| Course | MT202 Building Customer Sales and Loyalty |
|---|---|
| Unit | Unit 8 |
| Paper type | Account follow-up plan |
| Length | About 920 words, 6 pages double-spaced |
| Format | APA 7 student paper |
| School | Purdue University Global |
| Program | BS in Business Administration |
| Updated | October 2026 |
Free sample paper for MT202 Unit 8
The Oven Arrived Monday: A Unit 8 Account Follow-Up Plan for a Catering Company's First Year
[Student Name]
Purdue University Global
MT202: Building Customer Sales and Loyalty
Unit 8 Account Follow-Up Plan
[Instructor Name]
[Date]
Northgate Foodservice Equipment, Saffron Table Catering, their staff and every figure are composite and illustrative; bracketed figures stand where the account file would supply the numbers; the sources cited are real.
Account Summary
Northgate Foodservice Equipment is a composite distributor in Minneapolis. Its representative, Jill Sorensen, sold Saffron Table Catering a ten-pan combination oven and a blast chiller for [$38,500] installed, with a two-year service agreement. Saffron Table caters weddings, corporate lunches and a hospital's staff events, serving up to 600 guests on a busy Saturday. Two people matter to the account. Chef Omar Haddad will use the equipment every day and decides whether it lives up to its promise. The owner, Leah Brandt, paid for it and will decide on the next purchase, a second oven she mentioned for a planned commissary kitchen in about eighteen months.
The plan speaks to each of them differently. Omar needs help getting results from the oven; Leah needs to see that the investment is paying back.
Contact Calendar
Each contact below is set by an event in Saffron Table's use of the equipment, not by the calendar, and each names its channel, who owns it and what Jill brings.
The day after installation, Jill calls Omar. The trigger is the first full day of use. Her purpose is to confirm the installer left the oven calibrated and to ask what Omar cooked first. She brings the name of Northgate's culinary specialist and offers to book him.
In the second week, the culinary specialist visits for a half day. The trigger is that combination ovens are only as good as their programs, and most kitchens use two or three of the dozens available. He brings five programs written for Saffron Table's menu, including its braised short rib and its roasted vegetables for 400, and loads them into the oven.
At thirty days, Jill visits in person. The trigger is that by now Omar knows which programs work. Her purpose is to see the oven during a production day and ask what is frustrating. She brings a cleaning checklist, because the most common complaint about these ovens in the first month is the cleaning cycle.
Before the first filter change, around the third month, Jill sends a short email to Omar with the filter part number and offers to ship a spare. The trigger is the maintenance schedule. A filter is a reason to call, while the passing of a month is not.
At ninety days, Jill meets with Leah and Omar together. The trigger is the first quarter of results. She brings a one-page summary of what the equipment has changed, using figures Omar supplies: labor hours on large events, food waste and the number of events the blast chiller has allowed the kitchen to prepare a day ahead. Leah paid for the equipment; this meeting is where she sees what it returned.
At six months, Jill calls Leah about the commissary plan. The trigger is Leah's own timeline. Jill brings nothing to sell yet, only a question: what does the new kitchen need to do that the current one cannot?
Sixty days before the service agreement's first anniversary, Jill calls Omar to schedule the annual preventive maintenance and review any service calls. Her purpose is to make sure the agreement is delivering what it promised before Leah thinks about renewing it.
Every contact on this calendar answers the question Omar or Leah would ask: why is she calling?
Escalation
If Omar reports a breakdown, Northgate's service manager owns the response. The agreement promises a technician on site within [eight] hours for a down oven, and Jill calls Omar the same day to confirm the visit happened. A complaint about Jill herself goes to Northgate's sales manager, whose name and number appear on the account welcome letter.
Bolton (1998) studied cellular phone subscribers and reported that satisfaction predicted how many months a customer kept the service, with recent bad experiences counting for more than older good ones. A breakdown handled badly in the first year can undo every other contact on the calendar.
What Would Change the Plan
Two events would change this plan. If Saffron Table moves its commissary plan forward, the six-month call becomes a proposal meeting and the ninety-day summary becomes the case for the second oven. If Omar leaves, the account loses its strongest user, and Jill would need to train the new chef on the programs within the first two weeks, since a new chef who does not trust the oven will not recommend another.
Dwyer et al. (1987) described a relationship as moving from exploration to expansion and then commitment, with each side investing more over time. The first year of this account is expansion, and the plan is built to earn the commitment stage.
Measures
Two indicators show whether the plan works. The first is consumables: whether Saffron Table reorders cleaning tablets and filters from Northgate rather than from an online seller, which shows the account is active. The second is a second purchase within eighteen months. Palmatier et al. (2006) pooled dozens of studies and concluded that what a seller invests in a relationship pays off mainly through the trust and commitment it creates, and these two measures are the observable signs of both.
References
Bolton, R. N. (1998). A dynamic model of the duration of the customer's relationship with a continuous service provider: The role of satisfaction. Marketing Science, 17(1), 45-65. https://doi.org/10.1287/mksc.17.1.45
Dwyer, F. R., Schurr, P. H., & Oh, S. (1987). Developing buyer-seller relationships. Journal of Marketing, 51(2), 11-27. https://doi.org/10.1177/002224298705100202
Palmatier, R. W., Dant, R. P., Grewal, D., & Evans, K. R. (2006). Factors influencing the effectiveness of relationship marketing: A meta-analysis. Journal of Marketing, 70(4), 136-153. https://doi.org/10.1509/jmkg.70.4.136
MT202 Unit 8 instructions, in plain terms
Unit 8 generally asks for a follow-up plan for an account after a sale, covering a set period such as six or twelve months. Most prompts expect an account summary, a schedule of contacts with timing, channel, owner and purpose, an escalation process for complaints and measures that show whether the relationship is growing. Each contact should have a reason the customer would recognize, so tie timing to events in how the customer uses the product. Many sections want the user and the buyer treated separately, since each needs different contacts. Say which contacts are automated and which are personal. A short section on what would change the plan shows that it can adapt. Expect about three pages, with a schedule that may appear as a table in your own submission, and cite relationship selling sources from the course in APA 7.
How this MT202 Unit 8 example is built
The plan starts with the account: the distributor, the catering company, the equipment, the service agreement and the two people who matter, Chef Omar and owner Leah. It then explains that the chef will judge the oven and the owner will decide the next purchase, a second oven for a planned commissary. The contact calendar follows in prose, each contact with its trigger, channel, owner and what the representative brings, such as five programs written for the menu or a cleaning checklist. A margin note marks the event-based spacing. The filter change line makes the point that a maintenance date is a reason to call. Escalation names the service manager and an eight-hour response, with Bolton on how recent failures weigh on customers. A section covers a faster commissary plan or the chef leaving, and the measures are consumable reorders and a second purchase.
MT202 Unit 8 rubric: what earns full points
Follow-up plans in MT 202 are marked mainly on timing and purpose. A schedule spaced by real events in the customer's use earns more than one spaced every thirty days, because it shows understanding of what the customer will need and when. Each contact should state what the representative brings, which separates value from courtesy calls. Treating the user and the buyer separately demonstrates awareness of the buying center after the sale. The escalation section is judged on specifics: who responds, how fast and with what authority. A plan that anticipates changes in the account shows the flexibility graders look for. Measures should be observable by the seller, such as reorders and repeat purchases. Bolton's subscriber study, the relationship stages of Dwyer and colleagues and the Palmatier meta-analysis need to appear in APA 7 and to shape decisions in the plan.
MT202 Unit 8 help from the desk
The most frequent weakness in follow-up plans is a calendar of check-in calls with no stated reason, which customers learn to ignore. Another is a plan that speaks only to the person who signed the order and never to the person using the product. Some plans stop after the first month, before the relationship faces any test. Others leave escalation as a single sentence saying problems will be handled promptly. Measures such as customer satisfaction, with no way to observe them, add little. Watch for automated emails presented as relationship building. If you work in a field with no physical product, the same discipline applies to a service, a subscription or a contract renewal. Describe the sale and the customer, and our writers can map a year of contacts tied to real events, with owners and measures included.
Get an MT202 Unit 8 example written to your instructions
Describe the sale, what was bought, by whom and who uses it, and forward the Unit 8 instructions and rubric. A contact calendar with triggers, channels and owners follows from that account, along with an escalation path and a measure. Turnaround is 24-48h, and a first custom sample costs nothing. The paper above is an original model document written by our desk, not a submitted student paper and not an official Purdue University Global document.
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MT202 Unit 8 questions, answered
How far ahead should the follow-up plan run?
Follow the prompt, but many plans cover the first six to twelve months after the sale, ending at a renewal or reorder point. Shorter plans often stop before the relationship is tested. Longer ones can stay credible if later contacts are tied to predictable events, such as a contract end date or a seasonal peak in the customer's business.
Should follow-up include automated emails?
It can, but the plan should say which contacts are automated and which are personal, and why. Routine reminders suit automation, while reviews and problem calls usually need a person. A plan built entirely on automated messages tends to score lower, since the course emphasizes the relationship a representative builds rather than a mailing schedule.
What if the customer has a complaint during the plan?
That is what the escalation section is for. Name who responds, how quickly, and what authority they have to fix the problem. Graders often reward plans that treat a complaint as a chance to strengthen the account, provided the response is concrete, such as a callback window, a replacement part or a credit, rather than a promise to look into it.
Where can I find a free MT202 Unit 8 sample paper?
This page carries a complete MT202 Unit 8 account follow-up plan for a catering company that bought a combination oven and blast chiller. It schedules seven event-based contacts, sets escalation and measures, cites three sources and includes margin notes.
Why does the sample plan treat the chef and the owner differently?
Because the chef uses the equipment and decides whether it works, while the owner paid and will decide on the second oven. The chef gets help with programs and cleaning, and the owner gets a ninety-day summary of what the equipment returned.