Automatic Inventory Management (AIM) & Rapid Refill
Solves this Pain: Many companies have trouble keeping their janitorial supplies in stock reliably or simply in locating them. This creates an opportunity to manage better.
Differentiator: Your company manages inventory on-site. When an outage still occurs, you respond within hours, or first thing the next morning.
You take shared responsibility for establishing pars and managing for seasonal or event use variances. You make deliveries on dense routes, reducing costs. For outages, you arrive so quickly (Rapid Response) the customer says, “Wow, that was quick.” Customers losing track of inventory are treated just like those with actual outages.
Culture Changes: Requires a mental shift away from being overly concerned about the added time drivers take to manage inventory and report. These costs are made up in improvements of route efficiencies and greater margins possible through more reliable in-stock conditions than websites or most competititors provide.
Opportunities: Allows your in-area stocking to help you better compete. By applying best practices, you reduce outages, and those few costly deliveries are spread across all customers. Allows for not returning to a zone until the next cycle. Smooths your own stocking requirements by reducing spikes caused by customers who order at unpredictable intervals.
Green & Healthy Cleaning
Solves this Pain: Demands from public and an increasing number of market segments require a shift toward a greener approach. This has been known for going on a decade. What prospects may find they need, however, is a supplier built around green as a philosophy rather than simply having green product alternatives.
Differentiator: Your company adopts an inclusive approach to green cleaning as well as converting your own systems to loops that have a smaller footprint.
You identify and leave behind more toxic, harmful and non-environmental methods of doing business. You adopt not only green products - many of which you already have - but greener methodologies and ways of doing business. Departments itemize, review and develop plans for the best practices that lead to greener processes.
Over a two-year period, through pricing strategies, you make it more costly for customers who prefer to stay with older technologies that do you fit your new USP. In the mean time, you develop the story of your transformation and provide training and encouragement for your staff to become subject matter experts in green cleaning. The objective is to move green processes from alternatives to the standard while eliminating older, less-green methods on a reasonable, but short, timeline.
Culture Changes: Requires a green mindset and education for all employees of advanced methods of not only cleaning, but in doing business in greener ways. Green is not considered a sales category or approach to certain customers, but a way of doing business.
Opportunities: On-going storytelling about your efforts and milestones in becoming a greener service or distributorship are nearly endless. It cannot be just a tactic, but must become a strategy in order to provide a true benefit. Your staff can feel better about your leadership position in a commitment that benefits everyone, because most green processes are more cost-effective as well. Through converting your business operation to greener methods and choices, prospects and customers will see that this is not just a tagline, but that you have created a resource on which they can depend for safer, more environmentally friendly, more efficient methods of executing cleaning processes.
Data-Driven Maintenance Department
Solves this Pain: Most buildings and cleaning departments lack a specific, longer-term plan for continuous improvement. This data-driven selling proposition applies the Iterative Cleaning Feedback Loop to gather data from key building or zone stakeholders. From that data, the next three cycles of improvement are planned in a process that repeats as a cycle.
Differentiator: Your company co-manages cleaning improvement, thereby continually contributing to better performance, productivity and cost-effectiveness.
Culture Changes: Requires a move away from introducing what is newest in the marketplace to customers and toward a focus on collecting and editing first soft data (observations, feelings, opinions), then hard data (budgets, current baselines, building characteristics). From those two data sets, a plan is generated for the next third to half of a year. Your sales and customer service staffs become managers, facilitators, and documenters in cooperation with customers and prospects.
Opportunities: By leveraging the Differentiation Shift that switching from selling products or building services to gathering and managing data and continual improvement, you can move into a consultant relationship with prospects. Gathering data and proposing improvements places your sales staff in a co-manager relationship with the leaders in facility maintenance.
Concurrent Cleaning Systems
Solves this Pain: Many facility management departments are married to servicing and cleaning at night and other down times to avoid interruptions to workflow. This separation leads to myriad problems, mostly based around communication and work quality defecits created by non-standard shift work. “Daytime” cleaning technologies offer opportunities to improve.
Differentiator: Your company promotes Concurrent Cleaning, where facility maintenance is part of the whole, rather than separated by time. Subject matter expertise is provided not just in new technologies that make Concurrent Cleaning possible, but in management techniques that provide the opportunities for better results at lowered costs.
The benefits of cleaning as part of the main corporate workshift are many. The technologies, from automated and speed cleaning equipment, to noise reduction and impact screening, create opportunities for subject-matter experts and continual training.
Culture Changes: Requires a shift in particular for BSCs from an emphasis on night, weekend and break cleaning to increasing use of regular-shift detachments. The process will involve a transition time of years, but for new sales, the USP can have immediate impact. For distributors, requires a mental shift toward methods and technologies available to promote this C-level management change which may be unique in your market or your market niche.
Solves this Pain: Most office buildings, almost all retail, most restaurants and many other brick and mortar facilities stake their image and brand on their building. On-line and advertising are also involved, but the corporate image is still primarily an investment in a building or in buildings and the surfaces and conditions within. Small percentage changes in cleanliness and health perceptions translate into large differences in image, occupant satisfaction, attendance, work efficiency and occupancy rates.
Differentiator: Your company becomes expert in the management of image as it pertains to appearance, atmosphere, occupant satisfaction, image and health.
Applying technology and continual training built around Image Reinforcement, your staff co-manages based on making customers, visitors and employees feel positively toward the business.
Just as effective car advertising is seldom about features and all about “touch and feel” issues, your margin can benefit from becoming the experts in protecting and improving a building’s assets in terms of image.
Culture Changes: A shift must take place in sales and customer service to understand their jobs less as promoting products and more as managing, protecting and improving customer image. Training will be needed to understand facility management goals on a higher level than cleaning-related purchases. For route service and BSC application, the entire staff is directed from lists and cleaning duties to empowerment for understanding, managing and supporting issues of image reinforcement.
Opportunities: The margin of individual cleaning service or product sales when packaged as part of programs designed to improve occupancy, reduce absenteeism, generate better productivity and assist in branding can be expanded. Establishing yourself as a specialist in promoting corporate imagery through the built environment places you more on a consultant level and reduces the importance of price in negotiations.
Medical Environments & Infection Control
Solves this Pain: Hospitals, medical offices, outpatient facilities, dentist offices, assisted living centers, schools, and restaurants and selected public venues are sensitive to the costs of infection to their bottom lines. This creates a need for cleaning specialists with infection control capabilities.
Differentiator: Your company specializes in supporting cleaning that not only improves appearance and atmosphere, but reduces transmission of disease in the medical environment.
This type of cleaning, for those familiar with the consequences, is part of risk management or fomite risk management. Fomites are the surfaces that accept germs long enough to pass them along to new hosts, resulting in outbreaks.
Such outbreaks are called HAI’s or hospital-aquired infections in those settings, but industries such as assisted living, schools and even restaurants are heavily affected by the costs such infections carry with them.
Culture Changes: There is a shift from cleaning for appearance to cleaning to break the cycle of infection that must be understood by your sales and customer service staffs.
Opportunities: The studies applicable to this specialty show that cleaning to prevent infection provides better odor control and appearance cleaning. As your company transitions to think in terms of cleaners and cleaning systems as health-supportive people and processes, you will also be improving your ability to help them achieve a better level of basic cleaning benefits.
Solves this Pain: A great deal of cleaning investment is wasted. This includes procedures that are repeated at frequencies not necessary, processes that are not effectively applied, inefficiencies in application methods and failures to focus on critical keys to cleaning. This loss creates a need for streamlining and better management.
Differentiator: Your company gathers data and applies predictive maintenance techniques that focus on making cleaning more efficient, better focused and incorporates better systems for desired outcomes.
You start, as most of these unique propositions begin, with cleaning feedback loops that provide data leading you to issues that exist. By becoming subject matter experts in predictive maintenance, you learn how to bring more force to bear where it is needed.
Finally, in predictive maintenance, you monitor the functions of both equipment and processes in order to spot weaknesses before they lead to problems. When your cleaning services or your cleaning methods are provided well, the process is almost transparent.
Culture Changes: You move from a culture of responding to problems that facility managers face to predicting those problems based on your close management methods with their staffs and stakeholders in building cleanliness, health and surface longevity.
Opportunities: Building asset management and surface life extension is a trend in facility maintenance. By incorporating predictive maintenance into your systems and approach to individual buildings, you become co-managers with facility management on a building-by-building basis.
Restroom, Tile & Partition Specialists
Solves this Pain: Up to 80% of facility problems have to do with restrooms. Due to their unique design, demands and functions, restrooms create an opportunity for unique solutions and specialization.
Differentiator: Your company focuses on the unique challenges presented by restrooms. This includes items such as drain treatments, automated devices, partitions, dispensing systems, consumables, odor control, vending, waste management, tile and grout care, disinfection and hands-free operation.
When you can get the most challenging building environment under control, other zones and building assets should fall in line. Because restrooms represent the greatest expenditure of consumables, and come in second only to floor management for expenditure of chemistry budgets, improved management of restrooms can lead to improved margins on these consumables.
By working on refurbishing floors and partitions instead of applying restoration or replacement, there are additional long-term asset management gains to be made. When your management program takes responsibility for tracking data on restroom cost controls, the margins on individual items become less important, allowing for expanding profitability.
Culture Changes: Although this shift in emphasis is less dramatic than some USPs, customer-facing employees must learn to lead with gathering soft data on what the baseline on restrooms is in terms of satisfaction. Once the Iterative Cleaning Feedback Loop is started, your data will tell you how to address and document plans for improvement. CRM can help all employees stay on the same page with individualized, written plans.
Opportunities: Restrooms are demanding on both cleaning and consumables management. Coming up with continual improvement instead of settling for the status quo will help build long-lasting relationships with customers less based on price.