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Terry Hansen had a headache. He had a problem with a customer, and now he had to figure out how to solve it. Terry Hansen was Director of Marketing for A.C.X. Trading. A.C.X. was a processor and exporter of high quality dairy feed products. That meant that A.C.X. bought hay from growers in Washington State and throughout the Western half of the United States as well as in Chile and Mexico, processed the hay into cattle feed, and then shipped it to customers around the world. Hay was one of Washington State’s largest exports, and Terry worked hard to make sure that A.C.X. was a big part of the picture. Because A.C.X. bought hay from growers throughout the North and South American West Coast, the company could always promise its customers fresh, high-quality feed for their dairy cattle. And, because A.C.X. had located its processing facilities near major ports, A.C.X. could quickly ship its hay to customers throughout Asia. Today, though, Terry had to help an unhappy customer. This customer had a reputation as a very tough negotiator and just a difficult person in general. Terry had been pleased when A.C.X. had finally landed a sale with this customer, and had promptly responded to the sale by shipping five cargo containers full of hay. The customer had received the hay on schedule, but was now complaining that the hay was, “not what I wanted.” The customer was insisting on a $1,500 refund. Terry thought about what he should do. What were his options in dealing with the customer? Click to continue previewing the teaching notes on screen. |
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