Many companies that sell extended car warranties and vehicle service contracts compete based on price because there isn’t much product differentiation in that market segment. Automobile Protection Corp. — APCO for short — bases its value proposition on customer service.
APCO, led by CEO Larry Dorfman, provides extended car warranties under its EasyCare brand, as well as service contracts for new and used vehicles, and the company prides itself on not just offering a product that auto dealers can resell to their customers but going beyond that by helping dealers improve their customers’ satisfaction with a process of buying and owning their vehicles that APCO terms its “EasyCare Experience.”
While many of APCO’s competitors focus on only one profit center within the dealership — finance/insurance — APCO provides training and marketing materials for all six profit centers within the dealership. The company provides on-site training at the dealership, virtual training and conferences at its corporate headquarters. This not only helps APCO’s dealers increase revenue, it gives the company opportunities to serve its dealers’ customers at multiple points of contact.
When the customer has a positive experience with one of APCO’s products, it increases their satisfaction with the dealership that issued the product. Companies that complete in APCO’s segment as low-cost leaders may earn their dealers more profit on the initial sale of the contract, but if their coverage or service fails to meet customer expectations, that sometimes translates into customer churn.
“The service APCO provides is critical in helping us retain our valued customers,” says Mark Gulbrandson, CEO of the Apple Auto Group in Minnesota’s Twin Cities. “Nothing is more important to us than customer satisfaction, and APCO is a partner that understands that. Their EasyCare products allow us to improve the experience of purchasing and owning a vehicle.”
How to reach: Automobile Protection Corp., (678) 225-1000 or www.easycare.com
Purchases in the multibillion-dollar laminated polywoven segment of the packaging industry have historically been price-driven, but Anduro Manufacturing, led by President and CEO Marc Datelle, has changed the dynamic by developing processes and systems that address key customer concerns.
Turnaround time is a good example. In the woven packaging industry, turnaround time has historically been long and unreliable — 16 weeks or more from order to delivery in most cases — because the only source for affordable biaxially oriented polypropylene packaging was from suppliers based in Asia. In 2012, Anduro completed a project to localize the process of bag production, from sourcing the raw materials to specialized printing to its own manufacturing and shipping activities, from its plant in Honduras.
The closer-to-home production has enabled Anduro to reduce turnaround time on orders from U.S. producers to a dependable 45 days or less. In the process, Anduro has made biaxially oriented polypropylene packaging more affordable, which allows producers to convert more of their products to the preferred packaging.
Between 2009 and 2011, Anduro committed more than $8 million to developing innovations and improving operations. The company’s innovations have resulted in more choices and greater flexibility for customers than any other manufacturer in its Anduro’s industry segment. New technology and processes have improved performance and output at the plant, such as reducing scrap to less than 2 percent. The comparable figure under the previous owner had been above 30 percent.
“Through my 30-plus years at the head of three Atlanta business-to-business marketing agencies, I consider Anduro Manfacturing and its executives and professional staff the most dedicated to superior customer service of the hundreds of clients I have worked with,” says Mike Shaw, owner of Shade Communications LLC in Marietta, Ga.
How to reach: Anduro Manufacturing, (800) 792-6990 or www.anduromfg.com
Alliance Bus Group Inc. has become the largest bus dealership in the United States by embracing its service and support philosophy, “Along for the Whole Ride,” and by delivering comprehensive customer care.
Guided by CEO Doug Dunn, Alliance differentiates itself from its competition by supporting its customers throughout the entire term of their bus ownership from purchase through disposal, rather than merely selling the least expensive product and leaving customers to figure out for themselves how to service and support the vehicle.
Alliance has invested heavily in its seven dealerships and in its support staff, and these investments enable the company to service, repair and take care of any bus-related matter. Alliance has a 60,000-square-foot refurbishment facility with a full paint booth, its service facilities have as many as 10 service bays, and the company’s national service network, parts warehouse and on-site inventory allow it to perform every service buses need, from basic oil change to full refurbishment and paint with complete warranty.
“I have been a customer of Alliance Bus Group for four years and purchased multiple vehicles from them” says David Hindman, owner of Kids’ Zone Learning Center and Daycare in Marietta, Ga. “I have been extremely happy with their dealership and particularly their customer service. Every time I’ve had problems with a bus, Alliance has gone above and beyond in making sure I was taken care of and that my business didn’t suffer due to these issues.”
In July 2012, Alliance was named the fourth fastest-growing large middle-market corporation in Georgia by the Atlanta Chapter of the Association for Corporate Growth. “We are honored to have been nominated and recognized,” CEO Doug Dunn says. “It’s a great accomplishment and reflects on our quality personnel and their dedication to seeing Alliance Bus Group succeed.”
How to reach: Alliance Bus Group Inc., (866) 287-4768 or www.alliancebusgroup.com
Farmers play a crucial societal role — obviously, the healthier everyone eats, the better — and AGCO Corp. dedicates itself to supplying the tools to help farmers fulfill that role. Headed up by Chairman, President and CEO Martin Richenhagen, AGCO provides tractors, combines, sprayers, forage and tillage equipment, implements and hay tools, as well as machine parts, technical service support, financial solutions and practical advice for farmers.
“I deal with many clients, but AGCO is one of a kind,” says Benton J. Mathis Jr., managing partner with Freeman Mathis & Gary LLP. “If every American manufacturer did business like AGCO does with its customers, in terms of building a quality product and providing exemplary customer service, we would be in a far better economy in this country.”
In 2011, AGCO continued to refresh its equipment lines with a focus on high horsepower. In North America, the company introduced a number of high-technology tractors equipped with selective catalytic reduction engine technology. The new SCR-equipped tractors deliver improved fuel economy and cleaner exhaust for a healthier environment.
Toward the end of 2011, AGCO introduced its first self-propelled forage harvester, the Fendt Katana. The Katana is being marketed mainly to farmers already loyal to the Fendt brand, and AGCO expects that the product will open sales opportunities in the feed and silage sector and in harvesting biomass crops.
AGCO’s frequent advances in technology and design necessitate regular training updates. To address this, the company provides training to its network of independent dealers via AGCO Academy, a program offering up-to-the-minute training technology and instructor-led coursework.
The international team of employees who work for AGCO are the driving force behind the company’s success. To help meet the needs of its growing global business, in 2011, AGCO implemented a global talent acquisition process across all of its regions. Talent acquisition and development are two pillars of the company’s human resources strategy.
How to reach: AGCO Corp., (770) 813-9200 or www.agcocorp.com
There is little question that one of the big challenges for any organization is the ability to differentiate itself from the competition. Rising above the din isn’t easy. And as the race to compete on price becomes a losing proposition, the focus has shifted to providing an extraordinarily high level of service in order to stand out.
Smart Business is pleased to recognize 25 organizations as part of the 2012 World Class Customer Service Awards program, presented by Comcast Business Class and sponsored by Northwestern Benefit Corp. of Georgia, Freeman Mathis & Gary LLP, The DiJulius Group, Atlanta Pro AV and The Country Club of the South.at
This group embodies what it means to not just deliver world-class customer service, but they also understand how to develop internal cultures structured around service and teams of people who think “customer first.”
As you read the profiles of these innovative organizations, think about how you deliver service — internally and externally — and how your ability to rise above the din provides a competitive advantage.
Polly LaBarre is the co-author (with Bill Taylor) of “Mavericks at Work: Why the Most Original Minds in Business Win.” The strategies, tactics and advice in “Mavericks at Work” grew out of in-depth access to a collection of forward-looking companies. These maverick companies are attracting millions of customers, creating thousands of jobs and generating billions of dollars of wealth.
Here is a portion of my interview with LaBarre about the book, which covers forming strategies, unleashing ideas, connecting with customers and enabling employees to achieve great results.
Q: Describe what you mean by “maverick.”
A: Mavericks are different, edgy and independent of spirit. Their personal style or message may not appeal to everyone. But that’s precisely the point. Mavericks are defined by the power and originality of their ideas. They stand out from the crowd because they stand for something truly unique. What’s more, they take stands against the status quo, in defiance of the industry elite and offer compelling alternatives to business as usual. Mavericks may be fighters, but they’re not rebels without a cause. Their sense of purpose is not only powerfully distinct (Think: Southwest Airline’s quest to democratize the skies); it’s provocative and disruptive (Think: HBO’s declaration of originality, “It’s not TV. It’s HBO”).
Don’t confuse mavericks’ unswerving commitment to a cause and their lack of patience for the status quo with the egotism, monomania and power mongering modeled by too many celebrity CEOs and moguls. Mavericks, in fact, have a sense of humility.
Q: Are mavericks born or made?
A: It’s probably a little bit nature, a little bit nurture. We wrote this book to nurture the maverick in all businesspeople. What red-blooded working person wakes up in the morning, looks in the mirror and says, ‘I think I’ll stand for business as usual today’? We all want to make a mark, forge our own path and express ourselves in the world. It’s just that some of us need more of a nudge down that path than others.
Hopefully, the maverick individuals and ideas we present are inspiring and instructive enough to move people. The 32 companies we feature have vastly different histories, cultures and business models. We examined glamorous fields like fashion, advertising and Hollywood, as well as old-line industries like construction, mining and household products. The maverick leaders of these organizations are young, old, women, men, Americans, Europeans, charismatic and preacher-like, retiring and almost reticent. They just don’t fit any one mold.
Q: How does a maverick survive within a traditional company?
A: We encountered a bunch of mavericks inside big traditional companies. They all seemed to have a couple of survival strategies in common: They unleashed tough questions and critiques of their organization without losing their sense of loyalty to it. They’re the kind of questions every CEO should be asking. For example, Jane Harper asked of IBM, ‘Why would great people want to work here?’ And Larry Huston, now vice president of innovation at Procter & Gamble, argued, ‘The current business model for R&D is broken. How can P&G possibly build all of the scientific capabilities we need by ourselves?’
Mavericks don’t just ask questions, they act. We saw this again and again: They just got started, usually without a budget or formal permission, by designing an experiment around their question. Jane Harper launched an experimental Extreme Blue lab in Cambridge and spent a couple of years begging and borrowing resources until the program’s impact became clear.
Mavericks look for peers and fellow travelers outside the boundaries of their company. Not surprisingly, mavericks tend to click when they meet other mavericks. They’re great networkers and learners and are always looking for kindred spirits for support and ideas.
Q: Who is the quintessential maverick in American business?
A: Herb Kelleher and the team at Southwest Airlines. In the midst of the financial carnage and heartaches of the airline business, there’s one company that keeps growing, keeps creating jobs and keeps generating wealth. And that, of course, is Southwest. Southwest didn’t achieve these results because its fares were a little lower than Delta’s or its service was a little friendlier than United’s. It achieved those results because it reimagined what it meant to be an airline. If you ask Herb Kelleher what business he’s in, he won’t say the airline business or the transportation business. He’ll say that Southwest is in the freedom business. The purpose of Southwest is to democratize the skies, to make it as easy and affordable for rank-and-file Americans to travel as it is for the well-to-do. That’s a pretty commonplace idea today but largely because Southwest fought the entrenched conventions of the industry so doggedly in pursuit of that purpose. Its unrivaled success is based on its unique sense of mission rather than any breakthrough technology or unprecedented business insight.
Guy Kawasaki is the co-founder of Alltop.com, an “online magazine rack” of popular topics on the web, and a founding partner at Garage Technology Ventures. Previously, he was the chief evangelist of Apple. Kawasaki is the author of ten books including Enchantment, Reality Check, and The Art of the Start. He appears courtesy of a partnership with HVACR Business, where this column was originally published. Reach Kawasaki through www.guykawasaki.com or at firstname.lastname@example.org.
It seems that every other week there’s a major story in the media about a company claiming that one of its competitors has purloined a cherished secret that provided an unfair competitive advantage. This is all part of running a business in today’s fishbowl environment, where sensitive information is too abundant and can be obtained by almost anyone and everyone who is so inclined.
In this era of heightened visibility, some of the best companies, especially high-tech firms, play everything incredibly close to the vest, particularly when it comes to providing information about current sales trends, new products and projects that they are exploring or developing. This is because such information is a coveted company asset. In today’s “victory at almost any cost” world, too many are looking for that edge to leverage whatever they can to stack the odds in their favor.
We also read too frequently about how easily these secrets have somehow wound up in the wrong hands. Sometimes a loose-lipped employee simply talks too much to too many people in the wrong places. Occasionally, someone simply leaves a briefcase or smartphone, jam-packed with confidential information, in a bar, at a restaurant or on a plane.
What’s not talked about much is the frequent practice of competitors simply asking what appear to be innocuous questions of lower-level personnel in a company in order to garner nuggets of “inside information” usually without risking the perils of violating any legal statutes. It’s also common practice for Wall Street security analysts to simply walk into a retail store, as an example, and begin asking questions about trends, what products are selling and which aren’t. It all gets down to the reality that it never hurts to ask a question because one never knows when a valuable tidbit will be revealed.
Like it or not, this is just the way it is, and there will always be people who ask and others who tell. What can you do to protect your coveted information? The answer is basic: mandate that providing revealing responses to specific questions is a violation of company policy and could result in draconian consequences for anyone who spills the beans, no matter if well-intended. Once your employees and suppliers know the ground rules and the consequences, you’re one step closer to closing the possibility of vital information inadvertently slipping through the sieve.
The best way to accomplish this is to establish, enforce and continually reiterate a “one voice, one company” policy. This translates into all hands within your organization knowing what can be told to outsiders and, more importantly, what can’t. This policy must be in writing and must state what types of questions are off limits. It must also explain how the questioner is to be handled when the interrogatory is posed. In my retail chain experience, we often had competitors, vendors and industry analysts visit stores and ask all types of questions. Candidly, I don’t blame them, but with a clearly understood policy, employees know how to respond by referring the questions to headquarters and a specific department or individual. Ninety-nine percent of the time the person asking the question never follows up with the corporate office because he or she knows the desired answers will not be forthcoming.
Most employees want to please their employer and most want others to think they are in the know. When you create an ironclad policy, it takes the pressure off of your people and adds another layer of security about things no outsider needs to know. For your suppliers, require that each sign a confidentiality agreement and specify that you have a simple “one strike and you’re out” policy. Also use your own secret shoppers to test your vulnerability by having them ask the forbidden, just to verify that the company veil is not being lifted by the unauthorized.
This protocol is certainly not foolproof, and periodically, there will be lapses — the most frightening of which are the ones you’ll never learn about. It all gets down to a numbers game. Confidential information, just like the cash, equipment and other assets on your balance sheet, can never be taken for granted and must be protected. Anyone can look in your fishbowl in this day and age, but it is your job to make sure that what they think they might find is not what they get.
Michael Feuer co-founded OfficeMax in 1988, starting with one store and $20,000 of his own money. During a 16-year span, Feuer, as CEO, grew the company to almost 1,000 stores worldwide with annual sales of approximately $5 billion before selling this retail giant for almost $1.5 billion in December 2003. In 2010, Feuer launched another retail concept, Max-Wellness, a first of its kind chain featuring more than 7,000 products for head-to-toe care. Feuer serves on a number of corporate and philanthropic boards and is a frequent speaker on business, marketing and building entrepreneurial enterprises. Reach him with comments at email@example.com.
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Are we grateful for the things we have? Are we grateful that we live in a country where the government can’t seize our businesses, where there’s no threat of rebellion and where we can go home to the comforts of our modern homes?
Many people in the world don’t have any of those luxuries. Some can’t even look forward to a good meal or clean drinking water. Most of us here in the United States don’t have to worry about such problems because the people that came before us worked hard to create a nation that has an amazing standard of living. The generation before us rose from the troubles of the Great Depression, led the fight against Nazi aggression that killed millions and returned home to finish making America into a superpower, but do we ever pause to think about the contributions our mothers and fathers made to make things easier for us today? They lived in small houses, often sheltering multiple generations, and worked long hours to make a better life for their children and grandchildren and selflessly went off to war to protect our freedom.
Do we ever think about any of that? The answer for many is no. Gratitude is in danger of becoming a lost art as we focus on accumulating money and possessions, always looking to be better or richer than the next person.
How many times have you read about or talked to someone who had everything you could ever ask for — nice home, nice car and no money problems — lamenting the fact that he or she doesn’t have as much as or more than someone else? We sometimes catch ourselves comparing who has more instead of who has less.
As business leaders, we should have some sense of moral obligation to help those within our sphere of influence, whether it’s our peers, employees or the person who lives down the street. We should be doing our best to look out for those around us, but too often, our days are consumed with the details of business.
Our world may be built on information, but wisdom is lacking. Business has been boiled down to statistical analysis and quarterly earnings reports while people are just another line on the ledger. There is often little room for gratitude in corporate America, and that’s a shame.
When our focus is on accumulating things, we can never enjoy it, because we don’t know how. How can we enjoy something when we’ve already raced off to try to get more? Like a kid tearing through a pile of Christmas presents, we never really take the time to appreciate each gift.
In this season of giving thanks, we should take a moment to think about those who came before us and who helped us get to where we are. Let’s thank those around us for a job well done and consider reaching out to someone who could use a helping hand. But most importantly, let’s consider putting our lives in perspective by thinking about those who are less fortunate.
When we focus more on gratitude, we’ll make a difference that’s far more effective than any business plan. It will allow us to take the time to celebrate success and enjoy the fruits of our labor. Gratitude doesn’t require a giant donation or a huge event; sometimes the little things are more effective.
In the end, we’ll find that the only things truly worth accumulating are good will and happiness. It’s in our control to start helping everyone around us get their fair share, and that’s something all of us can be thankful for.
Fred Koury is president and CEO of Smart Business Network Inc. Reach him with your comments at (800) 988-4726 or firstname.lastname@example.org.
The U.S. Army briefly used the slogan “An Army of One” for its recruiting efforts. While I can’t speak to its effectiveness, I’d argue that the slogan goes against the principles for building and growing a global organization.
There’s a Korean proverb that states, “A kitchen knife can’t carve its own handle.” To me, this means that even the strongest leaders often need help from others. For a growing global corporation, strong collaboration is even more critical. In my role as chief strategy officer, I need to work with employees at every level to garner insights into areas where I may not have the experience they do. This provides a different perspective and builds a more positive environment in which everyone feels and acts like a true stakeholder.
For my last article of the year, I’d like to focus on the most critical component for corporations looking to grow globally: teamwork. This year’s Summer Olympics provided a lot of metaphors for the business world, including the importance of building strong teams. The daily life lessons include overcoming obstacles and how to find success, even in loss.
While CorFire understands the importance of individualism and innovation, the team approach is, for us, a better workplace model as it strengthens inventiveness and provides employees with access to a wider array of insights and ideas that help move our business forward.
But it can be challenging to build functional teams across geographic locations or offices. Sometimes this is because of real issues such as time differences or language barriers. In other instances, however, employees may simply not see the value of working closely with a peer with whom they don’t have frequent interaction.
To get employees on board, management needs to communicate the value of building well-designed teams. The goal of establishing a team approach within a corporation goes beyond creating good will among co-workers. Although a positive environment is one upside, it is not realistic or practical to believe everyone will get along equally and that a workplace will be free of disagreements.
The ultimate goal is to build better products and deliver better service than your competitors. To do this, successful organizations take a pragmatic approach to building teams by looking at employees’ skill sets, personalities, and strengths and weaknesses. By building processes around the teamwork philosophy, a company factors the broader organization into decisions such as hiring and restructuring.
I liken this process to a sports team’s recruiting decisions. The smart teams look to complement their core players in skill sets and personalities. In some cases, talent trumps all, but team chemistry and the ability of a player to work within the system need to be weighed heavily.
As companies become more global, they may want to implement personality tests or behavioral assessments as part of their hiring and team-structuring processes. There are a variety of tests available, and many do not require a lot of financial or time investment from the company, its employees or its prospective hires.
These assessments do more than ensure that organizations hire the right people; they also help companies build efficient teams in which the people mesh well and build on each other’s strengths.
Keep doors open
While an open-door policy may not be practical every working hour in every organization, the overarching philosophy is a good strategy for companies as they grow and build teams.
By encouraging communication and feedback, employees can share issues that need to be addressed before they boil up and become a serious problem. Even better, employees can discuss their views on what is working well within the organization so management can do more of it.
Work hard, play hard
I don’t think CorFire employees will be walking over hot coals any time soon as a way to build stronger teams or individual confidence. However, we strive to provide an environment where employees can have fun inside and outside the office.
Activities are not always formal. They include signing up a group of employees to attend a business or association luncheon. More formal “fun” activities such as employee cookouts are another way to help employees learn more about each other in a stress-free environment.
Look at the dynamics of your company to determine what optional activities will generate excitement in your workplace and enable your organization to “be all it can be.” <<
Sang Yook is chief strategy officer of CorFire, the mobile commerce business unit of SK C&C USA. You can reach him at (770) 670-4700.
When a position opens up at your company, a decision must be made whether to fill it with someone working in the company or hire someone from the outside. Each course has its benefits and drawbacks.
“When assessing your current staff, consider possible positions that a highly skilled employee would benefit from,” says Mary Delaney, an account manager with Ashton Staffing, Inc.
She says it may be the case that certain employees are outperforming or underperforming in their current roles and highly skilled employees may not be using their abilities to their fullest in their current positions.
However, there is reason to exercise caution. Delaney says, “Internal hiring immediately limits the prospective hiring pool and the company may miss out on a better-suited candidate.”
Smart Business spoke with Delaney about the difference between promoting from within and seeking to fill a position with a new hire.
How should a company evaluate the talent it has on its staff?
Aside from role-specific evaluations, monitor the employee’s work ethic. Look to see if they abuse sick days, are consistently tardy, if they share the company’s values and mesh well with its culture and if they’re able to adapt to changes within the company.
Consider the dedication level of the employee, which can be measured by the number of years they’ve invested with the company and what they have contributed in that time. Don’t just rely on numbers for this. Think back to instances where the employee succeeded in building and creating a flawless name for the company. Seek feedback on the employee from customers, phone surveys, email responses or co-workers.
Discuss your findings with the employee. Let the employee know they are not going unnoticed. Choose areas in which an employee has overachieved and acknowledge them for his or her hard work and dedication. Suggest ways of improving specific areas of concern you have with them. If there is a suitable promotion or role change, offer it to them.
What are the risks and benefits of looking inside the company to fill an open position?
Hiring from within can be very beneficial. A current employee’s familiarity with the company will allow for a cleaner and simplified transition period. Already aware of the company culture and policies, the current employee will most likely get up to speed much faster than a person new to the organization. Time spent interviewing and negotiating with an external employee is eliminated. Many companies use promotion from within as an incentive tool and a reward for good work or longevity with the company. This increases motivation and loyalty from internal employees. Hiring from within is typically economically beneficial. The position to be filled immediately transitions to a lower-level, less skilled position. This can significantly reduce the costs of recruitment and training expenses.
Hiring from within the company can also have some drawbacks. An internal promotion may inhibit the opportunity for innovation and progression. The company may lose out on fresh ideas and the creativity that can come from an external hire. Company morale could be negatively affected and friction among colleagues may arise if an envious employee feels slighted by a colleague’s promotion.
Ultimately, each company’s hiring decision is going to be unique. What’s best for one company may not work for another. Be sure to consider both positive and negative implications of internal versus external hiring before opening the position. Consider your budget, time frame, company culture and prospective talent on hand first. Internal hiring is generally faster and cheaper but may create hostility between colleagues and leave the company without the best-suited candidate or fresh innovative ideas.
How can a company ensure it has qualified candidates prepared to fill positions as they come available?
Both mentoring and cross training are great tools for motivating your employees and sharpening their skills. By implementing a combination of these two, your employees will step out of their normal role and comfort zone by taking on new challenges. This keeps both the employee and job role from becoming stagnant. The challenge gives the employee a sense of achievement, which increases confidence and overall job performance.
Mentoring establishes a positive atmosphere of teamwork and success. When a talented employee displays initiative to go above and beyond, support that with cross training. Give them higher-level responsibility. Invite that employee to participate in more company-wide planning and decision-making meetings. Give them room to establish more goals and priorities. Reassign responsibilities that the employee does not like or are routine. A great way to promote company-wide training and development is by providing access and reimbursement to continuing education classes or company-specific training seminars, which ultimately sharpen employee skills.
In terms of cost, which is most often the more prudent: hiring internally or from outside the company?
Hiring internally can save you time and money. You avoid expenses on advertising, screening and in-depth job training. Current employees are familiar with company policies and culture, and generally transition instantaneously into their new position.
However, if you strictly hire internally to save on these costs, you may lose out in the long run. Consider the risks and benefits of internal and external hiring before you make your decision. Each company is unique. Consider how your company morale will be affected if you hire internally. Do you already have a candidate who is an excellent fit? Or would you be sacrificing the need for ‘new blood’ and fresh ideas? Hiring internally to save on costs up front may lead you to losing out in the long run. Determine which is the best route for your needs before you decide to open the position.
Mary Delaney is an account manager with Ashton Staffing, Inc. Reach her at (770) 419-1776 or email@example.com.
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