First, to make it easier for customers to do business with Cargill they must first
improve their phone customer support service at the main office. Customers like to speak with people when they have questions or concerns. The current system very often forwards calls to computer-prompted voice mails that may frustrate customers. The district office should train all personnel in order-taking and resource-location to answer any incoming customer calls even if the person in charge is unavailable. They should also explore the opportunity of using e-mail for questions and answers and for sending material such as price lists and product information. A web page enabled for ordering products could also be a possibility.
To become the preferred employer in their markets and offset the threat of competitors hiring talent away from them, Cargill should continue to develop their relationships with the area agricultural universities. They should continue with their plans to hire interns, participate in job fairs, and fund events at U.C. Davis, Cal Poly, and Washington State University. In addition, they must reduce the turnover in sales representatives they have had in the past years. In if they want to be the leader in the industry they must pay like the leader in the industry, not an industry average like they do at present. Creating more of a team environment and getting new managers involved in activities with employees, and taking action on employee satisfaction surveys may also help a great deal.
In order to expand their presence in the California market and increase their revenue Cargill must continue to position itself as the premier nutritional-technology provider. They must attempt to change the producers' perception of business practices. To do so, they must show the value of a customized ration with the highest technology
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