Selling Commercial
Restoration Services
Phillip Rosebrook JR, CR
Business Mentors
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EXPECTATIONS
S Understanding of large loss needs
S Competencies for large losses
S Provide tools and tips to improve your closing ratio for
commercial restoration
LARGE LOSS
CONSIDERATIONS
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Competency
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Staffing
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Equipment
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Response
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Quality control
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Cash
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The sales process
COMPETENCY
S Client’s businesses survival depends on your response
S Perform well on small move to big
S Quality control and project management
S Confidence and communication
S Portfolio and recommendations
S Clearly understand their needs and expectations
COMPETENCY
CONSIDERATIONS
S Don’t be afraid to say no
S Managing existing work
S Need to have the appearance of competency
S Comfort
S Confidence
STAGES OF THE JOB
S Initial response
S Fulfillment
S Completion
S Billing and paperwork
STAFFING
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Have to match staff levels with client needs
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Temp staffing
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Advantages
Disadvantages
Franchise Support
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Cost
Revenue sharing
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Training
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Management and oversight
WORKING WITH OTHER
CONTRACTORS
S Payment
S Accountability
S Clear expectations
S Defined parameters of responsibility
EQUIPMENT
S Don’t need to own it all
S Need contingent resources
S Need the right equipment and understanding to utilize
RESPONSE
S Initial – Quick
S Less then 24 hours significant
S Meet expectations
QUALITY CONTROL
S Extremely high profile projects
S Proper project management – 24 Hrs.
S Area managers
S Jobsite control
S Security
S Safety
S Daily walk through with client
CASH
S Consequences can be devastating
S Don’t be afraid to ask
S Progress payments and final payment
S Create timely and proper billing package
S Collect from a position of strength
UNDERSTANDING THE SALES
PROCESS
S Decision makers
S Understanding expectations
S Setting benchmarks
S Balancing needs and priorities
S Logistics
S Your not alone
S Billing may be challenged – be prepared
DECISION MAKERS
S Who is paying
S The person doing the talking may not be making decision
S Manager, owner, tenant, adjuster, group, etc
UNDERSTANDING
EXPECTATIONS
S Key events
S Business Interruption
S Balance with ability to pay
S What is realistic
S Create a plan
S Payment for overtime, mobilization, transportation
SETTING BENCHMARKS
S Utilize their staff ?
S Communicate the plan
S Critical timeframes and achievable goals
S Communicate changes
S Adjust plan if necessary
BALANCING NEEDS AND
PRIORITIES
S Who is YOUR client?
S Multiple tenants, partners, adjusters, etc.
S Realistic solutions
S What can be done later?
S Get the business open and tenants back
LOGISTICS
S Creative problem solving
S Managing people, resources and restoration
S The drying, cleaning and restoring may be the easy part
LARGE LOSS TIMELINE
S Call for service
S Fire chasers arrive onsite
S If other affected businesses – competition is working next
door
S Corporate office may become involved
S Often local adjuster arrives
S 24-48 hours local adjuster replaced by GA
TIMELINE CONTINUED
S GA starts to lobby for his/her contractor
S Company receives calls, faxes,visits and emails from your
competition
S Company confirms your status or kicks you off the job –
“blames it on the adjuster”
S 3rd Party May consult adjuster on scope & price
S Job completed and bill challenged by 3rd party
YOU ARE NOT ALONE
S The bigger the job the more competitors
S You do not have the job secured until at least 48 hours after
starting
S General adjusters – strong influence
S Continue to sell until complete and take credit
S Manage expectations
S Confidence and credibility
BILLING MAY BE
CHALLENGED
S Be prepared to bill unit cost or T&M – have scheduled large loss rate
sheet
S Keep copious records – daily with summaries
S Consider a job accountant
S Photos
S Signed agreements and customer satisfaction – not just @ end
S Document everything
S Be flexible but firm – make compromise but get something
S Know your costs
LARGE LOSS SALE
PROCESS
S Build your personal credibility
S Build value in your company
S Understand the customers needs
S Discuss the benefits of your service
S You have done this before
S Create urgency
TIPS
S Don’t fall in love with the job
S The best decision might be to walk away
S The wrong job or event can sink your company
S It is OK to take a part of the job – Clear expectations and
payment understanding
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Your role is clear and separate
SUMMARY
S Need to work on your sales skills
S Be selective
S Develop a strong portfolio and references
S Know where the $ are and be strategic in your approach
S Find the decision maker
S Continue to sell
S Finish strong
S When you are done you may not be done
RESOURCE
S https://ELCTraining.com
S Large loss section
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How to position, staff, bill, collect and complete large losses.
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Can be purchased as part of subscription or individual section
Thank You
S Phillip@businessmentors.net
S http://www.businessmentors.net
S 541 359 4117