Three complimentary articles from Adventure Park Insider magazine.
Adventure Park Insider
We hope you enjoy these three complimentary articles from API.
Staff Retention Part I How Do I Know This is Safe? Tech Planning
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STAFF RETENTION
PART 1
Five strategies that create a culture of happy employees.
BY MEGAN LANGER, CO-FOUNDER, THE FLYBOOK
Hiring and retaining staff have always been challeng - es for aerial adventure operators, but never more so than now—and the numbers prove it. According to the Bureau of Labor Statistics, there has been roughly one unemployed (i.e., available) worker for every two job openings in the U.S. since late 2021. A decade ago, the ratio was roughly three unemployed workers for every job opening. Hiring and retaining staff has been the top concern for aerial adventure operators in the Adventure Park Insider “State of the Industry Report” for six of the last seven years. The fierce competition for staff requires more time, energy, and money than ever before. Competitive compensation is critical to employee recruitment and retention, of course. We’ll cover that in part two of this series in the Summer issue of API. Here, we discuss how company culture can help attract and retain talent. WHAT IS CULTURE? In a survey from Monster, 74 percent of Gen Z respondents ranked purpose and culture as more important than a pay - check at work. Culture is an organization’s DNA. It is the shared values, goals, attitudes, and practices that characterize a workplace. When leaders are intentional about establishing values, and revisit them daily, it affects people’s behavior and shapes their work experience. Clear expectations around trust, time, flexibility, and innovation all contribute to a company’s culture. A great company culture impacts everything, including employee happiness, employee retention, and company performance. At the 2023 ACCT conference, The Flybook reservation soft - ware hosted a workshop on this topic with Go Ape HR and organizational excellence manager Jack Marti, and Zebulon Smith, founder and CEO of consulting firm Zebulon LLC. Here are five actionable strategies from that session that can help create a culture of happy employees.
1. Write your mission and vision statements and define company values.
According to experts at Harvard Business Review , as a rule of thumb, mission and vision statements should be one sentence each and easy enough to remember that people can repeat them. They don’t need to be incredibly original, but should be authentic and distinct enough that they can be used to hold team members accountable. Mission: What is the core purpose of our work together? Why do we exist and do what we do? This is the north star around which company cultures are built, the single thing a person can point to as their reason for working in the organization.
Vision: What are we hoping to achieve together? This should be a bold but achievable long-term vision for the company.
Values: How do we do what we do? What principles will we consistently abide by? These should be impactful phrases that drive an organization’s day-to-day operations. They will help set expectations for behavior, performance, and how people treat each other. Defining company values is no easy task, but there is nothing more important for a company to do. Here’s an example of what that process may look like: 1. Have senior leaders engage a broad group of employees in focus groups to discuss employee beliefs about what is important to the company. Document the feedback. 2. Choose the top 10 words or phrases that resonate with your company, then separate them into groups based on common themes. 3. From each group, pick one you would never compromise on. 4. From this smaller list, choose three to five values that you would fight for, hire and fire people for, and take or decline business deals for. Once values are defined, the real difference lies in how they are used on a regular basis. continued >>
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STAFF RETENTION
“At Go Ape, our values are front and center always,” says Marti. “They are posted to our website and ingrained in our daily practices.”
The following strategies are specific ideas on how values play an important role in employee retention.
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2. Communicate company values from the start. Marti works to infuse Go Ape’s values and mission into all aspects of the company. As a result, staff who reviewed their experience on job website indeed.com rated culture as the top aspect of working at a Go Ape operation. Building culture starts during the hiring process, which is an op - portunity to establish expectations with prospective staff regard - ing the company’s values and what it cares about. For example, one of Go Ape’s values is “do the right thing.” This simple phrase is a huge driver of behavior at the company, and Go Ape makes that clear to applicants in various ways, including using technolo - gy to learn more about would-be team members. To help put people in the right positions and deliver more data to hiring managers, Go Ape uses a behavioral assess - ment tool called The Predictive Index in the hiring process. The index identifies certain desired behaviors ideal for a given job description and produces a short five-minute survey for job applicants to take prior to a first interview. The tool takes the responses and identifies applicant behav - iors that hit the mark, as well as areas where the applicant may have blind spots or weaknesses for a specific position. Marti admits this is not black and white. Because someone isn’t a perfect behavioral fit doesn’t mean they won’t get hired. But it allows for a more meaningful interview, and it opens the line of communication around where a candidate may fall short and how that person might overcome blind spots. It facilitates the beginning of the manager-employee relationship with a common understanding that everyone is trying to “do the right thing.” 3. Use company values to coach employees. Discussing performance issues with staff can be intimidating for managers, so they often avoid doing it. High performing employees recognize when a coworker isn’t performing at their best, though—and they want a manager to address the issue. If issues are not discussed and corrected, it will deterio - rate your culture and you could lose good people. Values provide structure for conversations between manag - ers and employees. When you establish company and job expectations up front, it’s much easier to refer to those later to celebrate ways employees are meeting those expectations and objectively discuss where they’re falling short. People are less defensive and go into a problem-solving mode for their own performance when expectations are clear.
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Go Ape utilizes the predictability index ongoing throughout the season with what Marti calls “stay interviews.” In a “stay interview,” Go Ape targets employees whom it wants to stay with the company and discusses areas for the employee’s growth and actions the company can take to retain them. The index is revisited and provides language with which to com - municate. It makes the process of discussing behavior more objective and constructive. At The Flybook, one of our core values is “time.” We value our own time, the time of our peers, and the time of our custom - ers. We regularly brainstorm internally about how we can execute that value and put processes in place to protect it. We make it a priority to be thoughtful and answer questions correctly the first time. So, a failure to meet this expectation might be if an advisory team member rushes through a customer request without truly understanding it and provides the wrong answer, resulting in more customer time to explain the request and back and forth to reach an understanding. Because “time” is at the forefront of our values, we can easily discuss and address this issue with the team member. 4. Values-based benefits and recognition. “Live life adventurously” is one of Go Ape’s values that not only applies to its clients but also internally. It’s a value, among others, that is strongly considered when structuring benefits. Benefits and recognition don’t always have to be cash in - centives. Marti has dug deep into the tools Go Ape already relies on for payroll and HR to leverage additional employee benefits. He outlined a few of these helpful features that are highly rated by employees: Recognition: Utilizing a tool within its payroll service, Marti has customized digital “impression badges” so they align with Go Ape culture. These badges, awarded by both manage - ment and peers, are used to recognize team members who embody Go Ape’s standards and values. On-demand pay: An “on-demand pay” feature in payroll allows employees to get paid on any day they need it, for earned wages. This has been a top-rated benefit among many Go Ape employees. Tiered PTO: “Unlimited PTO” is a buzzword these days, but often causes workers to take less time off. Go Ape structured time off so that after a certain number of years of service, you earn unlimited PTO. Employees want to earn it (and stay longer) and utilize it like they should. Paid volunteer hours: One of Go Ape’s values is to “be socially and environmentally responsible.” The company has incor - porated paid volunteer hours and group service days for the leadership team.
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Mental health assistance programs: Go Ape utilizes an “Em - ployee Assistance Program” that allows employees experienc -
STAFF RETENTION
ing mental health challenges to reach out directly to a profes - sional for help rather than going through their manager.
5. Remove mundane tasks via automation. When it comes to company culture, the happiest workplaces use and prioritize automation, according to a recent study published by Business Wire. Automation allows for staff to focus on more purposeful and creative work—six in 10 professionals believe it leads to higher morale and more interesting work. Automation can be made easy by understanding the systems you have and the pain points your staff are experiencing. A great place to start is to create a (safe) opportunity for teams and staff to articulate what they “hate” about their daily work, so you can address it and brainstorm ways to improve it. The Flybook has asked this question in the past. Here are some problems that came up in the responses, and the ways a reser - vations or software system can solve each via automation: The problem: Answering the phones for simple reservation modifications. Specifically, it is monotonous for staff to adjust reservations and distracts from more interesting work. The solution: A guest self-modification feature in your book - ing software allows guests to make changes or cancel their reservations online without a phone call. Utilizing a feature like this means staff spend less time on the phone and more time tackling bigger issues or doing more creative work. The problem: Managing large groups . With multiple waivers, restrictions, and logistics, managing large groups is tedious for staff. The solution: Group management tools allow for shared waivers (internally managed within the software), and cus - tomer relationship management (CRM) tools help move a group through a pipeline of tasks to the reservation. The problem: Managing weather changes. When bad weath - er strikes, it becomes an all-out scramble to make sure guests are aware or updated on conditions. The solution: Digitally produced and distributed on-demand rain check and mass text communication tools allow opera - tors to push weather alerts and operational notices directly to affected guests. Automation tools like these and others—such as text tipping or survey requests—are small ways to reduce headaches for yourself and your staff. In turn, staff will appreciate how you work to make their lives easier. All of which supports a robust company culture, a key factor in effective employee recruitment and retention.
HOW DO I KNOW THIS IS SAFE? It takes a rigorous inspection program to ensure that your equipment and course are in good working order. BY ROHAN SHAHANI, Consultant, Redstone Solutions
Equipment failures are rare in our industry, but that still doesn’t pre - vent patrons at aerial parks, par - ticipants in educational programs, staff, and long-standing industry professionals from asking the com - mon question: “How do I know this equipment is safe?” There are some key steps aerial adven - ture operators can take to help assuage this anxiety, and some key questions to ask themselves and their vendors regarding safety equipment. Further, there are several actions owners and operators can take, specifically regard - ing their internal inspection protocols and procedures. The following advice will highlight three key areas to exam - ine—training, frequency, and documen - tation—and applies to both the individ - ual pieces of gear as well as the overall aerial adventure facilities and systems. Training Training on inspection and mainte - nance of equipment is one of the key steps—but it can be erratic, resulting in staff skipping a formal inspection because something “looks fine.”
What are the goals of the training? When selecting a training or training entity, it’s important to determine what the goal and scope of the training is. For example, the intended outcome of the training may be to train a “com - petent” person, one who can identify hazards or assess the state of gear; or a “qualified” person, one who may be able to determine how to remedy a damaged piece of gear or component of an aerial park system. Is the training effective for our staff? For some equipment or componentry, a simple online training or internal train - ing may suffice. For others, it may be impossible to gain inspection competen - cy without handling many of the items themselves and having an interactive experience with the ways they can fail. In this case, the training needs to be in person with a qualified professional. To determine if a type of training is ef - fective for your staff, consider their level of experience, learning styles, com - plexity of the item, and possibly also the consequence of the item’s failure. Details matter. Who is doing it, and what are their qualifications? A training program in equipment use and inspection should be delivered by people who are qualified to do so—which may not simply be an em - ployee who has used it for a long time. Qualification is gained not only through experience, but also specialized training. So, when selecting a training program or trainer for this purpose, consider the qualifications of the trainer. What are they providing you, and what are their credentials? Additionally, consider their materials. What sort of manuals or
notes will they provide? Is there testing? Do staff receive a certificate or acknowl - edgement of completion? Be sure to document the trainer’s qualifications and that your staff have gained the correct qualification. Doing so can be an administrative burden—it involves collecting and archiving CVs, portfolios of experience, and main - taining records of employees’ skills and advancement. It’s worth the effort, though: This could be the key to your operation’s ability to prove it is doing the right thing. A good resource for anyone considering trainings of any sort is the American Society of Safety Professionals standard on Occupational Safety and Health trainings Z490.1 (ANSI/ASSP Z490.1). This standard describes accepted practices on safety training programs, and even has a companion (ANSI/ASSP Z490.2) that provides guidance on e-learning programs of this nature.
Is this safe? What do you think? Proper training will help determine that.
To overcome this tendency, ask yourself the following questions:
Are staff properly trained to inspect the equipment they’ll be using? The level of training required for the inspection will vary depending on the type of inspection being performed (more on that later). There are lots of ways to get the appropriate training, ranging from self-directed education using notices, videos, and online materials to brand-specific courses like the Petzl PPE Competent Person course.
Frequency
• General warnings • Meanings of markings and declara - tions of conformity Though every manufacturer presents these notices a little differently, many require the product to be inspected before every use. Prevailing industry standards and accepted industry prac - tices are aligned on this point. There are often additional require - ments around periodic and annual/ professional inspections—typically, that they be conducted in more detail and performed by persons with advanced qualifications.
Details matter, and they are often buried in the fine print. Make sure you under - stand them nonetheless. A few examples: “Before and after each use, check the state of the stitching and the tape, in particular the state of the edges.” “This product must be inspected periodi- cally and meticulously, every three months if in frequent use, annually for occasional use.”
The dent in this helmet is hard to see, and wouldn’t have been found without inspecting every helmet individually.
overlook sets and components they use daily—routine can result in some lapses in inspection. Rescue equipment inspection can also be overlooked, as it is typically used infrequently. Do not skip pre-use inspections. Periodic inspection: Accepted industry practice and prevailing standards re - quire a qualified inspector to do a more detailed look through the course and its affiliated equipment on a schedule that is generally specified by the manufac - turer of the course or elements. Though some operations hire an outside professional to conduct these inspec - tions, they’re often done in-house with
“The potential lifetime of this product in use is 10 years.”
All of those are from a “technical notice” or “instructions for use” that come with life safety equipment. Regardless of what it’s called, this document should provide relevant information for the user, including: • Intended use • Any specific precautions to note • Proper care and maintenance • Inspection criteria • Product lifetime
Some considerations for each of the three types of inspections:
Pre-use inspection: This sort of inspec - tion is usually performed by a “com - petent” person—one who is trained in assessing and identifying hazards, but may not necessarily be trained in resolving the hazards they identify.
It’s easy for guides and facilitators to
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how such an inspection should occur. Organizations may want to increase this frequency based on usage, or conduct inspections before and after surges in usage. Is this inspector properly trained to evalu- ate the equipment? As mentioned, being “qualified” takes special training, and may also require considerable experi - ence with a product or system. The man - ufacturer may offer specialized trainings for items you’re seeking to inspect. Annual/professional inspection: There are several things to consider when selecting a professional inspector. To start, the authority having jurisdiction (AHJ) and your insurance company may require the inspector to possess certain credentials and levels of insurance. Additionally, ensure that inspectors are qualified to inspect your particular system; not all zip lines or aerial courses are created equally. Sometimes the manufacturer of the system is the most knowledgeable to inspect your park and its equipment. In some cases, the
AHJ may require a third-party inspec - tor. Whomever is selected, it’s always important to consider customer service and report quality in your calculations. An inspection report that is late, hard to decipher, and omits some or all equip - ment being used can be a problem unto itself. Prior to choosing the inspector, ask to see a sample copy of the report you will receive. Documentation If it’s not properly documented, it may as well have never happened. Maintain - ing appropriate documents is critical in an inspection program, especially after all the training, time, and resources needed to properly care for and inspect your course and equipment.
HOW DO I KNOW THIS IS SAFE?
a senior qualified team member leading the process—which makes proper train - ing and good documentation even more important.
The main questions to ask when consid - ering this sort of inspection:
Is the inspection schedule reasonable? Most manufacturers specify when and
Sometimes comparison is required to determine the level of degradation, e.g., wear on internal plates of grigris.
Here’s a partial list of the records you should have:
Staff training: who is trained to do what? Keep a skill roster for staff indicating what they can do, and when they were last assessed internally and/or external - ly. It’s especially nice to have syllabi, and
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HOW DO I KNOW THIS IS SAFE?
facturers have great inspection logs and other resources available online; these can also be useful for staff to use and refer to in the field. Inspection records: Any inspection performed, whether daily, periodic, or professional, should be kept and maintained for as long as required by your manufacturer or local jurisdiction. When in doubt, just keep it in a file. Equipment inventory and logs: Every operation should have a record of every piece of equipment to track its use as well as when it was inspected, who inspected it, and pass/fail criteria. Digital gear management systems can help ease this task, but will still require considerable time and management. Do it anyway. Next Steps There’s always room to improve. As you consider what we’ve covered here and contemplate changes to the way you manage your organization, here are two final things to consider:
Are my systems or procedures easy for staff to use and manage? A system, form, or tool that’s difficult to use makes it more likely that staff will skip it or take shortcuts rather than complet - ing the task, especially regarding equip - ment inspection and inventory manage - ment. Make it as easy as possible for staff to complete these things without sacrificing thoroughness. Ensure staff understand the importance of doing it right—and the potential consequences of doing it wrong. Have I had someone else assess and review this? It’s hard to honestly assess our own operations and procedures— we often get tunnel vision or overlook shortcomings. Consider having some - one else take a look to see what you might have missed. This could be as simple as having an industry colleague do an informal peer review, or contract - ing a vendor to do an assessment of your inspection program, documents, or entire operation. It’ll take some time and maybe some money, but it’s worth doing to ensure that you’re running the safest operation you can.
records or certificates of completion from any trainings staff have done. A good course operations manual should include different staff roles and affiliat - ed qualifications, required training, and responsibilities. “Context is just as important as con - tent,” says ACCT operation reviewer Korey Hampton. “If your intention as an operator is to document existing knowledge of your staff, or meet a specific jurisdictional requirement, that may influence or change how you select a training or trainer—you may need it to be documented a certain way.” Protocols and procedures: Manuals and local procedural documents should also include information on when and how inspections are to be performed. It’s common, and a great idea, to include primary source information, notices, and any other resources from the course manufacturer or component manufacturers. Many equipment manu -
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TECH PLANNING
Choosing the right software and other technology for your operation requires thorough planning and a thoughtful approach. To help with this process, Adventure Park Insider compiled two easy-to-reference lists of questions aimed at 1) pinpointing your internal needs and goals, and 2) assessing the capabilities of potential technology suppliers. We hope you’ll find this to be a good resource. BY THE EDITORS
• Have we included frontline staff who interface with cus - tomers and existing software? • Have we solicited appropriate input from guests about wants and expectations? • Will all staff understand why we want to implement new tech? How do we want to improve our processes? • What are things we cannot live without (i.e., true depen - dencies for safety, security, finance, CRM, etc.) in our new technology solution? (Needs) • What items would be nice-to-have but aren’t essential? (Wants) • How do we establish priorities for the functions and features we’ve identified as needs and wants? • Is there duplication of data entry that can create more opportunities for error? • What do we currently have in place for hardware? (Know this before speaking with a provider.) • What hardware limitations and boundaries do we have? How much money and resources can we invest in an implementation? • Is it preferable to pay for the change through commis - sion structure fees or a flat fee? • When it comes to ROI: Are we going to sell more? Spend less on labor? Retain guests? Make employees more productive or satisfied? • When do we want to see an ROI? Are the non-monetary benefits greater than the financial investment? • Will our current financial infrastructure (credit card ven - dor, banking, etc.) be compatible with the new solution? • What are our financial constraints? • Are there grants or low interest loans available? • Who can lead this implementation and at what cost? Is he or she available? • How will our investment age?
INTERNAL ASSESSMENT A list of questions to help you conduct an internal as- sessment of your operation’s tech trajectory and prepare for engaging with potential suppliers. Every operation is different, so these questions aim to get you started and you’ll get more granular from there. What is our current process for X (ticketing, inventory, group reservations, waivers, etc.)? • Are there gaps in our process that cause friction for guests or staff? • Can we build a flow chart of each process? Why do we want to improve this process? • Are we looking to improve the guest experience, improve efficiency, save money, and/or make things easier for staff? • Are we looking to grow (add more activities/profit centers, increase sales, etc.) beyond what our current solution can handle? • Would a new solution help with staffing shortages? • Are there certain pain points that need to be addressed? • Are we currently using a system for something other than intended (i.e., using a spreadsheet for accounting software)? • What happens if we don’t change? Will staff be angry/ happy? Will customer expectations be unmet?
Who should be involved in this conversation? • Do managers/frontline employees think a change is
necessary? If yes, what would they like to see changed? In their ideal world, how would this process be operated? • Who will be the project lead or decision-maker? Who will be responsible for the request for proposal (RFP) process?
What solutions achieve our goal? • Does a solution meet all of our needs and most or all of our wants? • Do we need custom or commercial off-the-shelf software? • Does it make sense financially? • Have we done a thorough assessment of the supplier? (See “Supplier Assessment Questions.”) When and where will implementation happen? • When is the best time to implement? • What resources will need to be dedicated to this project (staff, space, etc.), and for how long? • When must vendor resources be scheduled? • How far back from the date of completion goal must orders be placed? • What is the tech savviness of your staff and/or guests? Will they need training and/or tools to adjust? • Where will the back end of the system be installed? • Where will the front end reside? • Is there an existing vendor relationship that needs to be terminated? How will the vendor be notified? SUPPLIER ASSESSMENT You’ve conducted your internal assessment that deter- mined your technology needs, wants, and goals, which informed your request for proposal that was sent to suppliers. After narrowing down the field, now it’s time to make sure any potential supplier can tackle all of the things on your list. Here are some pertinent questions to ask any prospective vendor before signing on. Please provide a list of references that we may contact. • What other operations like ours are doing this? Are they in a similar market? Did they have a similar transition? • How many times have you implemented this version of the system? When was the most recent? What issues occurred and how were they resolved? • What is the best example of your solution already in place? How have other areas seen a return on their investment? May we contact them? What other markets do you serve? • Is our industry a priority? • How do you handle product and feature requests and software roadmaps?
Please provide financial references to show that your company is healthy and sustainable. • How big is your company? How many employees do you have? • What does the company’s future look like? • If there is one thing you could change about your soft - ware, what would it be? What are the payment terms? • Will I have to pay in the off-season? • Can I pay during cash-flow-heavy months? • If commission based, when will I see the money? • How are your reports detailed to make sure I understand how much I owe you? What other solutions does your platform already integrate with? • Can we use our existing hardware—servers, PCs, printers, etc.? Do printers and other peripherals connect via USB, serial, or IP? • This is the most important information we use for report - ing—can your software run similar reports? What reports are recommended as stock? • What database information will transfer? Can we see sample transfers prior to going live? • Is the solution compliant with the latest security and privacy requirements? Please provide details of your support organization. • Is tech support available 24/7, on weekends and holi - days? How can we contact you? • If support is not available 24/7, what is the methodology for emergency escalation? • What time zone do your support personnel operate in? • Will you send someone to be onsite during implemen - tation and the first weeks of operation with the new system? • What training services can you provide? How often are training materials updated? • Do updates cost additional? Are they automatic? How often is the software updated? • How do you measure your service-level agreements (SLAs)? Can you provide a schedule for implementation? • How will we prioritize what we are going to do first, con - sidering shipping times, additional peripherals, or cables? • What can we do to make this transition easiest for our guests?
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