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