the whole number), the Approval
Code, and the Amount.
Manual Transactions
At some point, you might want to do a manual transaction to process an order that came in by fax or
phone, or to make an additional charge after you've already charged the original order. Go to the Manual
Card Transaction page by clicking “Transactions” in the Process section of your Store Manager (see
Figure 10).
To put through a Sale transaction, do the following:
1. Type the credit card number in the Card Number field.
2. Type the expiration date in the Expiration Date field, e.g., “4/2015.”
3. Type the amount in the Amount field.
4. Click [Sale].
Once you click [Sale], you are taken to a status page that tells you the Order ID assigned to the transaction,
as well as whether the transaction was successful or if it failed (such as when the card is declined).
Putting through a Credit transaction is almost exactly the same procedure as the Sale transaction: when
you've put in the Card Number, Expiration Date, and Amount data, click [Credit].
Further Resources
Yahoo! Merchant Solutions Getting Started Guide
Includes in-depth instructions for credit card processing and Retrieving Orders
http://smallbusiness.yahoo.com/merchant/gstartdwnload.php
Order Help
Includes general information about orders including viewing orders, charging orders and more
http://help.yahoo.com/help/us/store/order/index.html
Order Processing Help
Includes how-to instructions for modifying and processing orders as well as reducing fraud and more
http://help.yahoo.com/help/us/store/order/process/index.html
Order Retrieve Help
Includes how-to instructions for retrieving orders including for printing and exporting
http://help.yahoo.com/help/us/store/order/retrieve/index.html
Risk Tools Help
Instructions for enabling and customizing Risk Tools rules for use with AVS and CVV information
http://help.yahoo.com/help/us/store/risk/index.html
19
Glossary
Glossary
Acquiring Bank: See Merchant Account Provider
Address Verification Service (AVS): With AVS, the billing address provided by the buyer during
checkout is validated against the billing address on file at the customer's card issuing bank or credit card
association. The AVS response is added to the authorization response and appears in the Order review
page.
Merchants can set Risk Tools to accept, flag, or reject orders based on the AVS response returned by the
issuing bank and First Data. AVS allows merchants to reduce the risk associated with online or phone
(card not present) transactions.
Annual Fee: A fee charged to merchants by some merchant account providers, which can be used to
lower the discount rate. Some merchant account providers, such as Paymentech, charge a lower monthly
fee instead of a higher annual fee.
Application Fee: This is a fee for processing the application paperwork and setting up a merchant account
with some merchant account providers. Paymentech charges no application or setup fees.
Authorization: The process whereby a request is made by the merchant through First Data Merchant
Services (FDMS), the Yahoo! Store Payment Processor, to the issuing bank (or credit card association)
of the cardholder to ensure the cardholder has sufficient funds available for the transaction. If the authorization
is approved, the issuing bank (or credit card association) replies with an authorization code
and the amount of the authorization is set aside from the available credit of the cardholder. As this process
happens during checkout, this is referred to as "real-time authorization". Authorization does not
collect the funds but rather checks for sufficient funds to settle the order at the time of the authorization.
Merchant later review the order and then capture the funds.
Merchants can disable real-time authorization in order to charge orders automatically or collect credit
card information for processing offline (such as when FDMS is unavailable). Yahoo! does not recommend
disabling real-time authorization as this can significantly increase the risk of processing fraudulent orders.
Authorization Code: A code sent by the issuing bank or credit card association containing AVS and
CVV (if applicable) responses as well as the approval for the sale.
Authorization Floor: The amount at or below which sales do not require an authorization to complete
the order. This amount is set in the Advanced Settings page linked from the Payment Processing Setup
and Management page. By default, the amount is low ($10) and Yahoo! does not recommend raising the
amount as this can increase your risk of processing fraudulent orders.
Authorization Headroom: The amount above an order total in an authorization request. You can adjust
this amount in the Advanced Settings page linked from the Payment Processing Setup and Management
page. Whenever you submit a transaction (click "Sale" while viewing the order) and the amount
you charge is larger than the originally authorized amount, the system must request a new, larger authorization
to match the sale amount. This costs you several cents in transaction fees (depending on
your merchant bank), and may fail if the customer is close to his credit limit. If you do not calculate tax
& shipping costs in real time for most customers, you should add enough authorization headroom so that
a second authorization is not required for most customers.
Because the amount authorized on a credit card is counted towards its credit limit, you shouldn't set the
headroom any larger than necessary. Of course, any additional authorization amount is released when
you finally submit the transaction.
Authorization Request: A message sent through FDMS to an issuing bank or credit card association
to verify the cardholder has sufficient funds available for the transaction. If the transaction is approved,
then a response is sent back to Yahoo! from the issuing bank or credit card association through FDMS.
Authorization Response: A message sent by the issuing bank or credit card association through FDMS
to Yahoo! that contains an authorization code and other AVS and CVV (if applicable) response codes.
20
Glossary
Automated Daily Batch Submission: The process whereby batches are submitted to FDMS for settlement.
This process happens anywhere between 6-11 pm (PST) as Yahoo! attempts to balance the load
on the payment processor by staggering the submission times. Merchants can turn off this option on the
Advanced Settings page linked from the Payment Methods page. Merchants that turn off this option must
submit batches manually by clicking the "Submit batch" link on the Transaction panel of an order.
AVS: See "Address Verification Service"
Batch: A collection of transactions. Batches can be submitted manually by the merchant by clicking the
"Submit batch" link in the transaction panel or the order, or set to submit automatically between 6-11
pm P.S.T. Batches which are pending (not submitted) cannot be reviewed prior to submitting. Only
batches that have been submitted can be reviewed.
Batch ID: After settlement, each batch is assigned an identification number by the payment processor.
Merchants can click on the Batch ID links to review transactions in a particular batch. Merchants can
access batches for review by clicking the "Review batches" link appearing in the transaction panel of individual
order (Retrieve Orders > Order #) and then clicking the link for the batch to review.
Batch Processing: Batches are processed nightly by default (see automated daily batch submission).
Merchants can also send batches manually. Batches are submitted to FDMS for settlement with the issuing
bank or credit card association.
Buyer: A customer that places an order on a merchant's site.
Capture: See settlement
Cardholder: A person with a credit card account with an issuing bank or credit card association. See
also buyer.
Card Not Present: A transaction where the cardholder does not physically provide the card to the merchant
for processing (online, phone, fax orders). These transactions are typically charged a higher discount
rate due to the increased risk of fraud.
Card Present: A transaction where the cardholder presents the card to the merchant for payment as
demonstrated by swiping the card through a point of sale (POS) terminal or imprinting the credit card.
Lower fees are associated with card present transactions as these transactions have a lower incidence
of fraud.
Card Verification Value (CVV): The three digit code printed in the signature panel on the back of Visa/
MasterCard/Discover (a four digit code printed on the front for American Express).
Merchants can make CVV a required field to complete transactions in checkout. The CVV information is
then sent to the issuing bank or credit card association to validate cardholder status. Merchants can select
to accept, flag, or reject orders with invalid CVV information as a means of reducing the risk of fraudulent
transactions.
Chargeback: The process initiated by a cardholder to dispute a credit card transaction through their
issuing bank or credit card association. Merchants must provide proof of purchase or delivery. Merchants
are advised to check with their merchant account provider for details concerning chargebacks.
Credit: A refund (full or partial) given to a buyer by a merchant. Credits are used most often to refund
an order after the merchant has submitted and processed a batch. The credit button appears on the
transaction panel of the order.
Credit Card Association: Visa, MasterCard International, American Express, Discover (Novus). Note:
While Visa and MasterCard International are card associations, the payment processor works through
them to the issuing bank to collect funds.
CVV: See Card Verification Value
Deposit: The amount credited to a merchant's bank account from the settled transactions in a batch
minus any fees.
21
Glossary
Discount Rate: The percentage of order totals merchant account providers charge merchants for settlement
of transactions. The percentage is usually low (2-3%) but rates vary based on merchant account
provider and the risk level associated with the transaction.
FDMS: See First Data Merchant Services
First Data Merchant Services (FDMS): Yahoo! Store uses FDMS as both the gateway and payment
processor. Yahoo! Store is integrated to work only with FDMS Nashville Platform (formerly Envoy). All
merchants must use merchant account provider that are compatible with FDMS Nashville Platform in order
to process orders online. FDMS requests authorizations from issuing banks and credit card associations
and passes the authorization response back to Yahoo! Store during checkout. FDMS also processes
the batches with merchant transactions when submitted and facilitates the settlement whereby funds
are transferred from the issuing bank/credit card association associated with the order to the merchant
account provider where the merchant has an account.
Gateway: The system consisting of hardware and software which connects the merchant's shopping
cart with the payment processor by translating the information from the shopping cart format into a format
accepted by the payment processor to request an authorization or settlement from the issuing bank
or credit card association. Yahoo! Store provides merchants a gateway to FDMS.
Hard goods: Material goods that are shipped to a buyer. Compare to Soft goods
Issuing Bank: Any Visa/MasterCard member bank which issues cards to cardholders. The issuing bank
collects funds for purchases from the cardholder.
Merchant: A business that sells goods or services.
Merchant Account: A relationship between a merchant account provider and a merchant for the purpose
of conducting online credit card processing. A merchant account is required to open for business
with Yahoo! Store. At present, a PayPal account cannot be used in lieu of a merchant account.
Merchant Account Number: The number assigned by the merchant account provider to the merchant's
bank account (similar to the account number which appears imprinted along the bottom of
checks). The merchant account number and merchant identification are two different numbers. This
number is required to set up online processing through FDMS.
Merchant Account Provider: A merchant bank that facilitates authorizing and settling online credit
card payments of buyers for merchants. Merchants can select Paymentech, the Yahoo! Store preferred
provider, or signup for or set up an existing merchant account as long as the merchant account provider
is compatible with FDMS Nashville platform.
Merchant Identification Number (MID): The unique number assigned by the merchant account provider
to a merchant. FDMS uses this number to identify the merchant during authorization and settlement.
Typically, the number is seven digits long not including any leading zeroes. This number is
required to set up online processing through FDMS.
MID: See Merchant Identification Number Monthly Service Fee: A fee charged to merchants by some
merchant account providers, which can be used to lower the discount rate (similar to an annual fee).
Offline processing: Authorizing and settling orders with a swipe terminal, or credit card imprinter. Contrast
with Online processing Online processing: Authorizing and settling orders online through the use of
an order system through a gateway to a payment processor and issuing bank or credit card association
and a merchant account. Contrast with Offline processing
Order: The goods or services purchased by the buyer from the merchant.
Payment Methods: The choices buyers have for payment when placing on order on a merchant's site
(for example Visa, MasterCard, Discover, PayPal). Merchants can add only those payment methods for
which they are set up to receive through their merchant account provider. Adding unsupported payment
methods on the Payment Options page of the Store Manager will result in errors. Merchant should contact
their merchant account provider to resolve such errors.
Payment Processor: Responsible for contacting issuing banks or credit card associations on behalf of
the merchant account provider to request authorization and settlement of credit card transactions.
22
Glossary
Point of Sale (POS): The place where a sale occurs in a physical retail store. POS Sales are conducted
most often through swipe terminals but also with credit card imprinters or phone approvals.
Risk Tools: A feature that allow merchants to configure rules for marking transactions as approved,
flagged, or rejected based on AVS and CVV responses. Merchants can choose to enable or disable Risk
Tools for their store. They can set an Order Minimum at which all orders will be processed according to
AVS Rules and CVV Rules as set by the merchant.
Sale: Occurs when a merchant processes an order which is then stored in a batch for later processing
and settlement. For Yahoo! Store merchants, a sale is processed by clicking the "Sale" button on the
transaction panel.
Secure Server: All Yahoo! Store servers that handle credit cards use SSL (secure socket layer) encrypted
communications. The information passed between the buyer and the merchant's site is encrypted so
that data that may be intercepted is unreadable.
Settlement: A process in which a transaction is processed between a merchant account provider and
the issuing bank or credit card association of the buyer. In the case of a sale, funds are transferred from
the issuing bank/card association to the merchant's account. The details of each settlement can be reviewed
by merchants by reviewing batches.
Setup Fee: This is a fee for processing the application paperwork and setting up a merchant account
with some merchant account providers. Paymentech charges no setup fees.
Shopping Cart: The page or online basket in a merchant's site which displays the quantity and price of
items selected for ordering by customers. Buyers enter the checkout process by clicking the "Check Out"
button.
Soft goods: Goods which are downloaded from the merchant such as e-books or downloadable software.
Compare to Hard goods
SSL: The industry standard encryption system that allows for secure transmission of data between buyers
and merchant sites. SSL stands for secure socket layer.
Submission: The process whereby batches are sent to FDMS for settlement. This process happens anywhere
between 6-11 pm (PST) by default (see automated daily batch submission). Merchant can elect
to submit batches manually at any time.
Swipe Terminal: A terminal which reads the magnetic strip on a credit card and transmits the data for
the purpose of conducting a sale.
Terminal Identification Number: The identification number of a specific terminal or workstation
which is provided by the merchant account provider to the merchant. Typically, the number is seven
digits long not including any leading zeroes. This number is required to set up online processing through
FDMS.
TID: See Terminal Identification Number
Transaction: The action between buyer (cardholder) and merchant that affects the financial standing
of the buyer and merchant. Transactions can include sales, credits, and voids. There is typically a fee
associated with each transaction that is initiated by the merchant.
Transaction panel: The controls found in the Yahoo! Store Order Manager when viewing an order (individual
or range). This panel appears at the bottom of the order page and only appears when the merchant
has successfully set up their store for online credit card processing. The panel displays the name
of the merchant account provider, the amount of the sale, and links to submit and review batches. The
panel also contains two buttons prior to processing the order: Sale and Credit. Merchants can only process
an order by clicking the "Sale" button which then stores the sale in the batch for later processing.
After processing the sale, merchants will see a third button—"Void Sale". Merchants can click the Void
Sale button prior to the batch submitting (6-11 pm PST) to remove the sale from the batch. Merchant
can click "Credit" to issue a credit to the cardholder for an order.
Transaction Fee: The per-item cost associated with each transaction through a merchant account provider.
For example, Paymentech charges a 20¢ transaction fee.
23
Glossary
Void: Removing a sale transaction from a batch prior to settlement. It is not possible to void a sale after
the batch has been submitted. Merchants must issue a credit to offset a sale if the batch with the sale
was submitted. It is possible to void a credit in the same way a sale is voided but again only before the
batch with the credit is submitted for settlement.
ORDER FULFILLMENT AND LOGISTICS

BUSINESS SCENARIO
Business Scenario Maps
 Global Trade Services: Export Control
 Global Trade Services: Import Control
 Global Trade Services: Sanctioned Party List Screening
Key Performance Indicators
 % of Faultless Installations
 Delivery Performance to Scheduled Commit Date
 Number of Orders not delivered complete
 Delivery Date Accuracy
 Field Finished Goods Inventory
 Finished Goods Inventory Days of Supply
 Finished Goods Inventory Turnover
 Material Stock shortfalls
 Order Fulfillment Costs
 Order Fulfillment Lead Times
SAP Best Practices
 Available preconfigured scenarios in SAP Best Practices for High Tech - EMS
Partner Opportunities
 Partner Opportunities in High Tech - Electronics Manufacturing Service

Provider (EMS/ODM)
As the supply network of EMS/ODM extends to include other partners,

component manufacturers and third party distributors, it is critical to co-ordinate
fulfillment processes across multiple parties and have real time visibility to
react quickly to any problems. To maintain customer service, the EMS must
provide customers with continuous and up to date information, while still
minimizing internal and external distribution and warehouse costs. Frequently,
the EMS is required to monitor and replenish customer inventory and guarantee
availability of parts at the Brand Owner location. Fulfillment controls the actual
fulfillment of customer replenishment orders based on the manufacturing
program and according to the criteria established in the contract with the Brand
Owner. Fulfillment orders frequently involve similar processes as sales order
processing in terms of logistics and configuration, however pricing and the
actual sale was established through the contracting process.
Business Goals & Objectives
Improving Customer Service
Increase multi-channel delivery of services

Reduce late orders
Improving Regulatory Compliance
Reduce risks of fines and penalties
Managing Fixed Assets & Resources
Improve physical inventory process
Reducing Operating Costs & Increasing Efficiency
Lower logistics costs

Business Processes
Sales This business process makes it possible for you to deliver a specific
product configuration and quantity, or to provide a service at a specific
(fulfillment time. During sales, fulfillment order processing, a fulfillment organization
) Order accepts the order and is responsible for fulfilling the contract.
Processing This process is supported by the following SAP and/or partner offerings
 SAP ERP
Interactive This process enables you as a sales employee or customer to configure a

Configuration
product in line with your requirements.
This process is supported by the following SAP and/or partner offerings
 SAP ERP
Responsive You can use this business process to plan responsive replenishment based on the results of the
Replenishment Responsive Demand Planning process. Responsive Replenishment Planning plans the optimal
shipments to customer locations. During this process the netting take place, transport loads are
created, and finally the orders are created. Promotion and baseline demands can be planned
independently.
 SAP Supply Network Collaboration for High Tech
Fulfillment Order You can use this business process to analyze sales quotations and sales
Analysis
orders. This enables you to monitor the sales transactions that have taken
place in your organization at a detailed level.
 SAP ERP
Safety Stock Safety stock is the quantity of additional stock procured and/or held to satisfy unexpectedly high
Planning fluctuation in demand. Safety Stock Planning Planning allows you to meet a target service level while
creating a minimum necessary amount of safety stock throughout your entire supply chain for all
intermediate and finished products at their respective locations.
 SAP ERP
Warehousing and Warehousing and Storage includes multiple processes throughout the warehouse from the time
materials enter the warehouse via Goods Receipt until they exit the warehouse with a Post Goods
Storage Issue. Specifically covered in this process you will find the management of inventory including
putaway strategies and replenishment. Possible variants include task and resource management and
Radio Frequence (RF) support. Optional steps include support for production supply, Value Added
Services and Yard Management.
 SAP ERP
 SAP Extended Warehousing and Logistics for High Tech
Outbound Processing Outbound with WM: Outbound processing comprises the preparation of
goods to be delivered from a warehouse to a receiving location. Outbound
processing within the scope of warehouse management typically
comprises activities like the notification of goods to be supplied from a
warehouse to a customer for which the outbound delivery serves as the
reference document, picking, packing, physical goods issue in warehouse,
loading, goods issue and goods issue posting to IM, advising advanced
shipping notifications to business partners and, obtaining a proof-of-
delivery from the receiving business partner.
Outbound without WM: Outbound processing without WM comprises the

preparation of goods to be delivered from a warehouse to a receiving
location. The warehouse is managed on a storage location level using
Lean WM.
 SAP ERP
 SAP Extended Warehousing and Logistics for High Tech
Transportation The Transportation Planning process as part of SAP SCM creates optimizes shipments and transfers
Planning these shipments into the connected R/3 systems for execution. To do so, it reads transportation
relevant business documents from the connected SAP R/3 systems, assigns the loads represented by
these documents, to resources (trucks, railcars, …) to create planned shipments, assigns carriers to
these shipments and tenders these shipments to the assigned carriers.
 SAP ERP
 SAP Transportation Operations for High Tech
Transportation Transportation Execution is a complete and integrated solution to create, execute and monitor
Execution shipments. Transportation Execution provides shipping, collaborative shipment tendering, express
ship interface and distance determination functionality.

 SAP Demand and Supply Planning for High Tech
 SAP ERP
Supply Chain Supply Chain Performance Management (SCPM) enables you to define, select, and monitor key
Monitoring and performance indicators (KPIs), giving you an integrated, comprehensive view of performance across
Control the supply chain. SCPM with mySAP SCM includes a large number of predefined KPIs based on the
Supply Chain Operations Reference model (SCOR) covering all supply chain activities including
source, plan, make, deliver, and return.
 SAP Demand and Supply Planning for High Tech
 SAP NetWeaver
Physical Inventory Physical Inventory is a process that all companies with their own stocks or special stocks in their
warehouse eventually face. There are several different kinds of physical inventory that can be
managed, for example: periodic inventory, continuous inventory, cycle counting or inventory
sampling.
 SAP ERP
Freight Costing A shipment can have costs which represent the charges of the Transportation Service Provider (TSP,
carrier), possible handling charges, surcharges such as fuel, and other accessorial or direct
transportation costs. The Shipment Cost Document enables the calculation of the shipment costs for
any given shipment.
 SAP ERP
Billing You use this business process in order to create customer invoices in SAP
CRM. Here, one or more than one billing due list item is copied into a
billing document. You can either create the billing document with
reference to the delivery, or to the sales order. It is also possible to create
billing documents with reference to contracts. You make the necessary
setting in Customizing. The following describes delivery-related billing.
Also see associated process, outgoing royalties settlement.
 SAP ERP
I. Introduction
Third Party Logistics (3PL) is the development of modern

logistics industry a brand new form of logistics theory and
practice is becoming the focus of attention. Experienced a short
period of ten years of development, the world’s third-party
logistics market has clearly demonstrated the potential of
large, progressive and high growth characteristics. Third-party
logistics companies to introduce advanced information
processing technology will not only improve the logistics
enterprise of the degree of automation and information
sharing, improve efficiency, lower costs, more important is to
fundamentally change the strategic development of logistics
enterprises effectively promote the logistics enterprises
collaboration between departments to improve the logistics
business and customer information-sharing.
From the third party logistics service company in China with

research results, 53% of businesses were satisfied with third-
party logistics services, 47% were dissatisfied, while the main
reason for dissatisfaction is the slow operation and logistics
information is not timely , inaccurate, followed by operating the
high error rate, operating costs are high. Thus, our third party
logistics logistics operation of much-needed improvements,
especially in its logistics information capabilities. China Storage
Association, the national logistics supply and demand on the
results of several surveys also show that the quality of logistics
information to become operational after the third-party logistics
companies are not satisfied with the current one of the main.
From the third survey, we can see that the demand for the
introduction of third-party logistics companies, 67% of the
production enterprises and 54% of the commercial enterprises
are satisfied with a third party logistics services, 23% of
manufacturing enterprises and 7 % of commercial enterprises
are not satisfied with third-party logistics services. Not satisfied
with the reasons, first because the work is slow and logistics
information is not timely, inaccurate, followed by the operation
of high error rate, operating costs are high. To the fifth survey
is still the high operating costs and logistics information is not
accurate and the top two, as shown in Table 1.
Can be seen from the production companies and commercial

enterprises concerned about third-party logistics services is the
cost and operation of the first quality and includes logistics
information, including the operation of the capability.
The current competition for third-party logistics companies

around the possession of information resources and, hence the
establishment of efficient and appropriate management
information system is the challenge, an effective means to
strengthen its own. How to establish reasonable and effective
third party logistics management information system in front of
us has become very urgent task.
2, from the perspective of third party supply chain

logistics management information system of recycling
Supply chain management mainly through the supply chain,

feed-forward information flow and feedback of logistics,
information flow, of suppliers, manufacturers, distributors, and
so the end-user fused to the include order, sales, inventory
management, transportation , warehousing, customer service,
integrating the various aspects of management, so that each
node in the supply chain to share the functions of the
integrated enterprise to form a holistic management model. It
requires the enterprise supply chain information flow, logistics
and cash flow, value-added flow, traffic Yiji collaborative
partnerships to design, planning and control of suppliers,
manufacturers, distributors until the end user to connect into a
whole reached on the mutual logistics business processes
seamlessly, from the perspective of system optimization to
achieve an integrated supply chain management control of, and
to deliver value according to the value.
In the middle of the third party supply chain logistics

enterprises should play a bridging function of its logistics, its
logistics operation in the implementation of information
technology on the basis of operation should be established with
the supply chain can lower the node Jinxing Shujujiaohu and
transmission of data platform, by information technology and
information systems support, and supply chain partners and
downstream customers to share the logistics of supply and
demand information in a timely manner, thereby integrating all
of its supply chain logistics resources.
From the implementation point of view of supply chain

management, third party logistics enterprises should form a
network of the logistics management information Xitong, to
strengthen the whole supply chain logistics part of the
information Jiao Liu, 达到 with suppliers and logistics partners,
vendors and outside the Society, between the downstream
customers supply chain of information processing and sharing,
and logistics through the creation of Web-based trading system
to simplify the logistics logistics orders transaction-driven
process, so as to effectively realize the integration of its
logistics business collaboration.
3, the supply chain point of view of operation of third-

party logistics business
Information system analysis and planning in, we need to

understand in detail the actual processes third-party logistics,
and related links Meige specific analysis in order to develop the
actual situation for third-party logistics enterprise management
information system.
Basic third-party logistics supply chain processes as: customer

acceptance of third party logistics distribution request, to
review the order, classification, treatment, and arrangements
for goods to and from libraries under orders to draw up
distribution plans, seek the goods according to customer
demand accurate and timely service suppliers from the market
demand side (Figure 1).
Specific third-party logistics processes include the following

aspects.
1. Order Processing
Order processing is the beginning of the distribution center
operations, is also the starting point of data information
systems. And efficient order processing is the key to the
success of information systems, order service throughout every
aspect of the logistics supply chain. Logistics center is only
valid in the customer service received a request to continue the
distribution, transportation. Received orders to implement the
main through the Internet can also be by phone, fax and other
means, but in this case, the need to manually input order
information.
2. Authentication
A reliable system should be receiving an order to verify the

identity of the customer only after the passage to whom the
authentication service, or need further contact with customers,
allow customers to modify or Register. Customers through
distribution centers in the registration server, you must provide
some useful information such as company contact telephone
number, company location and so on.
3. Information Classification Management
Because different sources of customers, it should distinguish

between different types of service, while the need for timely
response to customer requests, but also on the distribution of
goods, quantity, type, mode of transport, etc. were classified
and sorted.
4. Inventory Management
Inventory management is mainly the status of the entire stock

merchandise tracking surveys and the overall management,
including storage management, a database management,
inventory counts. First, the warehouse management of goods
entering the warehouse to collect information (such as
registration, classification), to prepare for future delivery;
Second, the library management is the coordinated
combination of processing to achieve picking, receiving orders
and distribution request, the request to order the release of
goods, and record distribution of relevant information; third,
stock warehouse inventory is available to manage the status of
goods. To keep them in meeting delivery requirements.
5. Distribution, transport processing
Distribution system is a system of specific customer orders

processed sector in order processing and inventory processing,
transport processing between a processing system. System
according to the order requirements, combined with stock
picking conditions or contact procured treatment, and
treatment results of the corresponding category, or delivery to
the demand side. Distribution, transport processing is a
complex system to process, because the third-party logistics
companies are facing customers in different areas, logistics
centers must have the real-time status of each distribution
point, then decision-making system to analyze and judge for
the formulation of a reliable and economical distribution plan,
the appropriate distribution point or integrated with other
supply chain enterprise resources to complete.
6. Financial settlement
Third-party logistics and financial settlement of 计算 the same

manner as other transactions, are generally set up a special
account through the bank, with delivery receipts, by network or
other means, the money designated to Zhongxin 账户. Be noted
that this settlement is built on both sides based on integrity.
7. Decision Analysis
Decision analysis is intended to allow enterprises to lower costs

and better delivery to complete the task. Decision analysis
usually involves making the site distribution, inventory
decisions, scheduling, selection of foreign co-partners,
customers and management.
8. Management
Business management is the management of staff through

various means to achieve efficient management of distribution
centers, and to develop appropriate business decisions.
According to various information and reports, including
statistical data distribution, customer service response to the
report on the distribution, number and duration of delivery of
goods report, the failure rate of distribution of goods,
warehouse inventory, equipment breakdowns and maintenance
reports, equipment, cost analysis, human resource analysis,
decision-making.
Monitor Inventory as It Moves to the Customer—And Back
Order Lifecycle Management unites three powerful modules to put you in

control of the entire order management process.
 Distributed Order Management—Keep your supply and customer

demand in profitable balance. A global view of inventory—at the
supplier, in transit or at the warehouse—combines with cross-channel
order reporting to enable you to deliver what your customers want,
when they want it. Satisfy demand using the full supply pipeline by
diverting in-flight inventory to where it's needed most: directly to
customers, directly to stores, or to the appropriate distribution center
based on real-time inventory positions. Manage inventory across
channels by creating virtual divisions in the Distributed Order
Management layer, alleviating cross-channel inventory complexity from
distribution center operators.
 Reverse Logistics Management—Make returns efficient, accurate and
easy. Capture customer information, track return reasons, and
automatically select the optimal mode of transportation to make returns
a source of valuable customer and quality information. Automate
vendor rules and streamline return-to-vendor credit process. Improve
vendor buyback, reduce cycle time and improve open-to-buy.
 Store/Customer Gateway—Let customers and stores place, track and
confirm their orders on line, giving you proof of receipt, opportunities
for feedback—and happier customers.
Customer Order Cycle

The customer order cycle occurs at the customer/retailer interface and includes
all processes directly involved in receiving and filling the customer’s order.
Typically, the customer initiates this cycle at a retailer site and the cycle
primarily involves filling customer demand. The retailer’s interaction with the
customer starts when the customer arrives or contact is initiated and ends when
the customer receives the order. The processes involved in the customer order
cycle include:
• Customer arrival
• Customer order entry
• Customer order fulfillment
• Customer order receiving
Customer Arrival. The term customer arrival refers to the customer’s

arrival at the location
where he or she has access to his or her choices and makes a decision regarding
a purchase. The starting point for any supply chain is the arrival of a customer.
Customer arrival can occur when
• The customer walks into a supermarket to make a purchase
• The customer calls a mail order telemarketing center
• The customer uses the Web or an electronic link to a mail order firm
From the supply chain perspective, the key flow in this process is the
customer’s arrival.
The goal is to facilitate the contact between the customer and the appropriate
product so that the customer’s arrival turns into a customer order. At a
supermarket, facilitating a customer order may involve managing customer
flows and product displays. At a telemarketing center, it may mean ensuring
that customers do not have to wait on hold for too long. It may also mean
having systems in place so that sales representatives can answer customer
queries in a way that turns calls into orders. At a Web site, a key stem may be
search capabilities with tools such as personalization that allow customers to
quickly locate and view products that may interest them.
The objective of the customer arrival process is to maximize the conversion of
customer arrivals to customer orders.
Customer Order Entry. The term customer order entry refers to

customers informing the
retailer what products they want to purchase and the retailer allocating products
to customers. At a supermarket, order entry may take the form of customers
loading all items that they intend to purchase onto their carts. At a mail order
firm’s telemarketing center or Web site, order entry may involve customers
informing the retailer of the items and quantities they selected. The objective of
the customer order entry process is to ensure that the order entry is quick,
accurate, and communicated to all other supply chain processes that are affected
by it.
Customer Order Fulfillment. During the process, the customer’s

order is filled and sent to
the customer. At a supermarket, the customer performs this process. At a mail
order firm this
process generally includes picking the order from inventory, packaging it, and
shipping it to the customer. All inventories will need to be updated, which may
result in the initiation of the
replenishment cycle. In general, customer order fulfillment takes place from
retailer inventory. In a build-to-order scenario, however, order fulfillment takes
place directly from the manufacturer’s production line. The objective of the
customer order fulfillment process is to get the correct orders to customers by
the promised due dates at the lowest possible cost.
Customer Order Receiving. During this process, the customer

receives the order and takes
ownership. Records of this receipt may be updated and payment completed. At
a supermarket, receiving occurs at the checkout counter. For a mail order firm,
receiving occurs when the product is delivered to the customer.
Empowered Employees for a Unequivocal Customer Experience
By Barb Lyons on August 5, 2010
Whether you are part of a small or a large organization, you have the same challenge of
finding the right people to be the face and voice for your company. It is likely these front-line
people are the only contacts with whom your customers and clients interface when buying or
using your products and services. Do they have the power and the right perception to service
your customers?
Last week we had a sudden death in the family. Unfortunately many of us were away on
vacation when we heard the news. This tough time presented an opportunity for our airlines
and our hotels to demonstrate exceptional empathy. Emergency flights were arranged. Hotel
reservations were cancelled.
Empathy
Your client facing employees need to be able to demonstrate and communicate empathy.
When we tried to tell the hotel of our immediate departure after checking in just a few hours
earlier, the young attendant brought us a box of tissue so we could gather ourselves while
trying to explain our situation. The simplest gestures are sometimes the most lasting. We
received a definitive affirmation that we could check out 3 days early without penalty. No
proof was required. No unending list of questions. Just a confirmation that we were free to
leave at no cost to us. Confident, concise and empathetic.
Empowered Employees
You need to empower your employees to make decisions that are right for your clients. On
the airplane it was clear the vacationing daughters were distraught. The flight attendant
quickly provided them with drinks to comfort them. Supervisors didn’t have to be contacted.
No discussion had to take place about whether this flight attendant could or should reach out
with a little special treatment.
This has been a particularly tough week on our family and friends. What has been so helpful
is working with vendors who know how to demonstrate empathy and will rise to the occasion
for unplanned events and inconvenient requests.
Do you lead by example by demonstrating empathy? Do you encourage empathy? Do you

empower your employees so they can be empathetic with your customers, business partners,
and vendors? Allowing negative talk about them creates an unsupportive underlying tone in
their customer interactions. Lead by example as my friend and sister-in-law did during her
short life.
Posted in Customer Experience, Customer Leadership, Customer Management, Customer

Satisfaction | Tagged Customer Experience, Customer Management, customer service
Outstanding Customer Service – A Call Out to Leadership
By Barb Lyons on June 30, 2010
Think about it. How hard can it be to provide outstanding service to your customers? It isn’t
hard at all…WHEN you make it a priority.
The foundation of good service begins with the Leadership of the company. Company
leadership is responsible for ensuring the company culture is customer focused. If “good-
enough” products or service is the philosophy of the Leadership, the entire company will
adopt a ‘good enough’ attitude that customers will see.
Here is a current example of a company trying to live behind a solid brand name while
forsaking quality: http://blogs.bnet.com/salesmachine/?p=10862&tag=col1;post-
10862&tag=nl.e808
Quality of service and quality of products makes for proud employees. Proud employees are
enthusiastic. Proud and Enthusiastic employees lead to truly exceptional customer service.
Give your employees a reason to be proud. Give your employees a reason to provide
personalized and attentive service.
It really isn’t that hard; but it is up to you, the Leadership.

Satisfaction | Tagged Customer Experience, Customer Leadership, Customer Satisfaction
Customer Service Strategies – Live Chat
Outstanding customer service is making your customers feel like you understand their needs
and their issues. There is another way of letting your customers reach out to you that is faster
and more structured than an email exchange and more productive than a phone call.
Online Chat is a nice way to personalize your online exchange and enhance the timeliness of
your communications. Bang, bang, bang and I can have my question(s) answered and proceed
with my order. That is how fast a live chat session can work.
The cost can be approximately $99 per month per concurrent user. But, the benefits may
outweigh the costs for your business. Productivity is one of those benefits. For example a
user can typically handle up to 3 chat sessions at a time which is much better than the 1:1
ratio of phone calls.
3 Key Criteria to consider for servicing customers with live chat:
1. Are your users or clients on your website? Your chat sessions would have to originate from
your website for this solution to make sense.
2. What kind of inquiries you are receiving now? If the inquiries are quick how-to, when and
where type questions you can probably benefit from an online chat service. If the inquiries
are detailed how-to, trouble-shooting questions online chat will still work for you but up to 3
sessions at once may be a stretch.
3. Having an ‘operator’ available during ‘regular’ business hours is a base requirement to

getting the most out of your online chat service. This option is not ideal for a one-person
office with other responsibilities away from the computer.
The little secret and value behind these online chat services is that you can build a knowledge
base of ‘prepared’ responses for the user to drop into the chat sessions.
3 Benefits:
1. The true speed of responsiveness
2. Diminished need to type and re-type the same answers
3. With prepared responses you can ensure consistent communication from your company to
your customers.
Free online chat services with Yahoo, Gmail and AOL are wildly popular in business
settings, especially technology companies. Why? Because, they enable quick and concise
communications that allow the users to continue making progress with the task at hand. Yes,
chat sessions really do enhance productivity.
Isn’t that what you want your customers, clients, and shoppers to do? Live chat. Is it for you?
Posted in Customer Experience, Customer Management, Customer Satisfaction | Tagged
Customer Satisfaction, Customer Service Strategies, Customer Technologies | 1 Response
Customer Service Strategies…Self-Help is IN
By Barb Lyons on May 10, 2010
Help Thyself. It is the ‘it’ strategy these days. It makes good business sense. Outstanding
content can divert call and email volume. It can improve the Customer Experience. As
technology has evolved so have self-help presentation options. Long, static user guides are
quickly becoming passé as quick guides, indexed documents and how-to videos become
ubiquitous.
Which Customer Self-Help Strategy is best for you?
First, think of self-help as just one of the cornerstones of your Customer Experience. Self-
guided learning works great, but only for those customers/users who would rather find the
answer instead of waiting for an email response or to make a call.
When you ‘walk’ from the outside-in through your Customer Experience, do you discover
ways to teach your customers how to best use your product or service? Can you think of ways
to encourage your users to better understand how your product or service can add value for
them?
Self-Help options should be a natural extension of how a customer learns to use your product
or service. If there are a lot of visual references required, then video is a solid option to
include. If a quick reference guide of steps 1 through … makes sense, then don’t use a video.
The user would have to write down the steps instead of having that quick guide in hand. Or
better yet, pair the two together if that enhances understanding and ultimately utilization.
Comprehensive product manuals are somewhat of a necessary evil. It’s likely they are not
fully used and they take a lot of time and resources to create and keep current; but, you can’t
get away without having one. (Side note-have your new employees use the current manual to
learn about your product/service as well as to identify what may be out of date.)
Does your self-help content include references to how your customers will use your product
or service? User-based, topical presentations are the secret to user traction. To improve
comprehension and utilization, present your information with when and why content.
I am a big fan of ‘bite-sized’ learning. If you have a complex service or product, then try to
segment your Self-Service offerings to facilitate quick, incremental learning. Create short,
topical content based on how the product or service will be used.
Create content based on the Who’s-on-First perspective: WHO should do WHAT, WHY and
WHEN; and, don’t forget the HOW to ensure those who will try self-help, can find the
answers.
Exceptional Self-Help strategies will divert inbound customer requests; but, they will not be
effective as the only Customer Service strategy. Create your self-help content and
presentation strategy as one of the pillars of your overall Customer Experience.
Amazon, Netflix, Go-To-Meeting are a few examples of outstanding self-help strategies.
What are your favorites?

Satisfaction | Tagged Customer Experience, customer service, Customer Service Strategies | 1
Response
Onboarding – How Do You Welcome Your New Customers?
By Barb Lyons on April 28, 2010
Usually I end my posts with a quote to provoke further exploration of these Customer-Centric
concepts. Today I am starting with one because I believe your Customer Experience map
should be considered your key strategy to elevate you above your competition. Onboarding is
a critical element of this strategy.
“A strategy is, at its core, a guide to behavior. A good strategy drives actions that
differentiate the company and produce financial success.” Chip Heath and Dan Heath,
Authors of Make it Stick.
Getting customers is hard enough. Keeping them is the greatest challenge of all. A special
Onboarding experience should be a key element of your overall Customer Experience
strategy. Let’s talk specifically about how you welcome your new customers.
A special Onboarding experience takes advantage of Buyer’s euphoria. Making purchase

decisions can be tough. There is a sense of relief when the decision is made. This is the time
to seize the moment, as soon as the contract is signed or a new customer is registered. Shower
your new relationships with love and attention. Reinforce to your new customer that they
made the right decision to do business with your company.
Critical components of Onboarding:
Outreach: In general, your customers should feel appreciated. How do you currently say
“Welcome, Thank-You-for-your-Business”? Email, cards in the mail or a phone message
demonstrates how much you appreciate them.
Set Expectations: I also list this as a Customer Service Basic in a previous post. If your
business entails some kind of implementation or project rollout, your welcome letter should
include a general guideline of the process and timeline.
Introductions: Depending on your business, you should provide some key points of contact
for your new customers. Ensure they have the 800# and the email address. Ensure the end
users of your products/services know how to get in touch in the event of problems.
Getting Started: A quick start guide, product/service documentation and online training
sessions are all modes of helping your new customers get started, while they are still excited
about the new purchase.
Checking In: Do you have a process for ensuring you check-in with your new customers?
Do you have a way to ensure your customers are using your new product or service? One of
the top metrics I listed in an earlier post is Utilization. If there isn’t rampant use within the
first 3 months your new relationship may be at risk.
Ask so they will tell: How are we doing? Finally, if you don’t ask you are not likely to know
why this new relationship may be failing. A key element to your overall experience is that
you keep asking.
Bringing on new customers and keeping them are your biggest challenges. Give your
customers a reason to say “this is the start of a beautiful relationship.” Ultimately you are
striving to build long term customer loyalty.
Share what is unique about your Onboarding process.

Satisfaction, Uncategorized | Tagged Customer Experience, Customer Loyalty, Customer
Onboarding, customer service | 1 Response
Mapping your Customer Experience Strategy

Who Owns the Customer Experience in your Organization?
Answer: Everyone Should.
Who drives the Customer Experience strategy?
Answer: The Leader who is responsible for providing customer service.
The executive team should be 100% supportive and enabling of the necessary collaboration
to establish a Customer Experience that is the best in Delivering Service Value.
The foundation for delivering outstanding service requires your touch teams to:
1. Know your Customer.

2. Understand how they use your products or services.
3. Ensure this information is shared with all of your customer touch teams.
Don’t have a CRM tool? No worries, the Sales team gathers this information during the sales
process. Good ol’ fashioned text documents or customer profile forms will work just fine.
Don’t let the lack of fancy tools prevent you from this most critical step of understanding
your customers.
Create a Customer Experience Map.
Build your strategy by understanding what is happening today. Start by mapping out all
customer touch-points and by whom. Be sure to delineate between the type of outreach:
email, phone, and face-to-face. Depending on the size of your organization, this is likely to be
a collaborative effort with your sales, marketing, service and fulfillment teams. Don’t think
you can effect real change without the participation of these other teams.
After you have your map of touch points by whom and by type, fill in the expected timeline.
For example, if you send a Welcome letter then be sure you have designated the timeline of
when this letter is sent. Is it with the first order? Is it as soon as the opportunity has been
converted to a customer with a signed contract?
Example: Welcome Letter -Email – Marketing- Upon Signing of Contract
If implementation and/or training are a part of your customer rollout, then be sure to include
general touch-points and timelines.
This map is the start of your Customer Experience strategy. Once you map what you have,
then add what should be included. From there, drill down into each touch-point to specify
what, whom, how and when. Final Step: communicate, communicate, and communicate.
Employers only handle the money. It is the customer who pays the wages. …Henry Ford
The ultimate goal for your business is to figure out how to create the exceptional experience
and establish it as the standard.
Coming next…Customer Onboarding. What is your current process? What makes it

exceptional?

Satisfaction, Uncategorized | Tagged Customer Experience, Customer Onboarding, customer
service, Customer Strategies
Customer Experience – Is it in your Company Kool Aid?
Customer Service is just one piece of the entire Customer Experience. When was the last
time you or someone in your organization became a ‘new’ customer of yours? The Customer
Experience starts before the contract is signed and lasts throughout your relationship and with
every department that customer may interface.
Like walking into your living room with a new set of discriminating eyes, I’ll bet you’d find
something that just isn’t right. Similarly, by stepping through your customer experience with
an outsider’s point of view you will find opportunities to improve the experience for your
new customers’ experience.
All this talk about customer experience these days is not new at all. Mystery shoppers were
created with this concept in mind. Here is a short list of companies who are known for
creating an outstanding customer experience: Hilton Hotels, Apple, Nordstrom,
Amazon.com, Zappos.com. These companies make their customers feel special regardless of
whether it is a new transaction or an interface with a different department in the organization.
It’s all in the kool aid. The employee base at these companies know how important their
customers are. It is part of the company culture….from the top down. Customer Experience is
THE Differentiator for these leading and quite successful companies.
The ability—or inability—for a company to serve its customers in a way that is

consistent with meeting or beating their expectations will prove to be the ultimate
differentiator that separates the corporate winners from the losers in the near future.
Joseph Jaffe
Mull over this quote and next time we’ll discuss strategies for creating a differentiating
Customer Experience.
Posted in Customer Experience, Customer Satisfaction | Tagged Customer Experience,

customer service, Customer Strategies | 1 Response
My Top 5 Customer Service Metrics
Let’s be clear: if you’re not measuring any part of your service delivery, you are missing a
huge opportunity to improve, grow or even save your business during these scrutinizing, tight
economic times.
The challenge with specifying key indicators is that not all businesses will use the same
metrics. For example, a retail or fulfillment organization will have decidedly different key
performance indicators than a software-as-a-service company.
For the purposes of this discussion, I have highlighted relatively general metrics and
incorporated a few varying perspectives for different use cases.
Service Level – For call centers, support, and service desks, first call resolution is the Holy
Grail. For a shipping operation, product delivery and project implementation, on-time
performance is the measuring stick. In a high transaction business, the first interaction with a
customer will be a key determinant of whether the customer will return. Don’t underestimate
the importance of timeliness and thoroughness.
Customer Retention – For SaaS businesses, Utilization is the best indicator of a customer’s
dedication to your service. Use this metric to understand who is at risk at contract renewal
time. Monitoring Repeat Business is going to help non-SaaS businesses understand how
sticky their product or service is for their customer base. You should know which customers
are using or buying different parts of your business. These customers who buy throughout
your offerings are perhaps your most important customers to focus on for your retention
strategies.
Response time – You’d be surprised how many customer surveys come back with comments
such as “your service is great, you got back to me right away….” “I was surprised with how
quickly you responded to my inquiry and it made all the difference even if I didn’t get the
answer I was hoping for…” In today’s world of electronic relationship management, response
time is one of the only ways we can communicate our sense of urgency and concern for our
customers and their experience with our product or service. What is your Response goal –
within X hours? Set one and achieve it. You should know what your competition is doing and
beat their goal.
Want to really blow away a customer and cement your relationship? Pick up the phone and
give them a personal call.
Time with the Customer – Are your customer-facing employees incentivized to keep calls
short or to move too quickly from customer to customer? If so, you are sending the wrong
message and subsequently affecting the quality of the customer interaction. There is a definite
happy medium between the overly chatty service provider and the thorough and efficient
provider. Set your benchmarks for call duration and general time with the customer in
relation to the ultimate goal of first call resolution, NOT the other way around.
In other words, a completely satisfied customer not requiring a follow-up call or visit is much
preferred over a quick, unresolved interaction.
Churn – Cancellations and returns are the equivalent to churn. If you don’t know how much
business you are losing, you won’t be able to understand how much new business you will
require to stay out of the red. As important as knowing how much, is understanding WHY
you are losing customers. Take it to the next level and use follow-up surveys, phone calls,
personalized ‘how can we get you back’ emails. This survey information is the real business
insight for understanding your lost business.
By all means this is not a comprehensive list of key performance indicators. To expand
further we would need to focus on a particular business model to provide a more granular
perspective. Start measuring and start making changes. Continue to evolve your key metrics
as your business evolves. Keep this process circular for continuous improvement.
Post these key performance indicators in your facility or on your intranet and regularly
communicate them to your employee base to give everyone in your Company sensitivity to
how you are performing for your most important asset: your Customers.
As always your comments are encouraged and appreciated. What are your key metrics?
Posted in Customer Experience, Customer Management, Customer Satisfaction, Key Performance

Indicators | Tagged Continuous Improvement, Customer Experience, Customer Management,
Customer Satisfaction, Key Performance Indicators | 1 Response
Customer Service Basics
First question you should ask yourself…How do you measure customer satisfaction?
If you are measuring by the # of complaints you are or are not receiving, you are in trouble.
Not everybody bothers to take the time to tell you about his/her horrible experience. If you
are asking your customers if they are satisfied, you are telling them that their satisfaction
matters.
There are many different ways to ask: post-purchase and post-support surveys, enclosures in
the monthly invoice, follow-up phone calls and quarterly or annual surveys. The right method
depends on your business and your customer base. Try different ways. Just do it.
A few basic rules about customer service:
Honesty is the Best Policy. Integrity – Be honest and own up to your mistakes.
Communicate what you plan to do to change or prevent the same mistake from happening
again. Don’t be fooled into believing that a regular ‘mea culpa’ will get you off the hook. At
some point the plan to fix the problem must take effect!
Break Glass in Case of Fire. Response Time – The best tact is to quickly get on the phone
with the customer to explain your company’s mistake. Don’t rely on email for this
communication if it can be done quickly one on one. If you are communicating to a large
customer base then email is certainly the fastest and most effective way to quickly notify
your customers that you are aware of the problem. Frequent updates is there is a protracted
issue and a brief overview of how you will prevent it from happening in the future will give
your customers confidence that you are aware of the customer impact.
Keeping it Real. Set a Realistic Expectation – Customers who have been promised
something that isn’t delivered as promised are far more frustrated and disappointed than if
they are notified at the outset they won’t have it sooner than later. In other words, under
promise and over deliver is the best policy. This may take some arm wrestling with other
departments who want to take a feature or product to market before it is ready. Set the
expectations correctly internally as to what the fallout may be so everyone understands the
impact to customer satisfaction and ultimately customer retention.
R-E-S-P-E-C-T. Everyone in your company should love your customers. Without them, you
have no company. This doesn’t mean you won’t have difficult customers who will push the
limits and try everyone’s patience. But if you don’t have a company philosophy to respect
and appreciate your customers, the opposite tone will infect customer interactions from all
departments. All departments, customer facing or not, should care about customer
satisfaction.
From Gandhi, “We must become the change we want to see in the world.”
Use these 4 tenets as the foundation for your customer service mission. What do you do to
ensure your customers are treated as your most important asset?

Satisfaction | Tagged Customer Experience, Customer Satisfaction, customer service | 1
Response
What is Customer Service?

Welcome to the new Customer Service discussion:
Servicing a customer is a part of every purchase and interaction with internal and external
contacts. It can last a few seconds up to hours. So if we all do it and experience it everyday in
almost everything we do, why isn’t good customer service the norm?
We all have stories about when we were treated exceptionally well or extremely poorly. We
tend to share these extraordinary stories with others. We all know that word of mouth
marketing can be the absolute best advantage, or the worst drawback for a company.
Warren Buffett said it best:
“It takes 20 years to build a reputation and five minutes to ruin it. If you think about
that, you’ll do things differently. “
We are going to explore how to create a customer service experience that is extraordinary for
your customers and the norm for your business. My goal is to guide you to look at these
issues in a new way and to encourage you to get creative about how to make every interaction
a memorable service to the customer.
Some Upcoming Topics for Discussion:
 Customer Service vs Customer Experience

 Customer Service Strategies as a Differentiator
 Creating a Customer Centric Culture
 Attributes of a Leader in Customer Service
I fully expect this list to evolve based on our exchange of ideas and comments as we explore
this overall topic together. I look forward to sharing my experiences with you and learning
from you and your experiences. Together we can challenge the norm for service delivery and
raise the bar in all our customer interactions.
Share your own experiences as a customer. What experience have you had that you consider
to be exceptional and why? Which companies are the leaders in outstanding customer service
and why?

Satisfaction | Tagged Customer Experience, Customer Leadership, Customer Management,
Customer Satisfaction
OMA Home ^
Office of Management Assessment Quality Management ^
National Institutes of Health Customer Service ^
Customer Service Plan
Customer Service Plan
BACKGROUND
The National Institutes of Health (NIH), founded in 1887, is one of the

world's foremost medical research centers, and the Federal focal point
for medical research in the United States. 26 Institutes and Centers
comprise the NIH, which has the primary research goal of acquiring
new knowledge to help prevent, detect, diagnose, and treat disease and
disability from the rarest genetic disorder to the common cold. The NIH
mission is to uncover new knowledge that will lead to better health for
everyone.
In 1993, President William J. Clinton issued Executive Order 12862

challenging Federal agencies to improve customer service. Further,
Executive Order 12862 tasked agencies to survey their customers to
identify what kinds of services they really want and to gather ideas
from front-line employees on how to better deliver those services. The
goal of this Customer Service Plan is to convey to you, the customer, a
realistic, achievable approach for improving customer service at the
National Institutes of Health.
NIH is committed to improving the way it offers high quality services

that are easily accessible to every American citizen. With this in mind,
this Customer Service Plan is organized for your convenience.
Customer Commitments by Customer Group
For General Public:
1. NIH will publicize ways in which the public can request and find
information, including its web page, toll-free numbers and email
contact information to help ensure consistency of information provided
to consumers.
2. NIH will make better use of the correspondence tracking system to

track written inquiries more effectively and will provide accountability
for timely response to inquiries.
3. NIH will develop a system for retrieving, tracking and responding to
customer feedback. Periodic reports will be provided to appropriate
NIH staff. In web-presentations, whether it be information about grant
funding or health information, an e-mail address will be added for
suggestions or comments (How are we doing?).
4. NIH will seek advice from consumers through conferences, focus

groups and advisory committees to help reengineer its business
processes and improve NIH services for the public.
5. NIH will increase its accessibility to the public by expanding public

outreach to ensure the general public is aware of NIH, knows how to
access NIH's information, and understands the role NIH plays in the
health of our nation. This includes making information available in
Spanish and other languages to persons who do not speak English as a
primary language. It also involves making information presentations
available on tape so persons with disabilities can listen to them or run
them through a Braille printer.
6. NIH will provide a web site for easy access to its health information
for the public through MEDLINEplus.
For Grantee Community:
1. NIH has provided leadership in the development of the NIH/Federal

Commons, a web-based client/server environment where NIH and the
grantee community will conduct electronic research administration
business applications.
2. NIH has developed the searchable CRISP database, which includes

information regarding federally funded biomedical research projects
conducted at universities, hospitals and other research institutions.
3. NIH will work with the grantee community industry, professional

organizations and agency staff to develop workshops, grassroots
meetings and training events to educate the grantee community on
policies and procedures.
4. NIH will continue to move toward a paperless, electronic submission

and review of grant applications to reduce the time and burden on
institutions.
For Health Professionals:
1. NIH will identify additional electronic mechanisms that could be

used to more effectively communicate NIH health messages to
physicians, nurses, pharmacists, hospitals and HMOs.
2. NIH will increase its accessibility by amplifying public outreach

programs and by holding workshops and symposia with health
professionals and associations.
3. NIH will provide liaison services to health professional organizations

in order to facilitate communication of important agency issues and
findings.
4. NIH will provide a convenient means of communication with health

professionals and respond to feedback received via electronic inquiries.
Other Government Agencies:
1. NIH will expand collaborative partnerships with other Federal, state

and local agencies providing information related to health, biomedical
research, new drugs, product information and their appropriate use.
2. NIH will enhance its current web site to post relevant information,
particularly on hot issues related to the research community.
3. NIH will expand the use of collaborative agreements and partnership

with other agencies to provide a team approach to solving important
research issues.
4. NIH will evaluate its internal processes in order to develop and

enhance staff skills as needed to assure consistency in service and on-
going communications with other government agencies.
EXECUTIVE ORDER
Executive Order 12862, "Setting Customer Service Standards" requires

Federal agencies to:
 Identify customers who are, or should be, served by the agency;

 Survey customers to determine the kind and quality of services
they want and their level of satisfaction with existing services;
 Post service standards and measure results against them;
 Benchmark customer service performance against the best in
business;
 Survey front-line employees on barriers to, and ideas for,
matching the best in business;
 Provide customers with choices in both the sources of service and
the means of delivery;
 Make information, services, and feedback systems easily
accessible;
 Provide means to address customer feedback; and,
 Provide feedback to our customers on what improvements we
have made.
PRINCIPLES
This Customer Service Plan is based on ideas, suggestions, and

feedback received from our customers as well as an extensive best
practices search. It defines our customer service standards and
processes for building and maintaining high quality services to meet
those standards throughout the country.
The following principles drove the process for developing the plan:
Customers Know What They Want - Rather than sitting back and
assuming that we know what customers wanted and needed, our agency
is going out and asking. Through formal surveys, focus groups, and
conversations, we are listening to what our customers think about the
types and quality of services and products we offer. What we learn is
helping to shape the ways in which we strive to redirect our services to
ensure that we continuously improve our ability to meet your needs.
Customer's Needs Are Paramount - Based on feedback from our

customers, NIH must respond to comments and suggestions about
improving the way we deliver products and services.
Communication Is Key to Our Success - Developing effective tools

to maintain lines of communication with our customers will help us do
our jobs better. By developing more effective ways to direct
information to our customers and by providing clearer paths to receive
feedback, our agency will better address customer needs and concerns.
APPROACH/SCOPE
NIH is diligently working to address the spirit of Executive Order

12862. A dedicated group of representatives from across the agency is
convening to form an on-going Customer Service Management group
to implement the customer service program and to ensure that the
agency enhances its customer focus as it improves current services and
develops new initiatives.
The agency has gathered information from customer service surveys,

focus groups with front-line staff, and conversations with key external
partners, to ensure that initiatives address issues important to our
customers. This plan presents an opportunity to share with our
customers our commitment to providing quality service.
NIH is committed to protecting, promoting, and enhancing the health of

the American people and to improving its processes to offer high
quality services that are easily accessible to the public. The Customer
Service Plan establishes a broad framework to address customer issues.
The customer service standards address issues our customers have told
us are important to them.
The primary focus of this document is to ensure that we are

continuously listening to our customers and making certain that their
needs are being met or exceeded. While the focus is on our outside
customers, it does not diminish the need to ensure that our internal NIH
customer needs are also being met. It is imperative that an integrated
view of all our customers' needs be pursued in order to ensure that the
needs of our entire customer population are met. If we do not provide
outstanding service to our internal customers, we will be unable to
provide outstanding support to our external customers.
OUR CUSTOMERS
The NIH serves four primary external customer groups--the general

public, health professionals, other governmental agencies, and
grantee/contractor organizations. These four broad categories
encompass the populations that we serve and work with most often.
When the agency embarked on this process, we felt it was necessary to
define and limit our primary groups. As we continue with our customer
service initiatives, we may include additional customer groups.
STANDARDS
The standards described in this report represent the NIH effort to

identify the needs and concerns of our customers and to establish
measurable processes to address these needs and concerns. The
standards have been developed from information gathered from
surveys/focus groups, and benchmarking with other outstanding
organizations and are based on measured performance attributes - a set
of criteria that expresses customer requirements and expectations.
Performance attributes are organized into two categories.
1. Process attributes -- transaction-related characteristics

represented by internal operations, such as procedures, policies,
and functions - the primary focus is continuously improving our
internal operations so we can deliver our products and services
quicker, better and cheaper; and
2. Quality attributes -- image-related characteristics that describe

the contact between the customer and the organization. The
overall standard of quality we seek is customer service for the
American people that is equal to or better than the best in
business.
The following attributes were used to develop the standards:
Process Attributes
 Consistency in policies and procedures - holding to the same

principles across the organization
 Convenient feedback mechanisms - feedback that are easy to use
and access
 Frequent communication - including follow-up - any form of
communication on a regular basis, where taking action following
that communication enhances the effectiveness of that
communication
 Managing resources well - careful control and use of resources,
human as well as fiscal, to maximize their impact and
effectiveness
 Problem solving and attempts to remove barriers - proposed
solutions or considerations to resolve something that is an
obstruction or prevents progress
 Prompt handling of customer feedback - immediate or quick
management of customer dissatisfaction by empowering
employees to fix problems
 Flexible options - sending and receiving information using a
variety of methods, including greater use of e-commerce
solutions
 Continuous Improvement - striving to do everything quicker,
better and cheaper
Quality Attributes
 Accessible - ability or freedom to approach, communicate with,

or make use of
 Courteous - respect or consideration
 Flexible - capability to adapt to or change requirements
 Knowledgeable - familiarity with or understanding of facts
and/or conditions
 Listens well - gives attention and/or careful consideration to what
is said
 Reliable and Trustworthy - dependable, confidence in character,
abilities, and truth
 Timely - information and/or responses are provided early or on
time
AGENCY-WIDE STANDARDS
The following standards apply to all customer groups.
All NIH Customers are entitled to:
 fair, courteous and professional treatment

 information that is accurate and current
 timely responses to requests
 reasonable access to appropriate staff
 two-way communication
 opportunities for collaboration and partnerships, as appropriate
and
 consideration of their opinions and concerns by the agency in the
decision making process
 use of plain language for all communication with the public
(Attachment 2)
In addition:
 The General Public is entitled to accurate and timely health

information about research being conducted.
 Health Professionals are entitled to timely information that will
assist them in advancing and protecting the public health.
 Other Government Agencies are entitled to:
o cooperation from the NIH in maximizing efficient use of
resources, eliminating duplication of efforts and carrying
out collaborative efforts;
o technical assistance, training and guidance
 Grantee/Contractor Organizations are entitled to:
o timely review of applications and awards;
o professional treatment in resolving disputes;
o fair application of laws, regulations and policies;
o fair and consistent application reviews;
o respect in the performance of duties and responsibilities;
and
o timely payment.
FUTURE EFFORTS
NIH will continue to embark on a variety of initiatives to ensure that it

continues to address customer needs. The on-going Customer Service
Management group will coordinate these activities. Ensuring that
quality service is provided is an on-going process that requires changes
in the way we do business by increasing emphasis on listening to our
customers and by learning from the best in private industry. The agency
will strive to reinvent itself -- to become more efficient and effective--
and to provide the types of services the public expects.
Over the coming months, the agency will:
 develop programs and initiatives that address customer

needs. The agency, as a whole, and the individual centers and
institutes will use the information gathered from the survey and
focus groups to develop and enhance services.
 benchmark against the best-in-the-business. The agency will
determine what internal processes need to be improved,
benchmark with leading industries, and establish performance
standards.
 establish processes to improve customer feedback. Systems
will be established to receive and address customer suggestions
and feedback.
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8 Rules For Good Customer

How do you go about forming such a relationship? By remembering the one

1) Answer your phone.

2) Don’t make promises unless you WILL keep them.

3) Listen to your customers.

4) Deal with complaints.

5) Be helpful - even if there’s no immediate profit in it.

6) Train your staff (if you have any) to be ALWAYS helpful,

8) Throw in something extra.

Whether it’s a coupon for a future discount, additional information on how to

Effective listening and undivided attention are particularly important on the

3. Identify and anticipate needs. Customers don't buy products or services.

5. Help customers understand your systems. Your organization may have

ORDER FULFILLMENT AND LOGISTICS

Business Scenario Maps

 Global Trade Services: Export Control

 Global Trade Services: Import Control

 Global Trade Services: Sanctioned Party List Screening

Key Performance Indicators

 Delivery Performance to Scheduled Commit Date

 Number of Orders not delivered complete

 Delivery Date Accuracy

 Field Finished Goods Inventory

 Finished Goods Inventory Days of Supply

 Finished Goods Inventory Turnover

 Material Stock shortfalls

 Order Fulfillment Costs

 Order Fulfillment Lead Times

SAP Best Practices

 Partner Opportunities in High Tech - Electronics Manufacturing Service

As the supply network of EMS/ODM extends to include other partners,

Business Goals & Objectives

Improving Customer Service

Increase multi-channel delivery of services

Improving Regulatory Compliance

Reduce risks of fines and penalties

Managing Fixed Assets & Resources

Improve physical inventory process

Reducing Operating Costs & Increasing Efficiency

Lower logistics costs

Interactive This process enables you as a sales employee or customer to configure a

This process is supported by the following SAP and/or partner offerings

 SAP Supply Network Collaboration for High Tech

This process is supported by the following SAP and/or partner offerings

This process is supported by the following SAP and/or partner offerings

 SAP Extended Warehousing and Logistics for High Tech

Outbound without WM: Outbound processing without WM comprises the

This process is supported by the following SAP and/or partner offerings

 SAP Extended Warehousing and Logistics for High Tech

This process is supported by the following SAP and/or partner offerings

 SAP Transportation Operations for High Tech

This process is supported by the following SAP and/or partner offerings

This process is supported by the following SAP and/or partner offerings

 SAP Demand and Supply Planning for High Tech

This process is supported by the following SAP and/or partner offerings

This process is supported by the following SAP and/or partner offerings

Third Party Logistics (3PL) is the development of modern

From the third party logistics service company in China with

Can be seen from the production companies and commercial

The current competition for third-party logistics companies

2, from the perspective of third party supply chain

Supply chain management mainly through the supply chain,

In the middle of the third party supply chain logistics