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Handbook

And

Procedures

August 2008

All Around Fitness

855 Broadway Ave

Seaside, CA 93955

Phone: 831-394-5206

Fax: 831-394-5246

www.allaroundfitness.com

General Office

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Contents

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Employee

Handbook

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Introduction Welcome to All Around Fitness. It is a pleasure to have you as a part of our rapidly growing company.

As we begin to work together, we encourage you to take an interest in our organization. Please make suggestions and ask questions. We firmly believe that knowledgeable, hardworking Team Members will create success for both themselves as well as for our company.

Purpose of This Handbook

This Employee Handbook sets forth general guidelines concerning your employment with All Around Fitness. This Handbook is not to be considered contractually binding. Management reserves the right to amend, modi-fy, or delete provisions without prior notice. A clear understanding of these guidelines will assist you greatly during your employment with All Around Fitness. At the time of employment, every new Team Member will complete the required federal withholding tax certifi-cate (Form W-4 & Form I-9) and other documents as is required by law. If you have any questions concerning any employment related matters, discuss the situation with your supervisor.

Team Member’s Responsibilities

Team Member has been hired to provide services to All Around Fitness’ customers. Team Member’s services shall be performed at Employer’s place of business and or at the premises of Employer’s clients. All Around Fitness shall train Team Member and provide Team Member with The Employee Handbook. Each Team Mem-ber is responsible to be knowledgeable of its contents and follow the outlined procedures during the perfor-mance of his/her employment duties. If Employer makes modifications to The Employee Handbook, Team Member must sign off that he or she has received and understood the modifications.

Nature of Employment

It is recognized that in any business, Team Members and management alike frequently initiate personnel changes. In this regard it is expressly understood that your employment with All Around Fitness is entirely voluntary on your part and you retain your right to terminate your employment with All Around Fitness at any time and for any reason that in your discretion seems appropriate. Likewise, All Around Fitness maintains a corresponding right to terminate your employment at any time for any reason. We do not make promises to you about the length and/or continued status of your employment. This policy may only be modified by writ-ten agreement between the manager and the Team Member, and shall supersede any verbal representations made to the contrary.

Take Pride in Your Work

Do Your Best

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Customer Service

All Around Fitness is committed to providing all of out clients with fast and efficient service. Why is customer service most important and what does it mean to us?

Purpose of This Section

With 12 years of customer service experience, All Around Fitness has fine tuned this Employee Handbook to create the most efficient and effective work environment, thereby guarantying every customer the best possi-ble service at the lowest possible price. This proven method is effective and successful. Even though we are a dynamic company with a great amount of flexibility, we still have to observe a set of standards.

If we do not follow the suggestions provided in this handbook, we are neither efficient, nor fast, nor is All Around Fitness billing our customers fairly, since we did not do our best to provide excellent customer service.

If you have a great idea, please share it with your manager or during an employee meeting. This way we will be able to analyze your idea as a team before implementing your plan.

Our business is based on change, progress, and team effort and we realize that to become great at anything we must be open to new ideas and be willing to change. We also understand that we have a duty to our cus-tomers, their members, our vendors, and our own team members that forces us to look at any new idea close-ly and in a team atmosphere.

Fast Service

We at All Around Fitness strive to provide our customers with fast service. This means that we will respond to any customer’s request within 48 business hours.

In order to provide such fast service our team must do everything efficiently.

We do it right the first time every time.

This holds true for administrative as well as sales and technical team members.

Efficient Service

Efficient means that every minute one of our team member spends with a customer or a vendor is valuable and every minute should be accounted for in a realistic and a fair manner. If not, we are not providing excellent customer service. One might ask, “How is that possible?”

Our clients are the ones who ultimately provide us with employment and pay our wages. When All Around Fitness determines what to charge our boss (the customer) for our services, this fee pays for 5 essential as-pects of the business:

1. Wages of the office staff (scheduling clients, telephone service, invoicing, ordering parts, following up on parts orders etc.)

2. Technician’s salary (delivery, assembly, maintenance, diagnostics, and repair).

3. Overhead (car, advertising, building, electricity, alarm, gas, phones, internet ac-cess, web site, insurances, etc.)

4. Manager’s salary (supervision, quality assurance, customer service and relations, marketing, product research, expansion plans, market research, competitor anal-ysis etc.)

5. Expansion of All Around Fitness.

Put yourself in the customer’s shoes for a moment:

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Would you like wait longer than necessary or even late into the evening for a administrative Team Member to call you back?

Of course not. You would expect a timely response. Customers expect us to conform to professional stand-ards. They’re not interested in our problems and challenges. There will always be challenges in any business.

Our job is to deal with these challenges in a professional manner. Our customers will appreciate our honest efforts to serve them in the best possible way.

To provide great customer service we must keep our customers updated. A customer only calls us to inquire about an order or service visit once their internal timer is tells them the item is overdue. At that point, the customer is less likely to listen to what they see as excuses. To prevent this scenario get back to them before they call you. If an item is backordered, let the customer know. If you are going to arrive near the end of your appointment window, let the customer know. This way we show the customer that they come first.

If we do not provide excellent service to our customers they will not be happy with us and might not continue to use our services. Our lack of efficiency hurts every aspect of our business and our joint future. Do It Right the First Time, Every Time Our customers rely on our expertise and they expect us to solve their problems, ON THE FIRST ATTEMPT. If we fail our client’s expectations in this regard we cause inconvenience for them and more work for ourselves. When we do it right the first time we show our clients we are professional, reliable and we win their loyalty.

Politeness and Courtesy

Polite and courteous behavior is very important in our business. Our customers, vendors and co-workers have choices and if they do not find us courteous and polite they will choose to work with someone else.

Examples of Customer Service In the Office Example # 1

“Jane” created a work order for a broken treadmill at a local health club, but failed to follow the template for entering instructions. When the technician arrived at the facility he or she did not know which treadmill was malfunctioning or who called to report the problem. Consequently, the techni-cian could not ask that person to demonstrate to him or her how the machine was used when it broke. Now the technician has to spend more time diagnosing the issue and therefore wastes time.

The technician might miss important information from the user, in this instance, a member was using the equipment incorrectly. As a result, the technician did not find anything wrong with the machine. A day later, the client called back to complain about the same problem.

At this point the client feels that our technician is clearly incompetent, otherwise, he or she would have found the problem. The client now blames All Around Fitness for overcharging. All Around Fitness’ reputation as a

Why Does All Around Fitness Need to Expand?

If All Around Fitness does not expand, other larger companies will eventually dominate our market and attempt to create a monopoly, such as in a mom-and-pop store scenario when Wal-Mart comes to town.

Many of these large organizations not only expand quickly and eliminate competition, they also do not compensate their Team Members adequately. Also, “Lay Off” is the order of the day and they may not care for customers as well as we do. At All Around Fitness it is our obligation to our customers and to our Team Members to continue to grow and provide opportunities.

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reliable service provider has been jeopardized. In addition, the service manager now has to be dispatched to the client for the second visit to indentify the problem and attempt to regain the client’s trust. Any other cli-ents requiring service manager’s help will have to wait until the service manager returns from this time con-suming visit.

PPREVENTION: Follow AAF procedures and obtain all needed information when creating a Work Order.

Example # 2

Customer: “Your technician came out a month ago and said he needed to order a part. I’ve been waiting for a month now and no one has called me. Did you forget about me?”

AAF Employee: “Mr. Customer, I apologize for the delay. May I put you on hold while I research this for you?”

You place the customer on hold. After doing some research you find that the customer’s part was backordered and is due in a week.

AAF Employee: “Thank you so much for holding. I apologize we did not update you sooner. The part was backordered by the manufacturer. It is now scheduled to arrive next week. As soon as we receive the part we will contact you to schedule a time to complete the repair.”

Customer: “This is ridiculous. My machine has been broken for two months now and I haven’t been able to work out. It shouldn’t take this long. How do I know you’re really going to call me this time?”

AAF Employee: “I understand you are upset and want your machine fixed. I’ll make sure we get this taken care of as soon as possible. I am setting a reminder in my computer for Monday and will call you then, even if the part has not yet arrived.”

If the customer will not accept your solution or requests to speak with a manager ask the customer if you may place them on hold. At this point contact a manager for further instructions. If your manager is not available, record what happened and let the customer know that you will have a manager get back with them as soon as possible.

AAF Employee: “Unfortunately, I was unable to get a hold of my manger, so I have noted your concern and will have my manager get back to you as soon as possible.”

PREVENTION: This entire situation could have been avoided if the office assistant had called the customer as soon as they found out the part was backordered.

Examples of Customer Service in the Field

Example #1

Spending 20 minutes on hold with tech support while you are sitting next to the equipment and not doing any-thing may appear to our customer as a lack of knowledge on your part regarding their equipment. (The cus-tomer most likely would think, “I hope I’m not paying for the time that he or she is spending on the phone waiting for tech support. If the technician were more knowledgeable of my equipment, the technician would not have to waste time on the phone. I might as well call tech support myself.”)

PREVENTION: If the technician has to spend his or her time on the phone while waiting for tech support, and he or she is cleaning up, performing further diagnostics or performing maintenance at the same time, we are providing faster service and the client will not feel taken advantage of in terms of labor fees. Not only is the technician productive while waiting on the phone, he or she is also providing excellent customer service.

Example #2

Technician feels that it is a waste of time using the right tools such as a drill to remove the screws, instead he or she likes to use a hand screw driver instead. He or she also does not like to follow All Around Fitness pro-cedures because he or she thinks that they have a better way of doing things. As a result the technician is always behind in the schedule and always has excuses for not being able to take care of the customer within the allotted time.

PREVENTION: All Around Fitness provides all Team Members with the proper tools to ensure your success. Know your tools and how to use them. Ask your supervisor if you have ques-

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tions. Use the right tool every time in order to maximize your efficiency. Use your timer to time yourself on the job and occasionally time check yourself to previous days. Challenge yourself to beat the times. This way you will be able to stay within the allotted time frames.

How to deal with a difficult client

Make eye contact.

Treat them with respect and sensitivity.

Thank the person for expressing their feelings and try to fully understand their concern before making any comment whatsoever. (Even if the customer is yelling and screaming)

Repeat back to the person what you have understood up to that point. Make sure that they agree with your explanation. If they don’t agree, listen intently to their explanation and try to repeat it back again in your own words.

Let the person know that you understand their concern and you will discuss it with your superiors.

Reassure them that All Around Fitness’ goal is to provide them with excellent customer service and that you are certain that this issue will be resolved favorably.

Prevent Disputes With the Client

· Put yourself in the client’s shoes.

· Follow your procedures correctly for everything you do.

· Always leave the appropriate paper trail, so you can backup your claims with documentation.

· Remain calm. A dispute is never against you as a person. So don’t take it personally. You are a professional working for a reputable and professional organization.

This Employee Handbook cannot go into detail of every possible scenario. Remember:

· Our goal is always excellent customer service

· Customer retention

· The supervisor is responsible for resolving any extraordinary issues.

When you are placed on hold do not hang up. Hanging up will increase your hold time.

Even if you call back right away, you will be placed at the end of the call queue, which means you will be placed at

the end of the line.

Wear your headset so you can work on something else while waiting

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Cheat Sheet

Dispelling Anger

1. Acknowledge The Anger

Nothing adds more fuel to a fire than having his or her anger ignored or belittled. The faster you verbally recognize their anger the better.

2. Show That You Are Concerned

Tell them you realize just how angry they are. Let them know that you are taking the situation seriously. Make notes of the details they give you.

3. Don’t Hurry

Be patient. Let them get it all out. Never try to interrupt or shut them up. In most cases, the best move is to simply listen. They’ll wind themselves down eventually and be more likely to accept any solution you offer.

4. Keep Calm

Most angry people say things they don’t really mean. Learn to let those things pass.

5. Ask Questions

Your aim is to discover the specific things you can do to correct the problem. Try to get specific information about the difficulties the problem has caused.

6. Talk About Solutions

This is where you will learn just how reasonable the client is. By the time you get to this step their anger should have cooled enough to discuss the challenge ra-tionally.

7. Agree on a Solution

Propose something specific. Start with whatever will bring them the best and quickest relief. Don’t get into a controversy over pennies at this time.

8. Agree on a Schedule

Set up a schedule for accomplishment. Agree to a realistic time frame that you know you can handle. It would be a mistake to agree to something that cannot be done.

9. Meet Your Schedule

Give this schedule top priority. You’ve talked yourself into a second chance with this client so make sure you don’t blow it.

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How to deal with a difficult vendor

Remain calm.

Treat them with respect and sensitivity.

Only state facts. Do not state feelings.

Ask for the person’s full name, extension number or operator number. If they are unwilling to give you their last name or an extension or operator number, ask how many locations or departments their compa-ny has and what location they are in.

Ask for what you want. If they say that what you are asking is impossible, ask for their suggestion on how to proceed. Their suggestion should help you to solve the problem at hand. If they don’t give you a helpful suggestion, do not let them off the hook, but ask for their supervisor. (For example: if the vendor says: “I don’t know how to fix this. Sorry, there is nothing I can do,” ask politely, “May I speak to your supervisor please?”)

Ask to speak to the person’s supervisor.

Express your concerns to the supervisor without questioning the representatives’ character. (Even though you might not think very highly of the representative or the supervisor)

Do not spend more than 10 –15 minutes on the phone with any vendor or representative if by that time they have not been able to help you.

If you absolutely cannot get any help from the vendor or get what you need, speak to your supervisor.

How to deal with difficult co-worker

Make sure to always treat your co-workers as you would like to be treated yourself.

UNDER NO CIRCUMSTANCES SHOULD YOU WALK AWAY FROM OR HANG UP ON A CUSTOMER UNLESS

THE CUSTOMER IS PHYSICALLY ABUSIVE.

If the customer is just verbally abusive, remember: their frustration is most likely not towards you but towards the problem. Consequently, if the customer is too overpower-ing, immediately excuse yourself and tell the customer that you will now contact your supervisor for further instructions to see what we can do for them.

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Treat each person with respect and sensitivity.

If a co-worker expresses that they would like to be treated differently, try to adjust your behavior unless what they are asking you is immoral, crude or unprofessional (in that case report this to your supervisor immediately).

If you have an issue with your supervisor, try to contact another supervisor.

NOTE: All Around Fitness has an open door policy towards customers, vendors and Team Members alike. If you have an important issue please feel free to contact any supervisor (always try to contact your immediate supervisor first).

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Dress and Grooming

Since All Around Fitness deals with a professional clientele, it is essential that the appear-ance of our team members reflects the proper "All Around Fitness Image". Each team member is a representative of the company and the perception customers have of our organization will be directly affected by how our team members present themselves. Therefore, we expect all team members to maintain a neat, well-groomed and professional appearance while at work.

Appropriate clothing and shoes for work activities should always be worn.

Faded, patched, torn, extremely tight, baggy, or sheer clothing of any type, as well as ex-treme types of clothing or casual clothing is not suitable.

Responsibility It is the responsibility of each supervisor to ensure that the team members under their supervision are proper-ly attired at all times and to apply disciplinary action when there is deviation from expected standards. It is the responsibility of each team member to present him/herself in professional, well-groomed attire while at work.

Team members who arrive at work inappropriately dressed will be sent home to change and disciplinary action will occur. In the event that the employee’s supervisor is not present, the office manager has the authority to send him or her home to change. The employee must clock out before leaving and will be considered late for work. Multiple offenses can lead to termination of employment with All Around Fitness.

Office Personnel Uniform Shirts: All Around Fitness will provide its team members with shirts depicting the company's logo. These must be clean, neat, ironed (no wrinkles) and in good condition (no stains or rips). Shirts must fit loosely but neatly. Except for maternity clothing, shirts must be worn tucked in. No other shirt or article of clothing should be visi-ble under the company issued shirt. Black or white turtlenecks are permitted to be worn under the long sleeve shirt.

Slacks: Trousers, slacks and pants must be black in color and should be neat and clean and fit appropriately. No stretch leggings or shorts. Must be pulled up to waist and properly worn with simple black belt

Footwear: Black shoes should be in good condition, polished and closed toe and heel. Heels for ladies may be no higher than 2 inches. If there is a heel it must be a thick heel. Socks or stockings must be worn at all times.

Tech Uniform A full time technician will receive the following uniform:

6 All Around Fitness short or long sleeved logo shirts

5 pairs of black work pants with cellular phone pocket

1 Black leather belt provided

1 Pair of black steel-toed work boots

1 All Around Fitness jacket with logo

1 Craftsman knife with belt-clip

1 Mag-light (flash light) with belt-clip

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Additional shirts, pants and other items such as sweatshirts are available and can be purchased from All Around Fitness at a nominal cost. As shirts or pants or any other item listed above become worn, stained or ripped, All Around Fitness, with management's approval, will exchange shirts at no cost to the team member. The team member must first return all pants and shirts to the office for inspection before any clothing can be exchanged. All Around Fitness recognizes that there are times that for religious or cultural observances, cer-tain standards may need to be amended. Any modification to our dress code must be approved by manage-ment and can in no way interfere with presenting a professional, well-groomed appearance. Also, such modifi-cations may not alter or unduly cover the uniform nor pose safety issues for the team member or client.

How to Care For Your Uniform

All clothing should be machine or hand-washed with mild soap, like colors, cold water and turned inside out to prevent premature fading.

If you do not follow the care instructions you will be responsible for purchasing your own uniform. Wearing a proper uniform is one of the requirements of any job at All Around Fitness.

Hygiene

Since All Around Fitness is a professional and health oriented organization we would like to separate ourselves from our competition. Therefore, we value cleanliness above all.

Each Team Member is expected to maintain a clean appearance at all times.

A daily regimen of good grooming and hygiene is expected of all Team Members. Finger-nails of all Team Members are to be neat, clean and kept short at all times. Colored polish is acceptable for Team Members but should be un-chipped and not extreme in color or de-sign.

Hair is to be kept neat, clean and well groomed, out of the face, and in a professional style. We are not a mu-sic band or in the fashion industry. Unusually cut, braided, shaved, styled or colored hair is not acceptable. Male team members are not to wear their hair past shoulder length unless worn in a ponytail.

Male team members are to be clean-shaven every-day. Beards and mustaches are permitted if well kept, groomed and trimmed. Recurrent beard stubble is not acceptable unless you have a medical reason.

Accessories and Jewelry

Keep jewelry simple and professional.

No body piercing may be visible except conservative earrings. Please remove additional piercings before coming to work.

Personal wireless communication devices are only allowed to be worn if authorized by All Around Fitness management for documented medical reasons for self or family members. If you usually carry a cell phone, please turn the ringer off while at work.

Offensive or suggestive tattoos are unacceptable and to be kept covered at all times.

No hats, bandannas or hair accessories are permitted except as supplied by All Around Fitness management as part of a uniform.

No unauthorized buttons, ribbons or pins of any kind may be worn. Any item promoting an outside cause is not allowed to be worn except for company sponsored programs.

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Breaks

Breaks and Customer Service Imagine you have not slept enough, you are hungry and you have not taken any breaks. How well do you think you will be performing at work? Statistically, because of your condition, you are more susceptible to either injure yourself or make a mistake. Therefore, All Around Fitness requires all of our team members to take regular breaks and encourages a healthy lifestyle in order to be at peak efficiency for everyone’s sake, including your own. Only then you can you provide excellent customer service.

10-minute breaks

Every full time team member is entitled to two 10-minute breaks for every 4 hours of work, one in the morn-ing and one in the afternoon. Part time team members are entitled to one 10 –minute break in the middle of their workday. Your 10-minute breaks are to be taken at your own discretion.

Always let someone know when you are taking a break. Technicians who are at a service visit must always notify the customer that they are going to take a 10-minute break and note the break on their paperwork. Office staff must clock out and notify a supervisor.

Lunch Break Every full time team member is required to work a minimum 8 hours per day excluding your lunch break, which is 30 minutes in the middle of a full workday.

Extra breaks If throughout the workday you feel that it is best to take extra breaks because you are tired or mentally preoccupied etc., please feel free to do so. However, these extra breaks are not paid, so you must clock out. These breaks are for extreme and unusual cases, not for routine issues. If your personal issues or lifestyle is interfering with your job at All Around Fitness, you are obligated to find a different way to deal with whatever is causing you to take breaks, so that it no longer inter-feres with your work. You have a job and it is your responsibility to finish your assigned tasks in a timely fash-ion.

Guidelines for taking breaks

No matter if you are taking a 10-minute break or an additional break always follow the guidelines below:

Keep records: Note on your Team Member Daily Schedule the starting and ending time of your break and the duration of your break.

Notify the office when you are leaving for your break. (Let them know the time you are leaving) Example: I am going to my lunch break. I t is 12:00 o ’clock and I will be back at 12:30.

Notify the office when you are back from your break. (Make sure to let them know the time you are back) Example: I am back from my lunch break. I t is 12:30. NOTE: Remember, that even if you are taking extra breaks throughout the day, you must finish what is indi-cated on your Daily Schedule unless you have a legitimate medical excuse.

Taking your breaks properly and according to All Around Fitness guidelines will not only help you stay healthy physically and mentally, but it will also ensures excellent customer service.

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Professional Behavior

Mental Preparedness

All Team Members are expected to work at their peak performance while on the job. We are concerned about our Team Members’ performance level because working for All Around Fitness is highly technical. Sleep deprivation, being distracted or absentminded may increase your likeli-hood of injury on the job. Consequently, if an Team Member finds herself or himself unprepared for their daily job at All Around Fitness, they must notify their supervisor of their condition imme-diately.

Food and Drink

No food is permitted at work stations. A drink is only allowed at work station if it is in a closed/sealed container, which does not spill if it tips over. Water is provided at the office for everyone. No chewing gum or candy.

Personal Phone Calls

There will be no incoming or outgoing personal phone calls during work hours. We encourage all Team Mem-bers to make their personal phone calls during their breaks, expect for emergencies. If there are special circumstances that require personal phone calls during working hours, please discuss these circumstances with the manager in advance.

Smoking

All Around Fitness wants to promote a healthy and clean work environment for team members as well as clients. Therefore, smoking is prohibited in the entire All Around Fitness’ building and at customer’s locations. Smoking is not permitted in All Around Fitness-owned vehicles.

Religious and Cultural Practices

All Around Fitness Inc. recognizes that there are times that for religious or cultural observances, certain stand-ards may need to be amended. Any modification to our standards must be approved by management and can in no way interfere with our daily operations. Also, such modifications may not alter or unduly cover the uni-form nor pose safety issues for the team member.

Friends and Relatives

There shall be absolutely no visits by friends or relatives to the store unless they are there to purchase some-thing. If someone is waiting to pick you up after work, have them wait outside the store or in their car.

Parking

You may only park across the street or on the side streets. You may not park behind the store, in front of the store, or in front of other businesses store fronts.

Time Management

Place yourself in the mindset that you need a paper trail for everything you do at All Around Fitness. You have to account for every minute that you spend on the

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job. So whenever you do anything, it has to be recorded either on the work order, the Daily Team Member Schedule or another All Around Fitness form, depending on what you are recording. Under no circumstance, are you to think: “I’ll remember that, when I get back tonight.”

Always use the timer as a tool to gage your time spent at every task.

Pay schedule

Payday for all regular employees of All Around Fitness Inc. will be bi-monthly. Employees cannot receive their checks early or receive pay advances. The first pay period of every month ends on the 15th of every month and paychecks will be cut no later than by the 20th of every month. The second pay period of every month ends on the last calendar day of that month and paychecks will be cut no later than by the 5 th of the following month. Employees who quit voluntarily have to hand in a letter of resignation with their original signature on it and may pick up their final checks three days after their last day of employment.

Hourly employees will be paid one and one half their hourly rate for all hours worked over 8 hours during the same workday. Each workweek begins on Monday and ends on Sunday.

Personal Information

All Around Fitness Inc. is a professional and performance driven organization. We believe that every minute is valuable and every minute should be spent helping our customers achieve their goals and fulfill the promise that we have made to our customers. Therefore, we encourage all of our team members to leave their per-sonal issues at home and their work issues at work.

Professional Conduct

Since All Around Fitness is a professional organization all Team Members and contractors are expected to con-duct themselves in a professional manner. If a Team Member is unclear of what professional conduct entails, please ask your supervisor for clarification before signing this document. Any violation of this policy may lead to serious disciplinary action up to and including termination of employment.

Elements of professional conduct include, but are not limited to:

Under no circumstance may there be any singing, humming, other preventable noises or other unprofes-sional conduct that may be perceived by customers as offensive in the showroom or at a job site, no mat-ter if a customer is present or not. If you are sick, call the office in advance (preferably 1 day in advance) to let them know that you are sick and when you expect to be able to return to work.

Partisan politics and sectarian religion shall not be debated at work.

Every team member is responsible to keep their work area clean, tidy and organized.

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Tardiness, Absences and Sick Leave Punctuality

Punctuality is a must. In order for All Around Fitness Inc. to meet their work expectations, each Team Member is needed and expected to be regularly on the job, at the workstation, ready to work, when the shift begins and to work up to the time the shift ends. Any tardiness can directly affect our level of customer service. We suggest that all team members get to work 5 min. early.

If for any reason, a Team Member is unable to work all or part of a scheduled work shift, the Team Member is responsible for notifying his/her supervisor at least one working day in advance unless there is a family emergency or a legitimate medical emergency. Under no circumstances is the Team Member to notify his/her supervisor later than the beginning of the Team Member’s shift, except in a life threatening situation or if the Team Member is unconscious.

In all instances of tardiness, the Team Member is expected to call the supervisor and leave a message on the supervisor’s cell phone number explaining what happened and letting the su-pervisor know on what day and at what time the Team Member is expecting to be able to re-turn to work.

Sick Leave

Sick leave applies only for illness of Team Member or sickness in the immediate family of Team Member, and in the case of funerals of immediate family members. Team Member will accrue sick leave on the basis of one (1) day per month of employment equivalent to 12 days per year. Sick leave is not cumulative from year to year. Team Member will be paid for each accrued day of sick leave only after Team Member has been employed full-time with All Around Fitness for 24 consecutive months. In order to qualify for paid sick leave, the Team Member has to submit a doctors note for each occurrence.

Other Excused Absences

The following list represents some reasons for absence that are considered excused, however, it should be understood that any excessive amount of absence from work disrupts the ability of All Around Fit-ness to operate efficiently. Excused absences will be classified as excused when the absence is due to one of the following reasons and requires a written note by the appropriate authority.

Industrial injury

Jury or witness duty

Military leave of absence

Absence that has been prearranged with supervisor

Unreported Absences

An unreported absence will be classified as an unexcused absence, and depending upon the circumstances could be considered a voluntary resignation.

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Sexual Harassment

Sexual Harassment Policy

All Around Fitness is committed to providing a work environment free of any form of harassment, sexual or other. Every Team Member is entitled to a “hostile free” work environment. This policy applies to all persons involved in the operation of All Around Fitness employer-agents and Team Members, including supervisors and non-supervisory Team Members. This policy prohibits unlawful harassment and/or discriminatory practices by all persons described above. It is the responsibility of the supervisors at all levels to ensure that this policy is carried out.

If you believe that you have been harassed or discriminated against, provide a written complaint to any super-visor of All Around Fitness or the owner, as soon as possible after the incident. Provide details including dates, times and the names of any witnesses. Supervisors will immediately refer all complaints to the owner. The company will immediately conduct an effective, thorough and objective investigation of your allegations, and to the extend possible, keep the investigation and your name in strictest confidence.

If it is determined that unlawful harassment or discrimination has occurred, effective remedial action will be taken in accordance with the circumstances. Any Team Member determined to be responsible for the unlawful harassment or discriminatory practices will be subject to discipline up to and including termination or employ-ment. All Around Fitness will not retaliate against anyone for filing a complaint and will not tolerate or permit retaliation by any supervisor, manager, or Team Member of the company.

You should also be aware that the Federal Equal Employment Opportunity Commission and the California De-partment of Fair Employment and Housing investigate and prosecute complaints of unlawful harassment and discrimination. If you think that you have been harassed or discriminated against, you may file a complaint with the appropriate agency. The nearest office is listed in the phone book.

Examples of Harassment

Prohibited unlawful harassment includes, but is not limited to the following behavior on the part of an Team Member and directed toward another Team Member or to any other person having contact with an All Around Fitness Team Member at a job site.

Verbal conduct such as epithets*, derogatory jokes or comments, slurs or unwanted sexual advances, invi-tations or comments

Visual conduct such as derogatory and/or sexually oriented posters, photography, cartoons, drawings or gestures.

Physical conduct such as assault, unwanted touching, blocking normal movement or interfering with work because of sex, race or on any other protected basis.

Threats and demands to submit to sexual requests as a condition of continued employment or to avoid some other loss, and offers of employment benefits in return for sexual favors.

Retaliation for having reported or threatened to report sexual harassment.

* a word, phrase, or expression used invectively as a term of abuse or contempt, to express hostility, etc.

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Safety

All work performed by All Around Fitness Inc. team members will be conducted using safe work practices. Of-fice, administrative areas, and work areas will be maintained free of recognizable hazards.

These Safe Work Practices are provided for your information and education. They are intended to provide you with basic safety and health information that will assist you in avoiding injury while performing your daily ac-tivities.

These Safe Work Practices are required by section 3203 of Title 8, the mandatory safety legislation of CAL OSHA. Reading, understanding and following these Safe Work Practices in your day-to-day activities during your employment with All Around Fitness is your responsibility.

General Safety Guidelines

Always use rubber gloves when working with chemicals, oils and dirt.

Everyone should exercise extreme care and consideration in the performance of their duties to see that they do not cause injury to others or create work hazards, which could cause injury to others.

When you become aware of an unsafe facility, location or an equipment defect, report it to your manager for proper corrective action. Failure to report faulty conditions may result in injuries.

Do not participate in horseplay.

Use the proper tool for the job at hand (e.g. a staple remover to remove staples).

No one should try to lift or move heavy/bulky objects in an unsafe manner, which could cause injury to the back or other body parts. If after applying safe lifting techniques you are still unable to life or move heavy/bulky objects, you are required to seek assistance.

Personal tools, equipment, extension cords, chemicals or electrical heaters should not be brought to work without management authorization.

Unplug any electrical machine that smokes, sparks, or delivers an electrical shock. Have it inspected by the appropriate repair personnel.

Do not overload electrical outlets. Do not plug a multiple outlet strip-- an extension cord with multiple electrical receptacles--into a second multiple outlet strip.

Power switches must be off, or the cord unplugged, when electrical equipment, such as a typewriter, is being cleaned or serviced.

Cabinets can be very dangerous if used improperly. Open only one drawer at a time as opening two drawers simultaneously can cause a cabinet to crash to the floor. When-ever possible, cabinets should be bolted together in tandem, secured to the floor or wall.

If necessary to use a fire extinguisher or if one appears to have been used without your knowledge, report it to the management as soon as possible to be recharged or replaced.

Flammable liquids should always be stored in appropriate, closed containers. Large supplies should be stored in UL-Approved cabinets or other appropriate means described by the Fire Department. Flammable liquids should never be left unattended. Earthquakes can cause spills resulting in fire.

Be careful with flammable liquids. Only the quantity needed for use should be in the work place. They should be kept and used in a ventilated area, away from excessive heat or ignition sources.

Exercise extreme caution during blackouts. Use your flashlight if necessary.

Due to the ever-pending possibility of earthquakes, heavy objects should be stored on lower shelves while lighter and less dangerous items can be stored on middle and upper

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shelves.

Bookshelves, storage cabinets and other elevated storage areas should be well secured. Bolted to the floor, wall or unitized in such a way to reduce possibility of tipping during an earthquake.

Bookcases or file cabinets taller than 64 inches must be secured or anchored. Keep bookcase doors closed when not in use.

Everyone should take time to be educated regarding emergency procedures for responding to fires, earth-quakes or first aid emergencies.

Be sure all food or liquid spills are wiped up immediately rather than left for someone else.

Practice good housekeeping. Keep floors free of items that might cause tripping. Keep waste cans out of the way; do not overfill them.

If it is necessary to run a cable or electrical cord across the floor, a cable cover must be used to protect the wiring and prevent tripping.

Keep file and desk drawers closed when not in use to help prevent tripping accidents.

Keep razor blades, tacks, and other sharp objects in secure containers.

Guard the sharp edges of furniture to prevent personal injury. Keep desk "pull-out" writing surfaces closed when not in use.

Do not lean too far back in chairs. This may result in over-balancing and a fall.

Defective furniture, worn carpet, defective chairs, loose handrails or other facility de-fects, which could contribute to an accident, should be reported to the management for prop-er corrective action. If possible, remove objects from service.

Do not cover air vents or obstruct airflow. Do not place furniture, equipment, or materials in locations that will interfere with air movement around thermostats.

Report any observed pest control problems to the Pest Control Specialist. Never attempt to apply any pest control chemical yourself.

Use only safety step stools or ladders for climbing. Don't stand on swivel chairs or use them as step stools.

Office doors shall be free of obstructions at all times to permit egress in case of an emergency.

Jewelry, long hair, and clothing must be kept clear of the moving parts of all office machines.

While grinding, chipping, cutting, drilling, sanding or sawing, Team Members are re-quired to wear goggles, a face shield, or safety glasses with side shields.

Safe Driving Techniques

All All Around Fitness Team Members are required to follow the Rules and Regulations of safe driving as dictat-ed by the California Department of Motor Vehicles.

Laying Down on the Floor

There is no reason ever to lie down on the floor as it wastes time and space, creates a hazard for people walking by and since every job at All Around Fitness can be executed in standing,

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sitting, crouching or kneeling position. If a technician needs to see underneath a machine, a machine should be tilted and laid on it’s side and secured in that position. Never put any of your body parts underneath a ma-chine unless you are checking the deck condition.

All Around Fitness Team Members are required to be able to work in tight spaces as necessary.

Proper Lighting

Poor lighting in the work area can lead to poor work practices that result in injuries of many types. Make sure lighting is adequate for the task at hand, replace burned out light bulbs, and point out hazardous areas to your immediate supervisor. Technicians are to be equipped with a flashlight and headlamp at all times.

Proactive Prevention of Injury

Avoid tripping and falling injuries by wearing proper shoes (high top, steel toed work boots for techni-cians), clearing a path between the object you're lifting and the truck, and being extra cautious on slip-pery ground.

Please see the Lifting section of this handbook for more tips on preventing injury.

Communicate With Your Supervisor

It is important that all Team Members report all work related injuries and illnesses to their im-mediate supervisor in an email as soon as possible after they become aware of the injury or

illness. Report all defects such as loose tiles, broken steps, railings, doors, and any other safety hazards to your supervisor in an email.

Safety Responsibilities The supervisor will ensure that all Team Members are properly trained and instructed in safe work practices and aware of all hazards associated with their work. The Team Member shall follow All Around Fitness’ health and safety policies and instructions of the responsible supervisor. The Team Member shall notify the supervisor by email of any potentially hazardous situations.

The ultimate responsibility for safety rests with YOU. Reading this handbook is your first step to understanding your responsibility for safety in the workplace. All work hazards must be anticipated and appropriate safe-guards utilized. Periodically inspect your work area to ensure compliance with existing company policy.

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Lifting How Your Back Works

General

Back injuries are the most common type of industrial accident. That's because no matter what jobs we have, we are constantly using our backs to support our bodies, to bend, sit, twist, stand, and even to lie down. All of these activities put stress on our backs, but our backs are most vulnerable to injury than when we are lifting. Understanding how your back works while lifting can help you avoid unnecessary strain and potential injury.

About 85% of Americans experience back trouble by age 50.

Back problems are the most frequent cause of activity limitations in working-age adults.

In the long run, surgery, chiropractic, or other care is considered no more effective than no treatment in reducing low back pain.

You are not immune to these facts. Just ask those Americans with back trouble and they will tell you that they thought back problems would not happen to them.

Back Basics:

Your back is made up of movable bones (called vertebrae) and shock-absorbers (called discs) between each vertebra. These structures are supported by ligaments and muscles that help keep the back aligned in three balanced curves. (You know your back is aligned correctly when your ears, shoulders, and hips are in a straight line.) When your back's three curves are not in balance, there is a greater likelihood of both back pain and injury.

The Spinal Column:

The human spinal column is the center of postur-al control. It is built to provide stability and at the same time allow flexibility. These two seem-ingly incompatible functions of support (inflexibility) and movement (flexibility) are at opposite ends of a spectrum of movement, and this fact is one reason the spine is so vulnerable to injury. Located between the vertebrae in our backs are discs which act as the shock absorbers for the spine. Discs begin losing blood supply by age 20. We feed our disks by moving fluids into and out of them through mechanical compression and decompression (one reason to move about while at work).

Back Injuries

How Back Injuries Occur

Improper lifting techniques and poor posture put stress on individual parts of the spine, which can wear out or become damaged as a result thereof.

The closer a load is kept to the body, the more the force of the lift is distributed vertically up and down the spine. Holding the load away from the body, especially with the back bent, causes most of the force to be placed on just a few discs.

7 cervical (neck) vertebrae

12 thoracic (middle back) vertebrae

5 lumbar (lower back) vertebrae

Date: ___________ Initials: ___________ 24

These discs are severely pinched between the overloaded vertebrae. This can cause the discs to wear out and even rupture.

Our backs work like levers. Unfortunately, we place 100 pounds of force on our back in order to lift 10 pounds because we are operating from the short end of the lever.

To make matters worse, such things as holding the load farther out from our bodies and bending from the waist rather than squatting causes the lever arm to get longer and even more force to be applied to the struc-ture of the lower back.

This type of bending and lifting puts so much strain and pressure on the disks and vertebrae that eventually something will wear out, break or snap.

Ruptured Discs and Pinched Nerves

Twisting and turning while lifting can cause the discs to be ground between the vertebrae. This places great strain on the discs and can lead to a rupture.

A disc rupture can cause the vertebrae to rub against one another, bone to bone. The space between the ver-tebrae goes away and the nerves become painfully pinched.

The disc may also bulge, placing additional pressure on the nerve.

In addition, the weakened disc causes unbalanced loading of the discs and vertebrae above and below the affected area. The whole framework of the spine is left in an unstable and painful condition.

Many back problems are caused by a gradual degeneration of the discs rather than one traumatic injury. This is important to remember because when you first start lifting incorrectly, you won’t feel any pain or know any-thing is wrong.

Responding to Back Pain

No matter what has caused your back pain, you should take action to remedy the problem as soon as possible. Bed rest is NOT a cure for back pain. Extended rest only makes muscles weaker. When you experience a backache, you should stay active, using good posture and body movements. If you have severe pain or any concern about the extent of a back injury, consult a physician immediately. Some symptoms that require the care of a physician include back pain compounded by leg numbness or weakness, periods of pain lasting three or more days and back pain accompanied by other health problems such as fever, chills or vomiting.

Posture

General

Your body has to lift and support your body all day every day. Therefore, when talking about proper lifting techniques, one’s posture has to be addressed. Your back and neck have natural curves, which should be kept flexible. Good posture maintains those curves and reduces stress on your muscles, ligaments and the shock-absorbing discs between the bones in your spine. The health of your back depends on your ability to maintain

Healthy Discs

Damaged Discs

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a neutral posture. When you assume a neutral posture, your body will find its natural balance and avoid over-ly stressing the components of the back.

Posture While Driving

Do not forget good posture when you drive. When driving, use a firm seat or a padded pillow for low back support. Sit close enough to the wheel so that your knees are slightly bent when you reach the foot pedals. Drive your car just like you work at a desk. Sit up straight and don’t slump forward. Driving is stressful enough as it is; don’t add to it with poor posture.

Posture While Sitting

A neutral posture includes sitting with your ankles, knees, thighs and elbows at right angles. You should keep your head balanced naturally over your shoulders and not protruding in front of your body. Also, keep you shoulders relaxed and not hunched. Choose a chair that offers support to the lumbar region of the spine. You don’t really need a multi-adjustable chair to accomplish this. A support cushion placed between your chair and lower back will help you maintain the correct posture. When using computers, make sure you do not have to stretch forward to reach the keyboard or to read the monitor.

Posture While Standing

When standing, you need to keep your spinal column aligned in its natural “S” curve. If you must stand for long periods, propping one foot on a stool reduces stress on your lower back. Get up and stretch frequently if you are required to sit for long periods. If standing, ease the strain on your lower back by changing foot posi-tions often, placing one foot on a rail or ledge. However, keep you weight evenly balanced when standing. Don't lean to one side.

Posture While Crouching

When crouching your knees should be slightly higher than your hips and your shoulders and upper back should be straight.

Proper Lifting Techniques

Lifting Mechanics

When you lift, it's important to keep your back in balance. If you bend at your waist and extend your upper body to lift an object, you upset your backs' alignment and your center of balance. You force your spine to support the weight of your body and the weight of the object you're lifting. This situation is called "overload". You can avoid overloading your back by using good lifting techniques. For example, when you bend at the knees and hug the object close to you as you lift, you keep your back in alignment and let the stronger

muscles in your thighs do the actual "lifting". You do not have to extend your upper body and are able to maintain your center of balance.

Plan

Lift mentally first, planning your route and the place you will put down the load. When the load is heavy or bulky, get help. Ask a co-worker or use equipment to ease the task.

Not all loads can (or should) be lifted by you or your co-workers. Carts, bins, hand trucks, dollies, and fork lifts are all mechanical aids that can help transport a load without putting undue strain on your back. Pushcarts and bins can be useful for light, awkward loads, while hand trucks and forklifts can help move heavi-er, stackable material. When using mechanical aids, be sure that the load is secured in place before moving, and be sure to push the device rather than pulling it.

Take your time.

No matter how hurried your client is, rushing only leads to mistakes.

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Coordinate

Make sure you and your partner both know the moving plans and how you're intend-ing to carry them out. Always discuss the plan verbally before executing.

Gloves

Wear protective gloves at all times; especially when lifting glass or other items with sharp edges.

Moving an Object

Stand straight as you move the object. Do not twist your body while lifting; rather, turn your feet. Keep your balance. If you have a problem, ask for help. Be sure of your footing and pathway.

Putting an Object Down

Be equally careful when putting the object down. Reverse the steps for lifting. Avoid trying to reach above the shoulder level to put a heavy object away.

How Exercise Relates to Lifting

Maintain a healthy lifestyle. The lighter your own weight, the less weight you are lifting when you bend over to pick up objects. Doctors suggest walking as an exercise for your

back and general health. Stay loose; stay healthy.

Wear a Lifting Belt

If in doubt as to why, read the article on “The Effect of Wearing a Back Belt on Spine Kinematics During Asym-metric Lifting of Large and Small Boxes.”; by Rebecca J. Giorcelli, PhD ¹; Richard E. Hughes, PhD²; James T. Wassell, PhD¹; and Hongwei Hsiao, PhD¹ *

¹ Division of Safety Research, National Institute for Occupational Safety and Health, Morgantown, West Virgin-ia, and ²Orthopaedic Research Laboratories, Section of Orthopaedic Surgery, University of Michigan, Ann Ar-bor, Michigan.

Date: ___________ Initials: ___________ 27

Study Design. A crossover design was used to evaluate k inematic measurements collect-ed with an infrared-based motion measurement system.

Objectives. To evaluate belt effects on spine k inematics during asymmetric l ifting of large and small boxes, and to test for carryover effects between trials from belts.

Summary of Background Data. Conflicting evidence in the literature ex ists regarding whether belts are beneficial or detrimental to manual material handlers. Studies have not examined belt effects when lifting different sized boxes, nor carryover effects from belts.

Methods. Tw enty-eight subjects with manual-handling experience (17 male and 11 female) were randomly assigned to lift either a large or small box (weighing 9.4 kg), from a sagittally symmetric origin at pallet height to a 79 cm height, 60° to the right. Spine flexion, lateral bending and twisting, hip and knee flexion, and angular velocity measurements of the torso with respect to the pelvis were collected for each of three lifting periods, 50 lifts each at 3 lifts per minute, with 18-minute breaks between periods.

Results. Belts significantly reduced maximum spine flex ion, spine flex ion and extension angular velocities, and torso left lateral bending angular velocity, and increased hip and knee flexion, regardless of box size. When lifting large boxes, belts significantly reduced torso right lateral bending and torso left twisting. No significant differential carryover effects were detected from belts.

Conclusions. Subjects w ith belts lifted more slow ly and used more of a squat -lift technique, regardless of box size. Belts reduced more torso motions while lifting large boxes. [Key words: back belts, lifting, torso, kinematics]

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Lifting Straight Up

Always establish good footing as you approach the object you intend to lift. Bend your knees, not your back and get a good grip. Plan to hold the object close to your body. Tighten your stomach as you lift. Lift smoothly with your legs not your back.

Techniques for Catching Objects & Working Low

When catching falling or tossed objects, you feet should be firmly planted, with your back straight and your knees slightly bent. Your legs should absorb the impact, not your back. If you are working on something low, bend you knees. Keep your back as straight as possible. Bending from the waist can lead to back pain. If you have to use your back, keep your knees bent and your back flat. In both of these situations, frequent rest since breaks are necessary to keep from getting back fatigue.

Other Material Handling Techniques

Tasks such as lowering, pushing, pulling, and carrying can create hazards to the back as well.

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What Not to Do

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Ergonomics Each Team Member will be provided with the booklet “10 Tips for Healthy Ergonomics.” Please read this booklet and implement relevant suggestions. All Around Fitness has equipped each work station with an ergo-nomic keyboard and a track-ball mouse. If you do not wish to use these tools and instead opt for a traditional keyboard and/or mouse you must sign the release of liability below.

Release of Liability

(Ergonomics in the Workplace)

I, ___________________________, hereby acknowledge that All Around Fitness Inc. has fully educated me as to the health risks of using improper tools and posture at the work place (up to and including the dangers of using a regular mouse and a regular keyboard in-stead of a trackball and an ergonomic keyboard). All Around Fitness Inc. has provided me with all an ergonomic keyboard and a track-ball mouse and instructed me on proper adjustments to my seat, correct posture while sitting, standing and working in an office environment. However, despite all the scientific evidence presented and all the training and resources that were provided to me, I have chosen to not follow company procedure of proper ergonomics at the workplace. Consequently, I hereby release All Around Fitness Inc. of all liability in terms of possibly injury caused by using a regular keyboard or a regular mouse or not watching my posture. Date: _________________ Signature: ________________________ Pls. print name: _______________________

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Personnel Files

A personnel file will be established for each Team Member at the time of employment. It is very important that all information be current and accurate. If any of the following information changes during your employ-ment, you are required to immediately notify management of the changes by submitting a signed letter of no-tification.

Name

Address and/or phone number

Tax withholding information

Person to notify in case of emergency.

All personnel records are confidential. You may examine the contents of your file by requesting to do so and making an appointment with your immediate supervisor. The contents of your file are the property of All Around Fitness and may not be duplicated or removed.

Equal Opportunity Employment

All Around Fitness believes that its success depends on the full and effective utilization of all qualified persons, regardless of age, sex, color, religion, sexual orientation, marital status, or nation or origin. For that reason, All Around Fitness is committed to a policy of hiring, developing and promoting the best candidates available, basing these decisions on job related qualifications only.

Management expects that all Team Members will be equally committed to this policy of nondiscrimination and that no Team Member, while performing the duties of their job, shall behave in a manner that discriminates against another Team Member.

Arbitrations and Disputes

In the event of a claim by Team Member against Employer for wrongful termination, sexual harassment or any form of discrimination, said claim shall be submitted to and resolved by binding arbitration mutually selected by Employer and Team Member. In the event the parties do not agree on the selection of the arbitrator either party may petition the Monterey County Superior Court for the appointment of an arbitrator. The arbitration shall be held in the City of Monterey. The arbitration shall be conducted pursuant to California Code of Civil Procedure Section 1280 et seq. Team Member shall be entitled to the same remedies and damages as if the matter was in court of law. This provision is not a condition of employment and is valid only if Team Member initials or signs below.

Termination of Employment

Team members are to return company issued shirts, sweatshirts, jackets, sweaters to store management upon leaving the company.

This agreement and the employment created thereby may be terminated by either party, WITHOUT CAUSE AT ANY TIME, upon written notice to the other. The notice of termination may be of any duration to include im-mediately. The rights of the Team Member to any salary or expenses, which accrued prior to termination, shall not be divested by the termination of the agreement. In case of termination of employment, Team Member must return all supplies, equipment, and printed material to Employer immediately.

I, _______________________________ hereby authorize All Around Fitness Inc. to deduct from my final paycheck and/or my vacation pay cash-out the cost set forth herein of any items of the equipment provided by All Around Fitness Inc. that I fail to return on leaving the employment of All Around Fitness. I understand that I will not be charged for reasonable wear and tear to any item. I understand that all items are to be used for All Around Fitness Inc purposes only.

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CONFIDENTIALITY AND NON-COMPETE AGREEMENT

This Team Member Handbook includes the agreement and acknowledgement of confidentiality between All Around Fitness Inc. and ___________________________ (Undersigned).

All Around Fitness Inc. is a Health and Fitness Superstore located at 855 Broadway Ave. Suite A.; Seaside, CA 93955.

Whereas, All Around Fitness Inc. agrees to furnish the undersigned access to certain confidential information relating to the affairs of the various businesses involved in the business solely for purposes of working for and with the company.

Whereas, the Undersigned agrees to review, examine, inspect or obtain such information only for the purposes described above, and to otherwise hold such information confidential and secret pursuant to the terms of this agreement.

Be it known, that All Around Fitness Inc. shall furnish to the Undersigned certain confidential information, up to and including sales strategies, future growth plans and company policies, company policies, client, vendor, financial, competitive information, and may further allow suppliers, customers, Team Members or representa-tives of the company, to disclose information to the undersigned, all on the following conditions.

The Undersigned agrees to hold all confidential or proprietary information or trade secrets ("information") in trust and confidence and agrees that it shall be used only for the contemplated purpose, and shall not be used for any other purpose or disclosed to any third party under any circumstances whatsoever.

No copies may be made or retained of any written information supplied.

At the conclusion of our discussions, or upon demand by All Around Fitness Inc. all information, including writ-ten notes, clothing, supplies, photographs, or memoranda shall be promptly returned to All Around Fitness Inc.. Undersigned shall retain no copies or w ritten documentation relating thereto.

This information shall not be disclosed to any Team Member, consultant or third party unless said party agrees to execute and be bound by the terms of this agreement, and provided that such disclosure is first approved in writing by All Around Fitness Inc.

The Undersigned acknowledge the information disclosed herein is proprietary and includes trade secrets and in the event of any breach All Around Fitness Inc. shall be entitled to injunctive relief as a cumulative and not necessarily successive or exclusive remedy to a claim for monetary damages.

This agreement shall be binding upon and inure to the benefit of the parties, their successors and assigns.

The Undersigned agrees not to compete with All Around Fitness Inc.. The term "not compete" as used herein shall mean that ___________________________ (Undersigned) shall not own, manage, operate, consult to or be employed in a business, which is located within a 60 mile radius substantially similar to or competitive with All Around Fitness Inc. or any of their planned or current subsidiaries, involving fitness, health and nutri-tional products and services and any other activities in which All Around Fitness Inc. and any of its planned or current subsidiaries may substantially engage during the term of the agreement.

This agreement will remain in effect for 2 years after termination of employment with All Around Fitness Inc.

This constitutes the entire agreement.

I _______________________ hereby certify that I have read, understood and agree with the above state-ments and the confidentiality agreement.

Date_____________________ Signature____________________________________

Name (Please Print)____________________________

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Emergency Release of Information

During my employment at All Around Fitness Inc., I hereby authorize all All Around Fitness Inc. Team Mem-bers to release information about my work schedule and location to the following individuals if they call in due to an emergency.

Note, this includes but is not limited to information such as:

1. at what time I start or started work

2. at what time I end or ended work

3. at what time and for what duration I take a break or have taken a break

4. at what location I am working (in the store or at a client’s)

at what time I am expected to return to work

The following people may inquire about the above listed information:

First name: _______________; Last name: ___________________; Relationship to me: __________

First name: _______________; Last name: ___________________; Relationship to me: __________

First name: _______________; Last name: ___________________; Relationship to me: __________

First name: _______________; Last name: ___________________; Relationship to me: __________

First name: _______________; Last name: ___________________; Relationship to me: __________

I understand that it is company procedure not to receive any personal phone calls at work unless it is an abso-lute emergency.

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Background Information Release Authorization

_________________________________________________________________________________________ Last Name First Name Middle Initial Maiden

_________________________________________________________________________________________ Street Address City State Zip Code

How long have you lived at this address? ___________________

□ ________ Social Security Administration Report

□ ________ Reference Checks

□ ________ Credit Checks

□ ________ Substance Abuse Screening

□ ________ Credit Checks

□ ________ Criminal Record Checks

Social Security Administration Request: I hereby authorize the Social Security Administration to release to All Around Fitness Inc. a DEQY (Detail Earnings Query) furnishing employer names and addresses for the seven years proceeding my dated signature below. I herby authorize the information to be sent to the following address: All Around Fitness Inc.; 855 Broadway Ave.; Seaside, CA, 93955.

Substance Abuse Screening: I understand that before I received an Employee or Contractor Agreement, and at any time during my employment period, I may be required to submit to substance abuse testing for alcohol, drugs, and controlled substances at a company select-ed medical facility at the company’s expense. In consideration of potential Team Member or Contractor Agreement with All Around Fitness Inc., I hereby release All Around Fitness Inc., its owner and agents from any and all liability which may arise out of or in connection with any substance abuse screening.

Background Screening: In consideration of potential Employment or Contractor Agreement with All Around Fitness Inc., I give All Around Fitness Inc. the right to investigate my background at anytime. I authorize and request all persons, companies, and organizations (including credit bureaus, schools, and law enforcement agencies) to furnish any information about me requested by All Around Fitness Inc. I release from liability any person, company, or organization furnishing such information and release All Around Fitness Inc. from liability arising from any decision which is based, in whole or part, upon such information.

Social Security Number of signer below: _______-____-________

________________________________ ________________________________

Signature of Applicant

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General Office

Procedures

Date: ___________ Initials: ___________ 36

General Office Assistant Job Description

The office assistant for All Around Fitness has a supporting role which requires excellent communication and multi-tasking. The office assistant is the first voice on the phone to clients and vendors and therefore must present a professional, calm, and helpful image. The office assistant is the person primarily responsible for following up on orders via email, phone, and fax, and also for preparing paperwork for accounts receivable. These tasks require a detailed organization of Tasks in Microsoft Outlook. During the order follow-up process the office assistant will communicate with managers and customers to keep all parties updated on order sta-tus.

Date: ___________ Initials: ___________ 37

Daily Schedule for Office Assistant

9:00 am - 9:30 am

Get Office Ready for the Day

9:30 am - 10:00 am

Open the Store

10:00 am - 10:30 am

Check Email

10:30 am -12:00 pm

Equipment and Parts Order Follow-Up

11:30 am - 12:00 pm

Lunch Break

12:00 pm - 12:30 pm

Check Email and Voice Mail

12:30 pm - 1:30 pm

Check In Packages

Accounts Payable Matching

1:30 pm - 2:00 pm

Filing and Data Entry

2:00 pm - 3:00 pm

Misc. Projects, Catch-up

3:00 pm - 3:30 pm

Clean up Store

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Open the Store

From 9:30 am—9:45 am

1. Turn off the night lights in the showroom.

2. Turn on the showroom’s overhead lights.

3. Turn on the music. Make sure the volume is between 13 and 15 and that the playlist is “Store Music.”

4. Turn on the power strips for the cardio equipment

5. Turn on the TVs in the showroom and start the DVDs.

6. Turn on the laptop.

From 9:45 am—10:00 am

1. Check paper levels in copy machines.

2. Empty out all trash cans (including bathroom, if needed)

Separate paper from garbage and plastic bags. Place paper in the regular green recycling container.

Place garbage in the dumpster.

Place cans and drink bottles in the gray in-house trash bin.

2. Remove any debris, empty boxes, and plastic bags from the show room, especially the bags and boxes for exercise balls.

3. Break down boxes that are in the “Box Discard Location” (by the entrance to the warehouse) and place them in the parking lot inside the designated broken-down box bin.

These bins are generally made out of oversized equipment boxes. If there is no breakdown box bin in the back then find an empty equipment box and use it as a breakdown bin.

If you don’t find an empty equipment box, open one of the boxes that has Styrofoam and plastic bags in it and discard the contents in the green metal bin and use the box as a breakdown bin. It is very important to find a box that has the least amount of content since we don’t want to fill up the green metal bin with Styrofoam.

4. Using the “Missing Price Tags” booklet, write down a list of product on the floor that don’t have a price tag. Give the booklet to David.

5. Using the “Product Action Items” booklet, write down any products (include the manufacturer) on the sales floor or in the warehouse that need to be checked in and price tagged. Give booklet to David

6. Make sure the OPEN sign is turned on at 10:00 am.

7. Use the allen tool to unlock the front door at 10:00 am.

Date: ___________ Initials: ___________ 39

Filing Following proper filing procedures saves everyone time and hassle by keeping our office organized and acces-sible. Taking 10 to 15 minutes just to find a client’s file is waste of their time and ours. Since time is money, we would be wasting their money and ours as well. Keep all the information and files organized so that anyone can quickly find what they need.

When to file = anytime there are items in the respective “to be filed sections” for either Customers, Vendors or Other Vendors, Team Member authorized to file and who has completed all other tasks assigned for that day, or is waiting for another assignment should file according to the following procedure. RESPONSIBILITY FOR FILING: Before filing anything, person filing needs to put his or her initials (small and unobtrusive and in black or blue ballpoint pen) in the bottom right hand corner (see diagram above) of each document filed (note: if the document filed has multiple other pages at-tached to it, initials should only be put on the front page)

1. Customer Files:

(definition: Customers buy products and services from All Around Fitness)

a) Residential Customers: filed alphabetically by last name (see ship to address on All Around Fitness Invoice, Credit Memo or Estimate) in its respective section at the end of the section facing up as illustrated above (note: the respective section is al-ways BEHIND the cardboard divider of it’s letter designation)

b) Commercial Customers: filed alphabetically by name of facility (each facility has it’s own manila file folder labeled with: FULL NAME OF FACIILTY, followed by the CALENDAR YEAR (200X) to which the file corresponds to. Each new addition to a manila file, should be put at the end of the file facing up as illustrated above.

2. Vendor Files:

(definition: All Around Fitness buys products for resale from Vendors)

NAME

Manila File

Do

cum

ent

To

p

Manila File

Location for small ini-tials of person that filed

Date: ___________ Initials: ___________ 40

Each Vendor file has it’s own white plastic tab attached to a green hanging folder. Inside of the green hanging folder there will always be 2 manila folders (with different tabs at the top). The plastic tab is always attached to the front flap of a green hanging folder.

The first manila file is labeled with the VENDORS name (as it appears on the All Around Fitness Pur-chase Orders) followed by the word: GENERAL, followed by the CALENDAR YEAR (200X) to which the file corresponds to.

Purpose: The First manila file is only for general information such as Vendor correspondence in regards to pricing changes or updates, dealer training seminars, service manual updates or other general infor-mation not pertaining to a particular purchase order transaction

The second manila file is labeled with the VENDORS name (as it appears on the All Around Fitness Pur-chase Orders) followed by the word: TRANSACTIONS, followed by the CALENDAR YEAR (200X) to which the file corresponds to.

Purpose: The second manila file is only for transaction documents, such as All Around Fitness Purchase Orders, Vendor’s Invoice, packing Slips or Sales orders (or in few cases, e-mail or other correspondence related to a specific Purchase Order)

3. OTHER Vendor Files:

(definition: All Around Fitness buys products and services from OTHER VENDORS, such as utili-ties, insurance advertising spots etc. … not for resale)

Other Vendor Files each have one manila file per “other vendor”. They are labeled with the OTHER VENDORS name (as it appears on the All Around Fitness Purchase checks or on the Other Vendor’s header if AAF check is unavailable) followed by the CALENDAR YEAR (200X) to which the file corresponds to.

Important general information on filing:

If the person filing is unsure of something, FILE SHOULD NOT BE FILED!

(All Around Fitness cannot afford the hassle associated with a misfiled file).

Correct, efficient and proper filing is one of the MOST IMPORTANT OFFICE TASKS AT ALL AROUND FITNESS.

Therefore, if the person filing is not sure of where or how to file, the file may not be filed or created, but has to be put back into the “to be filed” section, with a note stapled to the front of it, explaining why this item could not be filed and with the initial of the person that is reporting the trouble. When the office manager has time, he or she will be able to go over these “problematic files” and address the issues and the filing.

Date: ___________ Initials: ___________ 41

Phones When on the phone, the office assistant demonstrates professionalism by interact-ing with vendors, customers, and others in a calm, cheerful and helpful manner. Remember that you are the voice of the business.

Greeting

“All Around Fitness, this is (your name). How may I help you?”

THEN

If they didn’t already tell you, ask for the person’s full name (have them spell it if you need), company (if ap-plicable), and reason for calling.

“May I ask who is calling? And what is this regarding? Let me see if I there is someone available to help you.

May I place you on hold?”

Once the customer is on hold determine if you can help the customer or if there is someone better able to as-sist.

Common Situations

Client asks for a person who is not there or has an issue you can’t solve, but no one is availa-

ble TAKE A MESSAGE

Get the person’s full name (have them spell it if you need), company, and reason for calling. Place the person on hold and find out if the person they requested is available. If they are not, take a message. When taking a message, collect the person’s phone # and email address. Double check the info.

Client needs a service call CREATE A NEW WORK ORDER

See the “Creating a Work Order” section of this manual.

Client is following up on order CHECK WORK ORDER STATUS

Remember to gather your thoughts before speaking with any client.

Your goal is to always address the needs of the client.

Clients want:

1. To be appreciated

2. To be given facts

3. To be provided with updates

Date: ___________ Initials: ___________ 42

In POS, search for the customer. Select the “History” tab. Select the work order from the list and read the notes to find out what is going on. If you can’t find out what is going on you can place the customer on hold and find someone who knows or you can take a message and have someone call them back.

Client has a sales or product question INVITE THEM TO VISIT THE SHOWROOM

Potential clients often call in to “test the water.” They want to know if it’s going to be worth it for them to come into the store. They will ask questions like: “Do you have …” “How much is it?” The aim is to sound helpful without giving too much information and to make them want to come in the store.

Placing a Client or Vendor on Hold

Hold is a very useful feature on your phone. If you need to look up information, ask someone else a question, become flustered, etc., you can place someone on hold. Just remember these guidelines:

First, ask the client or vendor, “May I place you on hold for a moment?”

Don’t leave them on hold for too long. To the customer, one minute on hold can seem like ten minutes. If the task you are completing while they are on hold lasts for longer than one minute then let the custom-er know that you haven’t forgotten them, “Mr. Client, thank you for holding. Are you still there? May I keep you on hold for another minute? Thank you so much.”

Waiting on Hold With a Vendor

Spending 20 minutes on hold with a vendor while you are sitting at your desk and not doing anything wastes time and money. Since you are using a headset, use this “down time” to file, clean your workspace, etc. Be-ing productive during otherwise dead time helps us be more efficient and provide better service for our clients.

Remember:

When you are placed on hold for a while, do not hang up, as it will delay the hold time. Even if you call back right away, you will be placed at the end of the call queue, which means you will be placed at the end of the line.

Date: ___________ Initials: ___________ 43

Cheat Sheet

Answering Phones

All Around Fitness, this is _____________.

How may I help you?

May I ask who is calling? (get first and last name; also company if

applicable; ask them how to spell it if you need to)

And what is this regarding?

Let me see if there is someone available to help you.

May I place you on hold?

Place the customer on hold.

Decide if you can help the customer or if they need to speak with someone else.

If you can help them, do your research BEFORE getting back on the phone.

If you need to take a message:

I’m sorry, I don’t have anyone available right now.

May I get a good contact number for you?

Do you have an email address?

Thank you. I’ll have someone get back with you as soon as

possible.

Date: ___________ Initials: ___________ 44

Updating POS Prices Occasionally we will receive price updates from our vendors and subsequently need to update those prices in our system. With the new price sheet in hand, use this procedure to update POS prices.

1. Verify the following with a manager:

If these prices do need to be updated.

Which price listed is our cost.

Which price listed should be retail.

2. Open POS

3. Open the Item List by clicking on the “Items” icon.

4. Type the item model number in the “Find Item” field.

5. A new window will open.

6. In the new win-dow, scroll down to

find the item you are looking for. If the item you are looking for is not on the list, try searching by the item name.

7. Double click on the item you are looking for.

8. If you still can’t find the item, then click “Add New Item” to add the item to the database.

Date: ___________ Initials: ___________ 45

9. If you are updating an existing item you will verify that the following fields are correct.

If you are adding a new item, you will enter the proper information into the following fields.

Item Info

Department Name

Vendor Name

Description 1 = Model Number and Prod-uct Description

Description 2 = If Model Number and Product Description don’t fit in the De-scription 1 field.

Alternate Lookup = Part Number from the Manufacturer

Regular Price = Retail

Average Unit Cost = Cost

Additional Info

Order Cost = Cost

When entering large cardio equipment check the box labeled “Serial # Tracking.”

Select the drop down menu labeled “Income Account” Scroll down to Sales:Sales—(what ever department the item is in)

10. When you are finished, sign the price sheet “Entered (date) (signature)”

11. File the price sheet in the corresponding Price Sheet Binder.

Date: ___________ Initials: ___________ 46

In-Store Sales

The office assistant may occasionally aid customers by ringing them up for “in store purchases.”

Entering a Payment in POS

1. Open a new Sales Receipt by selecting the “Make a Sale” Icon.

2. Scan the AAF barcode or enter the item numbers in the field pro- vided. If the item is scanned, double check the description and compare with price tag. If there is a price discrepancy, charge the cus-tomer the price on the tag. If there is a discrepancy, email your supervisor about the product so we can retag any other items.

3. Add customer information. If this is a returning customer you can look up their information by typing in

their name.

4. If this is a new customer decide which of the following is appropriate, based on if the client seems in a hurry or has more time. The options are listed in order of preference. Try to at least get the zip code so we can track where our clients come from.

1. Friendly customer that has time: Add the client’s complete address and phone number to our data-base.

2. Friendly customer in a hurry: Add the client’s name and zip code to our database.

3. Very small purchase: If the customer is in a hurry you can use the customer “Nameless.”

5. As you review the items on their purchase, show the screen to the customer so they can see the items. Tell the customer their total and ask if they would like to use a credit card.

Date: ___________ Initials: ___________ 47

6. If the client is paying with a credit card, run the credit card now.

7. If they are paying by check, collect exact payment now. Ask to see the customer’s driver’s license. On the check, write down the driver’s license number, state, and expiration date. Insert the check into the register slot.

8. In POS, select “Take Payment.”

9. A new window will open.

10. Enter the amount of payment in the “Check” or “Credit Card” field under “Amount Tendered” column.

10. Click “Save and Print”. The window will close automatically and a receipt will print. This is the customer’s copy.

Running a Credit Card

1. Press the button next to “Sale.”

2. Swipe the card.

Remember to run the

credit card BEFORE

you receive payment in

POS … just in case.

Only Sonja and David

are authorized to take

cash payments.

Date: ___________ Initials: ___________ 48

3. Follow the prompts.

4. Tear off 1st receipt immediately after it prints. Customer signs this copy. Put signed receipt in register.

5. Staple 2nd receipt to POS receipt and give to customer. Thank the customer for their purchase.

Adding a New Customer

1. To add a new customer from the Sales Receipt window, click “Find.” A new window will open.

2. From this window, you can select “Add New Customer” and another window will open.

3. Enter the custom-er’s basic information:

First Name

Last Name

Email

Phone

Street

City

State

Zip

4. Click “Copy.”

5. Click “Save.”

Date: ___________ Initials: ___________ 49

Processing Financing Applications There are two financing companies we work with to extend payment plans to our clients. GE Mon-ey is used for most financing options. American General is used for 24 month plans.

GE Money Financing

See the Terminal Credit Card Program Training Guide for complete infor-mation on processing GE Money Financing. See below for a basic overview.

1. Complete the Sales Order and have the total amount ready.

2. Verify that the customer has two acceptable forms of ID. One must be government issued such as driver license, military ID, or passport. The other must be a debit or credit card. If the customer does not have a debit or credit card, the transaction can still be processed, but you must call GE Money at:

1-800-965-8430 See the “Downtime Application Processing” sheet in the GE Money binder for more information.

3. Have the customer complete an Application. Verify that the information is correct and that they have signed the form.

4. Decide which financing option you will offer to the client. Explain the plan to the client.

5. Select an OPTIONAL FINANCE PLAN (OFP) form based on the promotion you are offering the customer. Have the customer sign the form.

6. Process the Customer Credit Application

Press F3 to start processing an application

Press F2 (Application)

Identify the correct product code, then select the appropri- ate F Key next to Product Code.

Press the F3 key for YES if this is a joint application. Press the F4 key for NO

Swipe customer credit card to capture name or press ENTER to bypass.

Follow terminal prompts

Select the appropriate F key:

F1 = Own

F2 = Rent

F3 = Live with Parents

F4 = Other

Setup = Review (Browse through screens. This will not cancel applica- tion. Press Red X to cancel review)

F3 = Cancel

F4 = Send

For approved applications a receipt will print the Application Key Number, name, account number, and credit limit. You can press ENTER for a second copy for the card holder or

HAVE THE FOLLOWING

READY BEFORE PROCESSING

AN APPLICATION:

Total Purchase Amount

Driver’s License (or other

government ID)

Debit or Credit Card

Completed Application

Date: ___________ Initials: ___________ 50

press CLEAR to return to the menu.

7. Process the Promotional Sales Transaction

Press F2 for transactions

Press F2 for sale

Enter account number from the receipt that just print-ed

Press Enter

Enter Sales amount. Press Enter.

Press F1 for promotional.

Enter tran code for corresponding promotional sale. Press En-ter.

If approved, the Sequence # will appear on the screen, and the store copy will print. If declined, the ter-minal will display DECLINED. Press ENTER.

2 copies will print. The customer signs one, which we keep, and the oth-er is for the customer’s records.

8. Detach the Terms and Conditions from the Application and give to the customer along with the yellow copy of the OPTIONAL FINANCING FORM, a copy of the receipt from the terminal, and copy of the POS Sales Order.

9. Staple together the Application, the OPTIONAL FINANCING FORM, a copy of the receipt from the terminal, and a copy of the POS Sales Order. File and keep for three years.

10. The customer will get a letter in the mail (with their card, if this is their first GE Money financed transac-tion) explaining the payment schedule, how to access their online account, etc.

American General Financing For 24 months 0% interest only

Typically, the office assistant will assist the sales person in processing American General financing applications only with steps 11 and 12. The entire procedure is outlined here for general reference.

1. Issue AAF Sales Order (note: SO showing full amount due, do not list payments that will be made by American General, but only down payments that are being made by client right there)

2. Fill out the first three fields in Credit Application (Fax #, Amount, Date)

3. Client fills out rest of credit application.

4. Fax only the credit application to American General Corporate Headquarters and wait up to 20 minutes for approval:

FAX #: 800-243-3295 (alternate #: 800-595-0783).

5. Copy client’s Driver’s License. Make an enlarged black and white copy. The appearance may need to be darkened so that the expiration date, etc are visible.

6. Fill out sales slip based on invoice including credit plan offered.

7. Have client sign sales slip.

8. The client gets the following:

Front cover of application with terms and conditions

Tran Codes

106 = 6 Months With Payment

112 = 12 Months With Payment

536 = 36 Months Fixed Payment

HAVE THE FOLLOWING

READY BEFORE PROCESSING

THE SALE:

OFP Form

Approval Code from previous

step or GE Money credit card.

Date: ___________ Initials: ___________ 51

Pink copy of sales slip

Invoice based on Sales Order

Copy of approval fax

9. Thank the client for the purchase.

10. We keep the following for our records:

Invoice Based on Sales Order

Yellow copy of sales slip, stapled to a copy of the approval fax

11. Staple the following items in this order and mail via Certified Mail (USPS) to American General Financing. Make sure to detach the stub with the tracking code from the certified mail sticker and stick it on the yellow copy of the sales slip we keep with our records.

Cover letter

White copy of Sales Slip

Invoice based on Sales Order

Approval Fax

Copy of Driver’s License

Original Application with backside filled out

The envelope will look like this:

12. Unless you get prior approval from David or Sonja, wait for check from American General Financing. When the check arrives we can place the order for the client and inform them of the status.

Date: ___________ Initials: ___________ 52

Office Assistant:

Create a Work Order In POS

Office Assistant:

Email Work Order # to Sched-

uler

Customer:

Calls in With a

Concern

Scheduler:

Schedule Appointment in Outlook

and with Customer

Technician:

Perform Service

Technician:

No Further Work Needed

Technician:

Parts Need to Be Ordered

Technician:

Send to Billing

Technician:

Update POS Work Order

Technician:

Order Parts and Create PO

Technician:

Email the PO # to Office Assistant

Office Assistant:

Follow up with Manufacturer

until Item is Physically Received.

Technician:

Stock Parts Used

Technician:

Order Replacement Parts and Email

the PO # to the Office Assistant

Technician:

Update POS Work Order

Technician:

Send to Billing

Technician:

No Parts Used

Technician:

Create Receiving Voucher in POS

Technician:

Email Work Order # to Scheduler

Scheduler:

Schedule Appointment in Outlook

and With Customer

Date: ___________ Initials: ___________ 53

Creating a Work Order All Around Fitness is dedicated to superior customer service. The majority of equipment sold comes with some type of parts and labor warranty. Occasionally, we will need to perform repairs or maintenance on equipment. We provide friendly, fast service to keep our customers happy. To en-sure quality customer service, follow this procedure when customers call in with maintenance issues.

Customer calls in with an issue Find out if we can service the equipment

Get Basic Information—“May I ask who is calling?” “Did you purchase the equipment from us?”

If they didn’t buy it from us:

“What brand is it? Where did you purchase it? What is wrong with it? Let me check with my service depart-ment to see what we can do for you. May I place you on hold?”

If we can service the unit, go ahead and begin creating a work order.

If we can’t service the unit you should respond like this:

“We would love to help you, our problem is, our policy is to repair only the equipment we sell. How-ever, let me see, I can probably get you the phone number to the technical department of the manufac-turer so they can help you.

Do you have a pen to write down this information? (give the customer the phone #)”

Now, it might not be worth it to repair your item. If you do need something new, remember that we offer a parts and service warranty on all our equipment. We can also pick up your old equipment when we deliver the new unit.” (If the customer asks, there is a small pick up fee of $25.)

If the client has already called the manufacturer and didn’t get any help, we can refer them to Headz Up Mechanical.

Find out from a manager if they want to authorize this re-pair. Normally we do not service equipment that was pur-chased somewhere else.

If we can’t service a customer’s equipment we want them to know three things:

1. If they had purchased equipment from us then we would have serviced it.

2. We are still helpful because we might be able to refer them to someone else.

3. That they should consider us for any future purchases.

Date: ___________ Initials: ___________ 54

“However, there is a gentleman I can refer you to for repairs. He is not affiliated with our company, but he should be able to help you.”

If they did buy it from us:

“Let me get some information from you so I can check our schedule for available times.. Do you have the model number and serial number?” 1. If the customer purchased this item from us and has a serial #

then begin creating a work order as the customer is talking.

2. If the customer purchased this item from us, but doesn’t have a serial number, let the customer know that we will need the serial number to proceed.

“That’s all right. I would love to help you and the serial number is usually easy to find.”

Explain to the customer where the serial number usually is. On treadmills and ellipticals, it is usually locat-ed on a sticker or plate near where the power cord attaches. Common Objections:

The client is not near the machine.

“That’s alright, you’re more than welcome to call me back or email me with the serial number. I can’t process the order without it.”

The client may ask you why you need the serial number.

“With the serial number I can verify your warranty and significantly expedite your order.”

The client may ask you why you can’t “just look it up.”

“The information is archived. I could certainly do that if you like. This may cause a delay in sched-uling your work order.”

Create a Work Order.

1. Open a new Work Order in POS.

(Note: Each piece of equipment should have it’s own Work Order. If the customer has three machines that need service, each one will require it’s own POS Work Order. This minimizes confusion later on, espe-cially if parts need to be ordered and a return visit scheduled. You don’t need to tell the customer you are creating multiple work orders. Even though you are creating separate Work Orders, the scheduler will

It really will save us time if the customer can find the serial number, but there is no need to press the issue if the customer is elderly (we don’t want to make them kneel and crawl around looking for a number) or if they are making a big deal out of it.

Don’t create a work order

until you have a serial

number.

Date: ___________ Initials: ___________ 55

most likely schedule only one service visit.)

2. In the field labeled “Enter Items” enter the codes:

102A diagnostics. A new window will open. In the new window, enter the serial #.

Zone. See “Cheat Sheet: Zones” for a detailed list of the cities in each zone. If a customer lives more than 10 miles from a listed city, you must get approval from David or Sonja to schedule the appointment.

3. To enter the model number, click on “Edit Item” under the diag-nostics code.

4. A new window will open. In the Description 2 field, enter the model information.

5. Click OK.

6. Back in the Work Order, In the box labeled “Description of prob-lem or service to be performed,” enter the following information in this format:

Item Name; brief description of problem; if the

problem is intermittent, the user MUST be present, since if the technician can’t duplicate the problem, we will still charge them for the visit; Name of person

Date: ___________ Initials: ___________ 56

reporting problem; Terms: if product was purchased from AAF, the terms are Preferred Customer Rate. If the product was not purchased from us, the terms are Regular Customer Rate. If the product is under warranty, the terms are Warranty. (Warranty can only be verified with the model and serial numbers)

4. Type the name in the field labeled “Enter Customer Here.” Scroll to find customer and click on their name. Confirm contact info with customer.

5. Obtain an email address if one is not already provided (note: some customers may object to giving their email address, worried we will send adds or junk mail. Assure the customer that we don’t use email for mass mailings, but simply to contact the customer about changes to their scheduled appointments.

6. Tell the customer that someone will call or email them soon to schedule a time.

7. Assign the work order to the scheduler, then save the work order.

8. E-mail the WO # to the scheduler so they can call the customer to schedule an appointment.

Date: ___________ Initials: ___________ 57

Cheat Sheet

Zones

Zone Pricing

(add $50 for every additional 1/2 hour of

labor)

ZONE 1

Monterey, Seaside, Pacific Grove, Carmel-by-the-Sea, Pebble Beach, Marina, Castroville, Carmel Valley up to the Village

ZONE 2

Salinas, Prunedale, Watsonville

ZONE 3

Santa Cruz, Scotts Valley, Freedom, Aptos, Capitola, Carmel Valley Past the Village

ZONE 4

Soledad, Gonzales, Chualar, Hollister, Aromas, San Juan Batista, Ben Lomand, Boulder Creek, Morgan Hill, Los Gatos, Gilroy, San Martin

ZONE 5

King City, San Lucas, San Ardo, Jolon, Lockwood, Big Sur, Green Field

First visit

with 1/2 hour labor

Return visit

with 1/2 hour labor

ZONE 1 $85 $60

ZONE 2 $95 $65

ZONE 3 $105 $70

ZONE 4 $115 $80

ZONE 5 $125 $90

Date: ___________ Initials: ___________ 58

Scheduling Appointments Once the Office Assistant has created a work order, they will send an email to the Scheduler with the Work Order number. The Scheduler will check their email periodically throughout the day for new Work Order emails. They will also check the Work Order list in POS periodically to make sure nothing falls through the cracks. The Scheduler uses these work orders to create appointments in Microsoft Outlook.

1. In POS open the Work Order and determine the urgency of the Work Order.

Ideally, we will get back to a customer the same day

1. Open Microsoft Outlook Calendar.

2. Click “New” to open a new appointment.

3. The new appointment window will open.

4. In the subject line enter the information from the Work Order in the following for-mat. Copy and paste address and phone number from POS Work Order.

To Be Scheduled; [Initials of tech assigned to this repair, put in brackets] Customer’s name; Time Frame Given; Address; Phone Number (Include Cell Phone Number if giv-en in Work Order)

(Note: Type “To Be Scheduled” at the be-ginning of the subject line so you can save and come back if necessary. This way you know the date and time still have to be con-firmed.)

6. Determine how long the appointment will take and adjust the start and end time. At this point, it doesn’t matter when the ap-pointment is scheduled for, just that the amount of time allotted is correct.

(Note: Diagnostic visits should usually be scheduled for 1 hour time slots. Time slots for repairs will vary. Check the Work Order or ask the service department if you are unsure. )

7. In the Comment field enter the work order # associated with this appointment.

8. Check the technician’s calendar for open time slots and best routing.

When selecting a time for appointments you may want to consult the map to see where this customer is in relation to ap-pointments already scheduled. Remember to schedule the day in a loop or straight line. (See Mapping Procedure for more details)

Have two or three options for a time in mind before you call the customer.

Before you call the customer, be familiar with:

Where the customer lives

How long the appointment should be

How many technicians will be required

What time slots are available

Date: ___________ Initials: ___________ 59

9. Call the customer to schedule the appointment.

A. Residential Customers:

“Hello, Mr/Mrs. ________________, this is ________________, with All Around Fitness. I understand you’re having trouble with ______________. I’m calling to set up a diagnostic visit. We could come to-morrow between 10 and 1 or on Thursday afternoon. Which would work better for you?”

Make sure the customer under-

stands that this is a window of time, that

we can not promise the techni- cian will arrive at a specific time. If the customer would like, we can have the tech call 30 min before arrival to give them a heads up.

If the customer requests a date or time other than what you suggested, simply ask the customer if you can place them on hold and then check the calendar for possibilities.

Collect a cell phone number if one wasn’t given already.

B. Commercial Customers:

Unless they insist on having a specific time, commercial customers usually just need a day. If they ask when we will arrive, you can specify morning or af-ternoon.

10. Choose the appropriate color code. See “Schedule Overview Visual” cheat sheet for color code.

11. Remove the words, “To Be Scheduled,” from the subject line. If you were only able to leave a message with the customer, replace “To Be Scheduled” with “To Be Confirmed.”

12. If the date is more than a week away, set the reminder alarm to call the customer 3 days before the scheduled date to confirm time.

13. Save and Close.

14. Open the POS work order and enter the date and time of appointment into the Description box in this format: Current date; date and time appointment is scheduled; who you spoke

When calling a customer to schedule an appointment, don’t just ask “When would you like us to come?” In-stead, always give them two options. For instance, “Would you like us to come Thursday between 3 and 6 or on Friday before noon?”

This way you are still in control of the scheduling, but the customer has several options.

It is very important to collect a cell phone

number where the customer can be reached.

If they would like, the technician can call the

customer 30 min before they expect to arrive.

Date: ___________ Initials: ___________ 60

with to confirm this appointment; your initials.

15. In the “Assigned” field, enter the name of technician you scheduled for this service.

EXTRA STEP

Careful scheduling is especially important for extra large deliveries. Because these are usually de-livered directly to the customer’s location we must receive a confirmation via email or fax from the freight company specifying the arrival date and time. When scheduling, keep in mind that the fol-lowing must be coordinated:

As a general rule, avoid rescheduling customer’s appointments.

If an appointment must be rescheduled once, we must make a note so the customer is not rescheduled again.

(After adjusting the date and time, type *Do Not Reschedule* in the subject line.)

How Many Technicians

Which Truck

Special Tools or Equipment

Lift Gate Needed? (yes/no)

Any Customer Needs

Date: ___________ Initials: ___________ 61

Scheduling Appointments Overview

1. Work Order was taken. Appointment needs to be scheduled.

2. Tentative time has been scheduled, but the customer

needs to confirm that this time will work.

3. Client has confirmed appointment.

Color Code

Dark Green—Technician 1

Olive Green—Technician 2

Gray—Technician 3

Purple—David

Blue—Sonja

Red—Urgent

Yellow—In Office

Light Blue—Shipments

White—To Be Scheduled

Date: ___________ Initials: ___________ 62

Equipment/Parts Order Follow-up Every day equipment is ordered by sales people and parts are ordered by the service department. It is the office assistant’s job to track the progress of the item and to update all others involved. These procedures ensure that items arrive in a timely manner so that we can provide excellent cus-tomer service.

Items are ordered and PO is created

1. Whenever equipment or parts are ordered, a Purchase Order (PO) is created by the person who ordered the items.

2. The person who created the PO will email the office assistant with the PO # and any other needed infor-mation (Freight quote, ETA, information for contact @ the vendor, etc).

Obtain Confirmation, Freight Quote and Estimated Ship Date

1. Create a task for this order.

2. Send an email to your contact at the vendor, requesting an order confirmation #, freight quote and estimated ship date.

3. Follow up every day until you receive the information re-quested.

4. Once you have an estimated ship date, set the task remind-er to that date.

Obtain Tracking Information

1. On the estimated ship date, send an email to your contact at the vendor requesting tracking information. They should let you know what company they are using and the tracking or pro number.

2. Log onto the freight company’s website and find out when the item is expected to be delivered. You may have to call the freight company to get an ETA.

3. Set the task reminder to the day of the scheduled delivery.

4. Inform the scheduler of the delivery date as soon as possi-ble, but at least a day in advance.

Arrange a Delivery

1. Determine if you need to schedule a specific time for the delivery.

FedEx (FedEx Freight does need an appointment), UPS, and DHL deliveries do not need a time frame.

EXTRA STEP

If at anytime you find out that an item is backordered, immediately inform the person who placed the order of the new arrival date. Find out if this person would like you to inform the customer of the new date.

Tell the customer to feel free to call you at any time.

Of course, the goal is to keep in close contact with the vendor and the custom-er until the item is delivered so the cus-tomer never feels like they have to call you.

Date: ___________ Initials: ___________ 63

You will need to arrange an appointment for most other de-liveries. These are items that can’t fit through the front door. They usually come on a pallet and are delivered by a semi truck.

2. Before you call the freight company, consult the scheduler to identify a few options for good delivery days and times.

3. Contact the freight company at the delivering terminal (not the 800 # dispatch) to find out if the item is being delivered to an interline carrier and when they are giving it to that carrier OR if they are delivering it themselves and what is the ETA. UPS, FedEx, and Yellow usually do not use an in-terline carrier.

4. If it is going to an interline carrier, call the interline carrier either one day before they are due to get the item from the main carrier to schedule a day and time frame.

5. When scheduling a delivery time, the freight company or interline carrier may ask if we need a lift gate or if we have a loading dock. They ask this to know if they should add extra equipment (translation = extra charges) to the truck for delivery. If they ask, we have a loading dock and only need curbside delivery. The only ex-ception is when a large order is being delivered directly to the customer. In that case the PO would spe-cifically state that we need a lift gate.

6. The company might also ask if we would like “notification.” This means they are going to charge us up to $100 to call us when they are close to arriving. Always decline this service. As long as we establish an ETA that is enough.

7. In POS, open the Purchase Order and enter the following information into the “Instructions” field: ETA + date; Vendor Name and PO #; Delivery Company Name and Phone #; Tracking #; Who gave you this ETA and when you spoke with them.

8. In Outlook, open the Task for this order, create a new entry and include the following infor-mation: ETA + date; Vendor Name and PO #; Delivery Company Name and Phone #; Tracking #; Who gave you this ETA and when you spoke with them. Set the Task Reminder for the day of the delivery.

9. If you are not the scheduler, email the scheduler with the information you just included in the Task entry so they can plan to schedule a delivery once the item arrives. Also let the scheduler know if the item is being shipped to the store or directly to the customer so they can plan accordingly. The scheduler will either have you call the customer to inform them of the delivery date, or call the client themselves.

EXTRA STEP

Sometimes larger orders are delivered directly to the client and we need to have people on site to assist in unloading and assembling the equipment.

In this case, we need confirmation in writing from the freight company, confirming the time and date of deliv-ery.

Date: ___________ Initials: ___________ 64

10. If the item is being delivered directly to the customer make a note in the Task to call the customer after the scheduled delivery to follow up and set the reminder for 2-3 days after scheduled delivery.

Date: ___________ Initials: ___________ 65

Receiving Shipments Although the office assistant is not primarily responsible for receiving items, they may be asked to assist at some point in the receiving process. For this reason, it is important to be familiar will all receiving procedures.

Open Package

1. Check for Packing Slip

2. If the package contains parts, write the receiving date and initials on the box and place in the ser-vice manager’s office.

3. If package is equipment, then go ahead with the following steps to receive the shipment.

4. Verify that there is an existing PO for the order. If there is no PO do not unpack anything and let a manager know.

Print PO Receipt and Tags

1. Print out the PO Receipt.

Open the PO.

Select “Print,” then “Print Purchase Order. “

A new window will open.

In the Purchase Order Template drop down menu, select “PO Receipt.”

2. Print out the Tags.

Note: Tags are only printed for showroom products.

Load label paper in the printer.

Open the PO.

Select “Print,” then “Print Tags.”

A new window will open.

Under the “Print” heading select “All—Print all items on the document.”

Under the “Copies” heading, select “Document Quantity.”

Verify that the “Purchase Order Template” field shows the correct labels.

Check in Items

1. Find out from a manager where the items will go.

Remember to wear surgi-

cal gloves when opening

packages!

Date: ___________ Initials: ___________ 66

2. Verify that the items listed on the PO Receipt match what is actually in the box. Make notes on the PO Receipt.

3. Check to see if items are damaged.

4. Report missing or damaged items to a manager immediately.

5. Write down any serial numbers on the PO Receipt next to the corresponding items.

6. Tag all appropriate items and put them in the proper place.

7. Date and Initial Step 1 and Step 3.

8. Properly dispose of garbage.

9. Staple the PO Receipt to the Packing Slip and Bill of Lading, if applicable. Put this packet in the box “Clerk: Packing Slips/Invoices to be Matched.”

Create Receiving Voucher

1. Click the “Receive Items” Icon.

2. A new Receiving Voucher will open.

3. Enter the name of the Vendor.

4. A message will appear, asking if you want to receive against an or-der. Click “Yes.”

5. When you click ”Yes” a new window will open.

6. Check the box next to the PO you are receiving against.

7. Click “Receive All Due” if all the items arrived in this shipment.

8. Click “Select Items to Receive” if some items were missing.

A new window will open.

Enter the quantity of items received.

Click Continue.

9. If any of the items require serial numbers, you will be prompted to enter them now. Each machine will have it’s own serial number. Each serial number should be listed on

Serial numbers are needed

for cardio and other large

pieces of equipment, but not

needed for small items.

Date: ___________ Initials: ___________ 67

it’s own line.

10. Enter comments as needed.

11. Click Save and Print.

12. Staple the Receiving Voucher, PO Receipt, Packing Slip, and Bill of Lading together. File this packet in the Accounts Pay-ables — Waiting to be Matched.

Missing or Damaged Freight

If freight is missing or damaged, the person signing for the freight with the shipper

MUST note the damage or missing boxes on the bill of lading before signing.

Simply write, “Damaged/missing items; due to further inspection.”

Date: ___________ Initials: ___________ 68

Common problems:

SERIAL NUMBER — The item you are receiving has a serial number, but you are not prompted to enter this number when receiving the item in a POS Receiving Voucher.

1. Close Receiving Voucher without saving.

Click “Cancel”

A new window will pop up, asking what you want to do with this voucher.

Select “Discard”

2. On the main toolbar, click on the “Items” Icon.

2. The a new window containing the Item List will open.

3. Look up the item by the Item Number given on the PO. Type this number into the field labeled “Find Item” and click the magnifying glass.

4. A new window will open with a list of items that match what you typed. Double click on the item you want to open it’s window.

Date: ___________ Initials: ___________ 69

4. Open the “Additional Info” tab.

5. Check the box labeled “Serial # Tracking”

6. Save changes.

7. Now you can go back and create a new Receiving Voucher.

PARTIAL SHIPMENT - Only part of the order was received.

1. When you check in the order, note on the PO Receipt which items are missing.

2. Inform a manager.

3. Follow the steps to create a Receiving Voucher. When select-ing the PO to receive against, make sure to click “Select Items to Receive.”

4. A new window will open.

5. In the field labeled “Document Qty” enter the number of items received.

6. Click “Continue.”

7. Continue to receive according to normal pro-cedures.

Date: ___________ Initials: ___________ 70

Accounts Payable Matching Once an item has been received the next step is to match the invoice to the receiving paperwork and finish receiving the item in POS. This process transfers the information to Quick Books so the invoice can be paid. It is important to complete invoice matching in a prompt manner to prevent past due balances. As paperwork arrives it is important to file it correctly so nothing gets lost. You may have an invoice, but the order hasn’t arrived yet so you don’t have a packing slip. You might wait for the invoice for up to two weeks after you have everything else together.

Gathering Paperwork

1. Find invoices, receiving vouchers, packing slips, and bills of lading in the file slot “Clerk: Packing Slips/Invoices to be matched. “

2. File the papers alphabetically by vendor in the file box “Accounts Paya-ble.”

3. Staple together all items for the same order.

When Paperwork is Missing

INVOICE

Warranty parts orders do not need invoices.

For all other orders, he invoice usually arrives within two weeks of receiving the order. If you have not re-ceived an invoice within two weeks, contact the vendor and request an invoice. The order cannot be recon-ciled without an invoice.

RECEIVING VOUCHER

If there is a PO, but no Receiving Voucher then it is necessary to find out if the order was shipped and if we received it. If all procedures have been followed correctly, this situation should not arise. In the case that an order fell through the cracks then the office assistant will have to do some investigating. This may involve:

Asking around to see if someone knows if we received the order and then physically locate the order or print a receiving voucher and have a manager sign off that the item was, in fact re-ceived.

Calling the vendor to see if the item shipped.

Calling the shipping company to see if they have delivery confirmation.

PACKING SLIP/ BILL OF LADING

1. In POS find the PO and the Receiving Voucher associated with the invoice.

4. If there is a PO and a Receiving Voucher then the item was re-ceived and we can complete the matching without the packing slip.

5. Some companies do not issue a bill of lading. If you don’t have one, don’t worry

Date: ___________ Initials: ___________ 71

6

5

4

3

2

1

1. Invoice From Manufacturer

2. Receiving Voucher (2 copies)

3. Packing Slip

4. Bill of Lading

5. Freight Quote via Email

6. Purchase Order

about it.

FREIGHT QUOTE

Usually only large orders will have a freight quote. If you think you should have one but don’t, ask the person who placed the order.

PURCHASE ORDER

If there is no PO in the system then track down the person who placed the order and have them enter a PO in the system. If it is a parts order ask the service department. If it is an equipment order ask the sales depart-ment. An invoice cannot be paid unless we know that someone authorized the items and ordered them.

Creating a “Perfect Packet”

Once you have all the documents, arrange the papers in this order:

Enter the Invoice Information in the POS Receiving Voucher

Once you have a completed packet you can enter the invoice information in POS.

1. Open the Receiving Voucher.

2. If there is a freight charge, enter it now. If the invoice has freight charges listed separate-ly from shipping and handling chargers, add up the two and enter the total in as freight.

Sometimes the invoice from the manufacturer will

list a different company name than what we have

listed in POS. If this is the case, make sure to

write the name we have in POS on the manufac-

turer’s invoice.

Date: ___________ Initials: ___________ 72

For large orders, check the freight against the freight quote the company emailed previously.

3. Verify that the total listed on the invoice matches the total on the screen. If the totals do not match, find out why and correct the problem.

4. Enter the invoice date and invoice number.

5. Save and Print.

6. Staple the packet together with this Receiving Voucher behind the Manufacturer Invoice.

7. Place in the slot labeled, “Clerk:FILING:Vendors”

Common Problems

PARTIAL SHIPMENT—The order was shipped separately, resulting in two or more receiving vouch-ers for the same order. In this case the vendor might send one invoice for the whole order or might in-voice separately for the different shipments.

1. If there is one invoice for multiple shipments, wait until all orders arrive before matching.

Once you save the invoice date and number on the

Receiving Voucher you are locked out from mak-

ing any changes! So don’t enter the date or in-

voice number until you are sure everything is cor-

rect.

Date: ___________ Initials: ___________ 73

2. If there are multiple invoices, each corresponding to an order, go ahead and match each one as it’s own packet.

Date: ___________ Initials: ___________ 74

Common

Abbreviations

Adjust adj

All Systems Functional A.S.F.

Assembly assy

Available avail

Brush brsh

Cable cbl

Calibrate calib

Communication comm.

Customer cust

Dated dtd

Diagnostics diag

Display DP

Electricity elec

Elevation elv

Error err

Maintenance maint

Manufacturer mfg

Model Number m/n

Motor mtr

Non Standard n/std

Non Warranty n/warr

Not Available N/A

Number #

Payment pymt

Pedal pdl

Pound lb.

Pounds lbs.

Purchase Order PO

Receiving Voucher RV

Recumbent Bike rec bike

Required req

Sensor sens

Serial Number s/n

Specification spec

Speed spd

Standard std

System sys

Treadmill tread

Transmission trans

Upright Bike UR bike

Volts V

Warranty warr

Watts W

Weight wt

With w/

Without w/o

Work Order WO