S

Selling Commercial Restoration Services

Phillip Rosebrook JR, CRBusiness Mentors

EXPECTATIONS

Understanding of large loss needs

Competencies for large losses

Provide tools and tips to improve your closing ratio for commercial restoration

LARGE LOSS CONSIDERATIONS

Competency

Staffing

Equipment

Response

Quality control

Cash

The sales process

COMPETENCY

Client’s businesses survival depends on your response

Perform well on small move to big

Quality control and project management

Confidence and communication

Portfolio and recommendations

Clearly understand their needs and expectations

COMPETENCY CONSIDERATIONS

Don’t be afraid to say no

Managing existing work

Need to have the appearance of competency

Comfort

Confidence

STAGES OF THE JOB

Initial response

Fulfillment

Completion

Billing and paperwork

STAFFING

Have to match staff levels with client needs

Temp staffing Advantages Disadvantages

Franchise Support Cost Revenue sharing

Training

Management and oversight

WORKING WITH OTHER CONTRACTORS

Payment

Accountability

Clear expectations

Defined parameters of responsibility

EQUIPMENT

Don’t need to own it all

Need contingent resources

Need the right equipment and understanding to utilize

RESPONSE

Initial – Quick

Less then 24 hours significant

Meet expectations

QUALITY CONTROL

Extremely high profile projects

Proper project management – 24 Hrs.

Area managers

Jobsite control

Security

Safety

Daily walk through with client

CASH

Consequences can be devastating

Don’t be afraid to ask Progress payments and final payment

Create timely and proper billing package

Collect from a position of strength

UNDERSTANDING THE SALES PROCESS

Decision makers

Understanding expectations

Setting benchmarks

Balancing needs and priorities

Logistics

Your not alone

Billing may be challenged – be prepared

DECISION MAKERS

Who is paying

The person doing the talking may not be making decision

Manager, owner, tenant, adjuster, group, etc

UNDERSTANDING EXPECTATIONS

Key events

Business Interruption

Balance with ability to pay

What is realistic

Create a plan

Payment for overtime, mobilization, transportation

SETTING BENCHMARKS

Utilize their staff?

Communicate the plan

Critical timeframes and achievable goals

Communicate changes

Adjust plan if necessary

BALANCING NEEDS AND PRIORITIES

Who is YOUR client?

Multiple tenants, partners, adjusters, etc.

Realistic solutions

What can be done later?

Get the business open and tenants back

LOGISTICS

Creative problem solving

Managing people, resources and restoration

The drying, cleaning and restoring may be the easy part

LARGE LOSS TIMELINE

Call for service

Fire chasers arrive onsite

If other affected businesses – competition is working next door

Corporate office may become involved

Often local adjuster arrives

24-48 hours local adjuster replaced by GA

TIMELINE CONTINUED

GA starts to lobby for his/her contractor

Company receives calls, faxes,visits and emails from your competition

Company confirms your status or kicks you off the job – “blames it on the adjuster”

3rd Party May consult adjuster on scope & price

Job completed and bill challenged by 3rd party

YOU ARE NOT ALONE

The bigger the job the more competitors

You do not have the job secured until at least 48 hours after starting

General adjusters – strong influence

Continue to sell until complete and take credit

Manage expectations

Confidence and credibility

BILLING MAY BE CHALLENGED

Be prepared to bill unit cost or T&M – have scheduled large loss rate sheet

Keep copious records – daily with summaries

Consider a job accountant

Photos

Signed agreements and customer satisfaction – not just @ end

Document everything

Be flexible but firm – make compromise but get something

Know your costs

LARGE LOSS SALE PROCESS

Build your personal credibility

Build value in your company

Understand the customers needs

Discuss the benefits of your service

You have done this before

Create urgency

TIPS

Don’t fall in love with the job The best decision might be to walk away The wrong job or event can sink your company It is OK to take a part of the job – Clear expectations

and payment understanding Your role is clear and separate

SUMMARY

Need to work on your sales skills

Be selective

Develop a strong portfolio and references

Know where the $ are and be strategic in your approach

Find the decision maker

Continue to sell

Finish strong

When you are done you may not be done

RESOURCE

https://ELCTraining.com Large loss section

How to position, staff, bill, collect and complete large losses.

Can be purchased as part of subscription or individual section

Thank You

Phillip@businessmentors.net

http://www.businessmentors.net

541 359 4117