Mailing.com is a multifaceted marketing-services company, managing both printing and mailing of direct-marketing campaigns for our clients. We use the latest equipment and processes, and our employees are trained in the most effective ways to anticipate and meet all of our clients’ needs.
But, at our core, we are really a service company.
That’s because the magic doesn’t happen by itself. The projects our clients bring to us have many moving parts. They have multiple mailpieces, complex data integrations and tight deadlines that require constant attention and oversight.
All of our employees are empowered to do whatever it takes to make sure their projects get done right and on time. And on top of all that, our customer-service team stays on top of everything so that our clients are satisfied every time we send their campaigns out the door.
Now, most companies have at least one person who acts as a customer-service rep to trouble-shoot projects and keep customers informed. But the three project managers who make up mailing.com’s service team take that responsibility to a completely new level.
Our team – Carole O’Neil, Tiah Garner and Denise Bryant – have more than 60 years of customer service. Their experience and knowledge make them a strong team – one of the reasons we’ve been able to build our business to a major printing and mailing service over the last 54 years.
In recognition of their high level of customer service, they won a Stevie Award for Front-Line Customer-Service Team of the Year.
Like other project managers, each of our reps work with a regular roster of clients. What sets them apart from the typical customer-service team is that each one is cross-trained on the other two project managers’ accounts.
“We have been cross trained on the aspects of our clients’ needs and discuss any pending jobs that we have in queue if we know we are going to be out. Basically it’s our communication that makes us successful,” Carole O’Neil says.
This higher level of cooperation is a major win for our clients. Cross-training on all accounts allows each project manager to step in as needed if another member is out of the office.
What makes it work? “We just communicate and let the others know where our pending files are.,” Denise Bryant says.
Communication is key among our three project managers and between our project manager team and everyone else in the company.
For customers, this means our clients never have to wonder whether their jobs are on track or being held up. Each project manager has access to the others’ project notes and can keep a client updated or work on issues that need to be resolved before completing a campaign.
This solves one major frustration for clients – being kept in the dark about progress or having something go wrong at the last minute and not being able to reach their regular project managers.
“There is more than one set of eyes on any given project, ensuring that the mail date is met, the product is in great shape when it leaves here, and there is always someone here to answer any concerns,” Tiah Garner says. “If we don’t have the answer they need, we will find someone who does and get back to them ASAP.”
Making sure campaigns and projects are correct and go out on schedule are the top jobs for our project managers. Each manages a portfolio of clients with all of the details and then works with the other two to brief them on what’s happening and where to go to find the information a client or employee would need to keep the work going.
Managing campaign samples and extras and checking to be sure campaigns follow HIPAA compliance regulations on data files are other areas that our project managers must keep close tabs on with all of their work.
Besides entering orders, tracking and expediting work and resolving issues that come up during production, our project managers work with the sales staff and logistics, creative and data teams.
They do whatever it takes to get each project correct, out the door on time and heading in the right direction.