Swallowed by the Whale | Surviving and Managing Change in the Workplace

Name: Swallowed by the Whale | Surviving and Managing Change in the Workplace
Author: Paula &. Tom Rowlett
ISBN: 9781452085661

Paula &. Tom Rowlett

Lingua: inglese

Editore: AuthorHouse, 2010

1452085668 / 9781452085661

Brossura
Nuovo

Visualizza tutti i dettagli

Da: preigu, Osnabrück, Germaniapreigu

Venditore con 5 stelle

Venditore AbeBooks dal 5 agosto 2024

Visualizza gli articoli di questo venditore

Brossura

Condizione: Nuovo

EUR 27,60

EUR 70,00 spedizione

Spedito da Germania a U.S.A.

Quantità: 5 disponibili

Aggiungi al carrello

Resi gratuiti per 30 giorni

Lista dei preferitiCrea un desiderata per articoli simili

Descrizione dell’articolo da parte del venditore

Codice articolo 109289775

Contatta il venditore per questo articolo

Segnala questo articolo

Titolo: Swallowed by the Whale | Surviving and Managing Change in the Workplace
Autore: Paula &. Tom Rowlett
Editore: AuthorHouse
Anno di pubblicazione: 2010
Condizione: Neu
Rilegatura: Taschenbuch
Lingua: inglese
ISBN 10: 1452085668
ISBN 13: 9781452085661
Peso dell'articolo: 261 grammi
Dimensioni: 203 x 127 x 13 mm
Cataloghi dei venditori: Bücher

Estratto. © Ristampato con autorizzazione. Tutti i diritti riservati.

SWALLOWED BY THE WHALE

Surviving and Managing Change in the WorkplaceBy Paula Rowlett Tom Rowlett

AuthorHouse

Copyright © 2010 Paula Rowlett & Tom Rowlett
All right reserved.
ISBN: 978-1-4520-8566-1

Chapter One

The New Budget

One of the first changes to affect me was the financial priorities. As a small company, we had always watched our expenses, no matter how small. Whenever possible we used both sides of the paper in the copier and the computer printer. The office supply cabinet was my desk drawer. I found out that if I forced people to come to me every time they lost a pen or left it home, they were more careful the next time. Every desk calendar in our office was from some organization that had given them away as advertising. I asked everyone to bring in their church calendars if they were not going to use them at home. When my husband was traveling, I had him grab those pens the hotels throw on the nightstand and desk.

I was proud of the money I was saving the company and was not prepared for the effect these activities would have when applied in the new organization. Not only were my efforts not wanted or appreciated, they were criticized as time wasting and insignificant. I had always assumed that a dollar was a dollar. I soon discovered that was not the case. The importance of each dollar was relative. In corporate economics, expense-to-revenue ratios rule. We were now part of a billion dollar company, and to their way of bookkeeping, the cost of the time I spent to save a buck was more than the savings. The way it works in a big corporation is that your salary is multiplied to cover the cost of the company overhead (office space, insurance, benefits, organization, support, etc.). To SuperCorp my hourly rate was four to five times what I actually made. Office supplies, as a business line item, were so far down the priority list it was almost never noticed. My new top priority was to support sales and tens of thousands of dollars in revenue growth, not to save pennies on expenses. On the other hand, the sales team's expenses were enormous, but as long as the revenues they generated were large enough, no one cared.

The first lesson I learned was when you wake up one day and find yourself working for a new company with substantially greater revenues than you were used to, be prepared to have your financial priorities turned upside down. I suggest that you try to get a look at your department budget. See where the income and expense items for which you are responsible fit with respect to amounts and percentages. Chances are you are spending some part of your time working on things at the `bottom' of the list. In order to adapt to the priorities of your new employer, you may need to abandon some activities and search for more juicy items higher up the revenue scale. At the very least, look at your tasks from the perspective of a company that includes your salary as a part of your overall cost. Ask, "Is my time worth these savings?" In all likelihood, you will find a shift away from the activities that save money towards those that generate income.

In that light, let me say a few words about my income-generating responsibilities. When I was with LittleCorp, I was constantly praised for my collection activities. I knew how to work with our clients to get them to pay a little each week on a larger debt. I knew from experience that if you allowed their debt to remain, it would tend to increase rather than shrink. I would attempt to reverse that trend by collecting a few dollars a week on their arrears balance. That meant the customer was paying down his bill instead of watching it expand out of control, and since most of these companies were honest and sincerely wanted to pay their debts, it gave them a sense that they were accomplishing just that. Sometimes a LittleCorp customer got into financial difficulty and it became apparent that they would never pay. When I spotted those, I would either put them on a "pay as you go" plan, i.e. no credit, or have the driver recover any of our assets, and drop them altogether.

SuperCorp could not be bothered trying to collect from a customer that was a few hundred dollars behind. They felt it was not worth either my time or theirs. They would just as soon write them off as a loss. If 120-day accounts receivable got too large they reset it to zero. SuperCorp would hand off these companies to collection agencies, which were highly impersonal, much less effective, and often returned less than twenty-five cents on the dollar. So when I continued to try to work with our overdue accounts receivable as individuals, my boss ordered me to stop. The few times I tried anyway, I began to feel like I was running some covert operation. Eventually I stopped, but it took me almost six months to get my budget priorities aligned with those of SuperCorp. Along the way, I found that I had come close to being fired for not doing the job assigned.

On the other side of the revenue coin, big corporations have expense items that may have been okay for a small company, but now are not acceptable in SuperCorp's. One that comes to mind in my job was overtime. In LittleCorp, our business was seasonal. It was far more efficient to have the staff work overtime when the business peaked, than to hire and train additional help. SuperCorp looked at overtime as an unnecessary expense. In order to cut costs, the regional manager would simply make a proclamation of no more overtime. When the business began to increase during the busy season and we needed the extra hours each day, this presented a problem for everyone, especially me, who received no pay for overtime. I now had more than eight hours of work per day. I would work through lunch and stay late, off the clock, in order to get my job, and any other work, done. However, some of my extra workload was related to the misunderstanding of my new responsibilities. I will discuss how I dealt with that issue in Chapter Four.

Another budget item that became ridiculously confusing was petty cash. In LittleCorp, petty cash was a very informal, but necessary, process. I had a box in my desk where we kept the profits from the soda vending machine. We used this money to buy birthday cards, cakes, etc. for employees. However, if I had to have cash quickly I would take what I needed, and Bill would replenish it later with money from his wallet. I kept receipts for what I spent, but that was pretty much the extent of the bookkeeping for petty cash.

SuperCorp, on the other hand, had petty cash set up as a regular checking account at a local bank. I matched cancelled checks against receipts and expense entries, just as though they were ten thousand dollar capital purchases. All use of the petty cash account needed approval. Now I was forbidden to keep any cash in my desk. The new procedure required me to gather up the petty cash expense receipts at the end of the month and send them off to headquarters. They would send back a check to be re-deposited into the petty cash account. The first three months after the takeover, we had exceptionally high petty cash expenses due to setting up a standard SuperCorp office. Often we would go into the last week of the month with little or no petty cash funds available, and by the time the headquarters check arrived a few days into the new month, I was passing the hat to buy paperclips at Office Depot. We could have avoided much of this chaos if I had been more aggressive about adapting our procedures to the new petty cash system, instead of the other way around.

Here is a story that typifies my frustration with cash flow. After the takeover, the corporation procedures required that all vendor expense would be handled through Headquarters' Accounts Payable System. Up until now, we were paying local vendors with local checks. One of these vendors was the electric company. Some time after this change in vendor payment policy, I received a call from the local electric company. They informed me that our bill was 60 days overdue, and that our electricity would be shut off that evening if the bill was not paid by the end of the business day. If I had still been working for LittleCorp, I would have successfully negotiated an extension, but as far as the electric company was concerned, we were a brand new company at this address with no history as a reliable payer.

This was very early after the takeover and Headquarters had not yet made their first electric payment. It seems that it takes a few weeks to get a new supplier into the accounts payable system and the company accountants in some distant part of the country had not yet added our electric company as a regular expense item. If I had understood this delay I would have set up all of our utilities as a new account and made sure a security deposit was made up front. There was nowhere near enough cash in my desk to cover the bill. I contacted the SuperCorp financial group in Headquarters and explained the situation. They assured me that they would contact the utility company and "fix" the problem and our electricity would not be disconnected.

That afternoon I decided to follow up with the power company representative whom I had spoken to that morning. I wanted to be sure that everything was taken care of. We had huge freezers that were loaded with perishable goods. It was Friday, so the earliest that we could have our power turned back on was Monday. A power outage would have been disastrous. To my surprise, I found out that no one from SuperCorp had called the electric company. Later I discovered that some bean counter in HQ had left a message with the utility message center, simply instructing them to NOT turn off our power. In the message, they promised that they would be sending a check in a few days. I also found out that the power company summarily ignored the message. Meanwhile I had a crisis. I paged my manager, but after an hour and no response, I decided I had better do something myself or we were headed for a blackout. I got in my car, drove to the electric company's local office, and wrote them a personal check for the entire amount.

The good news was that it was Friday, and I had the whole weekend to figure out how I was going to cover that check. By the time I returned from my errand, my manager had still not returned my page. That night I was able to reach her at home and explained what I had done. She praised my initiative, but never offered to reimburse me. All she said was let me know if you need me to sign anything to help you get your money back "Yeah how about your personal check," I thought to myself. After I told my husband what I had done, we transferred money from our savings account just in case I was not reimbursed before my check cleared. I then set about the task of getting my money from SuperCorp. If you have ever worked for a large company, you already know what I was about to find out. There was no way for the existing accounting practices to reimburse an employee for making a payment on the company's behalf. Not only did it take me weeks for the company to repay me, but I was actually turned down the first few times I asked. In addition, I got my butt chewed for doing such a "stupid thing". No one seemed the least bit interested in how much it would have cost the company if our power were off over the weekend. I am sure the product was insured, but those items were earmarked for delivery to our customers. I cannot imagine having to tell them, "You will have to do without, because we didn't pay our electric bill." SuperCorp's only concern was that I had broken Accounting Rule 28A. Of course, no one ever thanked me. One upper manager said to me, "They would never have turned off the electricity; they were just saying that to scare you." Too bad they were not there when the technician showed up at our facility at 5:30 that night and threatened to pull the plug if I could not show him proof that I had paid the bill.

To reiterate my suggestion, take a few days to understand how revenue flows through the company. Find those budget line items the company considers significant expense, and where the money for these expenses comes from. If these items directly affect your job, be prepared to revisit the way you operate. Do not assume that any of your old procedures will apply.

Chapter Two

New Procedures

Since I had performed most of the jobs in our LittleCorp, I understood the business processes as well as anybody; in some areas, I may have even been better qualified than Bill since he usually did not get involved in all of the more mundane day-to-day tasks. If I saw a way to make my job or someone else's job easier, I often took it upon myself to streamline our procedures. I was tenacious about paper trails and cross-referencing. I figured that when there was a disagreement between the customer and the company, I wanted to know who was right, what caused the confusion, and be able to fix it. I made a rule that every invoice had to have a record of how and when it was paid, and every payment had to have an invoice number associated with it. For example, when a client paid by check I wrote the invoice number on the check, then made a copy of the check and attached it to our copy of the invoice. When the customer got in arrears, some invoices took several checks and a long time to pay. My system of matching checks and invoices made it simple for me to discuss with any client how much they had paid, when they paid, and exactly how much they still owed.

When SuperCorp took over, Headquarters (which was hundreds of miles away) did all of the billing and our customers mailed payments directly to them. If a client wanted to pay cash, the system crumbled. I had to deposit the money in a local bank account then make a wire transfer to Headquarters and show it as payment from the customer. This indirect method of crediting the client's account was a nightmare for everyone.

Taking our office out of the loop on payments created other problems as well. If we had a customer that owed us a lot of money, we would make them pay cash for each order when delivered, and occasionally a few extra dollars toward the amount that they were in arrears. Under our old procedures, when I received the invoice and payment from the driver, I would record to which invoices the payments were applied. Now the new system applied their payment to the outstanding balance. Therefore, when a customer who was technically current with their most recent order received their monthly statement it always showed that it was not paid. Their account remained delinquent until all of their outstanding balance was paid off. Some of our customers who were paying COD until they could catch up on what they owed were getting computer generated "nasty-grams" demanding to know why they had not paid for their last few orders. We explained that it was a computer glitch, but it never stopped.

One by one, each of our COD customers went delinquent. As more accounts became delinquent, the branch did as well. I could have suggested that we write off their debt as a loss but I was reluctant to do so since I believed that I could recover some or all of the money over time. SuperCorp's procedures did not mesh with my bookkeeping method. To me there was a simple solution. We (the branch) would receive the payment and I would use our computer to post it to their Headquarters account. You can imagine what it was like trying to get this little process changed. It took forever to find out whom to talk to just to discuss my suggestion, and of course my request was refused. The system did have a way to do this, but the folks in charge felt that it was a waste of time and refused to let me use it. When I persisted, they accused me of being belligerent, nasty, rude, unprofessional, and not following company rules. No one wanted to talk to me and eventually no one would return my calls. Bill's boss reprimanded me after he had unsuccessfully tried to have me dismissed.

While my motives were more than admirable, my approach rubbed too many people the wrong way. I was trying to inflict my process on them instead of doing it their way. They did not see a problem to be fixed, so I came across as complaining, out of step, and out of line. No one else had questioned their procedures before, and they viewed me as criticizing them. How could there be a problem. No one else had ever complained and these systems had been around a very long time.

(Continues...)

Excerpted from SWALLOWED BY THE WHALEby Paula Rowlett Tom Rowlett Copyright © 2010 by Paula Rowlett & Tom Rowlett. Excerpted by permission of AuthorHouse. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

"Descrizione articolo" può appartenere a un’altra edizione di questo titolo.

preigu

Osnabrück, Germania

Venditore con 5 stelle

Venditore AbeBooks dal 5 agosto 2024

Tariffe di spedizione da Germania a U.S.A.

Articolo	Da 60 a 60 giorni lavorativi	Da 60 a 60 giorni lavorativi
Primo articolo	EUR 70,00	EUR 70,00

I tempi di consegna sono stabiliti dai venditori e variano in base al corriere e al paese. Gli ordini che devono attraversare una dogana possono subire ritardi e spetta agli acquirenti pagare eventuali tariffe o dazi associati. I venditori possono contattarti in merito ad addebiti aggiuntivi dovuti a eventuali maggiorazioni dei costi di spedizione dei tuoi articoli.

Metodi di pagamento

PayPal

Descrizione dello Store

preigu betreibt einen Onlineversandhandel mit über 1 Mio. Produkten in verschiedenen Sortimenten. Das Kernsortiment besteht aus Büchern, Medien und Spielwaren. Ein gelungenes Einkaufserlebnis ist das Ziel einer jeden Bestellung bei preigu, denn der Kunde und seine Zufriedenheit stehen an erster Stelle. preigu setzt daher auf einen kompetenten Kundenservice, funktionierende Prozesse und schnelle Reaktion.

Specializzazione

Bücher, Spielwaren

Informazioni sull’azienda del venditore

preigu GmbH & Co. KG

Lengericher Landstraße 19
Osnabrück, Germania 49078

About Us

Legal website operator identification:

preigu GmbH & Co. KG
Lengericher Landstr. 19
49078 Osnabrück
Germany

Telephone: +49 (0) 541 / 580 72 84
Email: mail@preigu.de

VAT No: DE 455 380 498
AG Osnabrück - HRA 209647

PhG: preigu Verwaltung GmbH
AG Osnabrück - HRB 221793
CEO: Ansas Meyer

We are neither willing nor obliged to participate in dispute resolution proceedings before consumer arbitration boards.

We are a member of the initiative "FairCommerce" since 30.11.2016.
For more information, see: https://www.haendlerbund.de/de/haendlerbund/interessenvertretung/faircommerce

Contatta il venditoreVisualizza gli articoli di questo venditoreVisita la vetrina del venditore

Condizioni di vendita

Standard Business Terms and customer information

I. Standard business terms

§ 1 Basic provisions

(1) The following terms and conditions of business apply for all contracts concluded with us as the supplier (preigu GmbH & Co. KG) via the websites AbeBooks and/or ZVAB. Unless otherwise agreed, the inclusion of your own terms and conditions is explicitly rejected.

(2) A ‘consumer' in the sense of the following regulations is every natural person who concludes a legal transaction which, to an overwhelming extent, cannot be attributed to either his commercial or independent professional activities. The term ‘businessman' refers to every natural person, legal person or legally responsible partnership that concludes a legal transaction in pursuance of his/its independent professional or commercial activity.

§ 2 Conclusion of the contract

(1) The subject-matter of the contract is the selling of products .

(2) If an article is placed by us with AbeBooks or ZVAB, the activation of the page on AbeBooks or ZVAB shall involve the binding offer to conclude a contract under the terms and conditions contained in the article page.

(3) The contract shall become effective via the online shopping cart system as follows:
The products intended for purchase are moved to the "shopping cart". You can select the "Shopping Cart" using the appropriate buttons on the navigation bar and make changes there at any time.
After calling up the "Checkout" page and entering the required personal data and payment and shipping conditions, all order information is then displayed again on the order summary page.
Before submitting the order, you have the ability once more to review or change any information here (you may also use the "back" button on the Internet browser), or to cancel the purchase.
By clicking the "Buy now" button to submit the order, you declare your legally binding acceptance of the order which makes the contract effective.
(4) The execution of the order and the sending of all the details necessitated by the conclusion of the contract take place via e-mail, in a partially-automated manner. Consequently, you have to ensure that the e-mail address that you have deposited with us is the correct one, and that the receipt of the respective e-mails is guaranteed. In particular, you have to ensure that the respective e-mails are not blocked by a SPAM filter.

§ 3 Right of retention, reservation of proprietary rights

(1) You can only exercise a right of retention if the situation in question involves claims arising from the same contractual relationship.

(2) The goods remain our property until the purchase price is paid in full.

§ 4 Warranty

(1) The statutory warranty rights are applicable.

(2) As a consumer, you are requested to promptly check the product for completeness, visible defects and transport damage as soon as it is delivered, and promptly disclose your complaints to us and the shipping company in writing. Even if you do not comply with this request, it shall have no effect on your legal warranty claims.

(3) If a characteristic of the goods deviates from the objective requirements, the deviation shall only be deemed to be agreed if you were informed of the same by us before submitting the contractual declaration and the deviation was expressly and separately agreed between the contracting parties.

§ 5 Choice of law, place of fulfilment, jurisdiction

(1) German law shall apply. This choice of law only applies to customers if it does not result in the revocation of the protection guaranteed by the mandatory provisions of the law of the country in which the respective customer's usual place of residence is located (benefit-of-the-doubt principle).

(2) If you are not a consumer, but a businessman, a legal entity under public law or an institutional fund governed by public law, our place of business is the place of jurisdiction as well as the place of fulfilment for all services that follow from the business relationships that exist with us. The same condition applies to situations in which you are not associated with a general place of jurisdiction in Germany or the EU, as well as situations in which the place of residence or the usual place of residence is not known at the time of commencement of proceedings. This has no bearing on the capacity to call upon the court associated with another place of jurisdiction.

(3) The provisions of the UN Convention on Contracts for the International Sale of Goods are explicitly inapplicable.

II. Customer information

Identity of the seller

preigu GmbH & Co. KG
Lengericher Landstr. 19
49078 Osnabrück
Germany
Telephone: 0541-580 72 84
E-Mail: mail@preigu.de

We are neither willing nor obliged to participate in dispute resolution proceedings before consumer arbitration boards.

Information regarding the conclusion of the contract

The technical steps associated with the conclusion of the contract, the contract conclusion itself and the correction options are executed in accordance to the regulations "conclusion of the contract" in our standard business terms (part I.).

Contractual language, saving the text of the contract

3.1 Contract language shall be English.

3.2 The complete text of the contract is not saved with us. Before the order is sent, the contract data can be printed out or electronically saved using the browser's print function. After the order is received by us, the order data, the legally-mandated details related to distance selling contracts and the standard business terms are re-sent to you via e-mail.

Main features of the product or service

The key features of the goods and/or services can be found in the respective quote.

Prices and payment arrangements

5.1 The prices mentioned in the respective offers represent total prices, as do the shipping costs. They include all the price components, including all the incidental taxes.

5.2 The dispatch costs that are incurred are not included in the purchase price. They can be viewed by clicking the appropriate button on our website or in the respective quote, are shown separately over the course of the order transaction and must additionally be borne by you, insofar as free delivery is not confirmed.

5.3 If delivery is made to countries outside of the European Union, we may incur unreasonable additional costs, such as duties, taxes or money transfer fees (transfer or foreign exchange fees charged by the banks), which you must bear.

5.4 You must also bear the costs arising from money transfers in cases in which the delivery is made to an EU Member State, but the payment is initiated outside of the European Union.

5.5 The payment methods that are available to you are shown by clicking the appropriate button on our website or are disclosed in the respective quote.

5.6 Unless otherwise specified for the respective payment methods, the payment claims arising from the contract that has been concluded become payable immediately.

Delivery conditions

6.1 The delivery conditions, delivery date and existing supply restrictions, if applicable, can be found by clicking the appropriate button on our website or in the respective quote.

Unless a different period is specified in the item description or our delivery conditions, the goods are delivered within 3-5 days after the conclusion of the contract (in case an advance payment has been agreed upon, after the payment authorisation).

6.2 If you are a consumer, the following is statutorily regulated: The risk of the sold item accidentally being destroyed or degraded during shipping only passes over to you when the item in question is delivered, regardless of whether or not the shipping operation is insured. This condition does not apply if you have independently commissioned a transport company that has not been specified by us or a person who has otherwise been appointed to execute the shipping operation.

Statutory warranty right

Liability for defects is governed by the "Warranty" provisions in our General Terms and Conditions of Business (Part I).

Information on battery disposal

In connection with the sale of batteries or the delivery of devices containing batteries, we are obliged to inform you of the following:

Batteries must not be disposed of with household waste.

You can either return used batteries that we carry or have carried in our range as new batteries to us at your own expense or return them free of charge to our shipping warehouse (shipping address). Alternatively, you can hand in the batteries at your local collection points.

As an end user, you are legally obliged to return used batteries so that they can be recycled or disposed of properly.

Used batteries may contain harmful substances that can damage the environment or your health if not stored or disposed of properly. However, batteries also contain important raw materials such as iron, zinc, manganese or nickel and can be recycled.

The symbols on the batteries have the following meanings:

The symbol of the crossed-out wheelie bin means that the battery must not be disposed of with household waste.

For batteries containing a certain amount of lead, cadmium or mercury, the following additions below the symbol with the crossed-out wheelie bin indicate the respective pollutants:

Pb = Battery contains more than 0.004% lead by weight
Cd = Battery contains more than 0.002% cadmium by weight
Hg = Battery contains more than 0.0005% mercury by weight

Information on the costs involved in accordance with Article 56 (4) of the EU Battery Regulation (Regulation 2023/1542) can be found at the ‘Batterie-Zurück (https://www.batterie-zurueck.de/de/bewirtschaftungvonaltbatterien/)' initiative.
Please pay attention to the above instructions.

Diritto di recesso

Instructions for revocation

Right of withdrawal for the sale of goods

Revocation right for consumers
(A ‘consumer' is any natural person who concludes a legal transaction which, to an overwhelming extent, cannot be attributed to either his commercial or independent professional activities.)

Instructions for revocation

Revocation right
You have the right to revoke this contract within 14 days without specifying any reasons.
The revocation period is 14 days with effect from the day,

on which you or a third party nominated by you, which is not the carrier, had taken possession of the products, provided you had ordered one or more products within the scope of a standard order and this/these product/products is/are delivered uniformly;
on which you or a third party nominated by you, which is not the carrier, had taken possession of the last product, provided you had ordered several products within the scope of a standard order and these products are delivered separately;
on which you or a third party nominated by you, which is not the carrier, had taken possession of the last part delivery or the last unit, provided you had ordered a product, which is delivered in several part deliveries or units;

To exercise your right of withdrawal, you must inform us (preigu GmbH & Co. KG, Lengericher Landstr. 19, 49078 Osnabrück, Telephone number: +49 (0) 541 / 580 72 84, E-Mail address: mail@preigu.de) by means of a clear declaration (e.g. a letter sent by post, or an e-mail) of your decision to withdraw from this contract. You can use the attached model withdrawal form for this purpose, which is, however, not mandatory.

You can also exercise your right of withdrawal online by clicking on a button labelled accordingly (such as ‘Withdraw from contract' or similar) on the AbeBooks/ZVAB website. If you use this online function, you will immediately receive a confirmation of receipt on a durable medium (e.g. via email) containing information on the content of the withdrawal notice, as well as the date and time of its receipt.

In order to safeguard the revocation period, it is sufficient that you send the notification about the exercise of the revocation right before the expiry of the revocation period.

Consequences of the revocation

If you revoke this contract, we shall repay all the payments, which we received from you, including the delivery costs (with the exception of additional costs, which arise from that fact that you selected a form of delivery other than the most reasonable standard delivery offered by us), immediately and at the latest within 14 days from the day on which we received the notification about the revocation of this contract from you. We use the same means of payment, which you had originally used during the original transaction, for this repayment unless expressly agreed otherwise with you; you will not be charged any fees owing to this repayment.

We can refuse the repayment until the products are returned to us or until you have furnished evidence that you have sent the products back to us, depending on whichever is earlier.

You must return or transfer the products to us immediately and, in any case, at the latest within 14 days with effect from the day on which you inform us of the revocation of this contract. The deadline is maintained if you send the products before the expiry of the 14 day deadline.

You bear the direct costs for returning the products.

You must pay for any depreciation of the products only if this depreciation can be attributed to any handling with you that was not necessary for checking the condition, features and functionality of the products.

Criteria for exclusion or expiry

The revocation right is not available for contracts

for delivery of products, which are not prefabricated and for whose manufacturing an individual selection or stipulation by the consumer is important or which are clearly tailored to the personal requirements of the consumer;
for delivery of products, which can spoil quickly or whose use-by date would be exceeded quickly;
for delivery of alcoholic drinks, whose price was agreed at the time of concluding the contract, which however can be delivered 30 days after the conclusion of the contract at the earliest and whose current value depends on the fluctuations in the market, on which the entrepreneur has no influence;
for delivery of newspapers, periodicals or magazines with the exception of subscription contracts. The revocation right expires prematurely in case of contracts
for delivery of sealed products, which are not suitable for return for reasons of health protection or hygiene if their seal has been removed after the delivery;
for delivery of products if they have been mixed inseparably with other goods after the delivery, owing to their condition;
for delivery of sound or video recording or computer software in a sealed package if the seal has been removed after the delivery.

Specimen - revocation form

(If you wish to revoke the contract, please fill up this form and send it back to us.)

To preigu GmbH & Co. KG, Lengericher Landstr. 19, 49078 Osnabrück, Email address: mail@preigu.de :
I/we () herewith revoke the contract concluded by me/ us () regarding the purchase of the following products ()/
the provision of the following service ()
Ordered on ()/ received on ()
Name of the consumer(s)
Address of the consumer(s)
Signature of the consumer(s) (only in case of a notification on paper)
Date

(*) Cross out the incorrect option.

Privacy e sicurezza

Data protection declaration

Unless stated otherwise below, the provision of your personal data is neither legally nor contractually obligatory, nor required for conclusion of a contract. You are not obliged to provide your data. Not providing it will have no consequences. This only applies as long as the processing procedures below do not state otherwise.
"Personal data" is any information relating to an identified or identifiable natural person.

Responsible person
Contact us at any time. The person responsible for data processing is: Ansas Meyer, Lengericher Landstr. 19, 49078 Osnabrück Deutschland, +49 (0) 541 / 580 72 84, mail@preigu.de

Collection and processing when using the cancellation button
If you have entered into a contract via this platform for which a statutory right of cancellation applies, the platform provides you with a cancellation function (cancellation button) through which you can submit your notice of cancellation immediately.
When using the cancellation function, your personal data (name, email address, details identifying the contract or part of the contract you wish to withdraw from, and the time (date and time) of sending the notice of withdrawal) will only be collected to the extent that you have provided it.
The purpose of data processing is to provide you with the statutory option to withdraw from your contract and to ensure the proper processing of your withdrawal.
The platform operator collects your data on the basis of Article 6(1)(f) of the GDPR, namely the legitimate interest in ensuring the general accessibility of the statutory withdrawal function on the platform. You will receive a confirmation email from the platform operator acknowledging receipt of your notice of withdrawal.
The data is then transmitted to us by the platform operator.
If the contact relates to a contract already concluded between you and us, this data processing is carried out on the basis of Article 6(1)(b) of the GDPR. Otherwise, data processing is carried out on the basis of Article 6(1)(c) of the GDPR, to fulfil a legal obligation to provide an electronic withdrawal function.
We use your email address solely to process your notice of withdrawal. Your data will subsequently be deleted in accordance with statutory retention periods, provided you have not consented to further processing and use.

Collection, processing, and transfer of personal data in orders
When you submit an order we only collect and use your personal data insofar as this is necessary for the fulfilment and handling of your order as well as processing of your queries. The provision of data is necessary for conclusion of a contract. Failure to provide it will prevent the conclusion of any contract. The processing will occur on the basis of Article 6(1) b) GDPR and is required for the fulfilment of a contract with you.
Your data will be shared, for example, with shipping companies, dropshipping or fulfillment providers, payment service providers, service providers for order processing, and IT service providers. We will comply strictly with legal requirements in every case. The scope of data transmission is restricted to a minimum.

Duration of storage
After contractual processing has been completed, the data is initially stored for the duration of the warranty period, then in accordance with the retention periods prescribed by law, especially tax and commercial law, and then deleted after the period has elapsed, unless you have agreed to further processing and use.

Rights of the affected person
If the legal requirements are fulfilled, you have the following rights according to art. 15 to 20 GDPR: Right to information, correction, deletion, restriction of processing, data portability. You also have a right of objection against processing based on art. 6 (1) GDPR, and to processing for the purposes of direct marketing, according to art. 21 (1) GDPR.

Right to complain to the regulatory authority
You have the right to complain to the regulatory authority according to art. 77 GDPR if you believe that your data is not being processed legally.
You can lodge a complaint with, among others, the supervisory authority responsible for us, which you may reach at the following contact details:

Landesbeauftragte für den Datenschutz Niedersachsen Prinzenstraße 5 30159 Hannover Tel.: +49 511 1204500 Fax: +49 511 1204599 E-Mail: poststelle@lfd.niedersachsen.de

Right to object
If the data processing outlined here is based on our legitimate interests in accordance with Article 6(1)f) GDPR, you have the right for reasons arising from your particular situation to object at any time to the processing of your data with future effect.
If the objection is successful, we will no longer process the personal data, unless we can demonstrate compelling legitimate grounds for the processing that outweigh your interests or rights and freedoms, or the processing is intended for the assertion, exercise or defence of legal claims.