I. Company Information
Business Plan Purpose
The business plan for Shine is a creation that is intended to serve as a road map for profitable growth.
The elements contained within are meant to be studied, learned, and implemented.
Shine Vision
Shine desires to be a profitable company. Shine has a company culture that is positive, enjoyable and
hard working. Shines staff understands that customer service can be challenging, and is up for the
challenge. Shine provides its amazing clients an amazing customer service experience every time.
Helping our clients stay safe while we take professional steps to maintain their biggest assets, namely
their homes and businesses. The services we provide help our clients enjoy their homes and businesses
giving them that valuable asset we all need more of…Time.
Shine Location Vision
This is where you develop your vision for yourself. Can the Shine Vision help you with your vision?
MISSION STATEMENT
To make our clients happy by giving them world class service with a smile in every area of our business
while taking pride in ourselves and our company. Being thankful to God for the opportunity to serve
our community.
Strategic Objective
By the year (insert year) Shine Window Care (insert location) will be the premier window cleaning
business in (insert location). Shine specializes in providing communities with exceptional window
cleaning, pressure washing, and Holiday lighting services, emphasizing raving fan customer service.
Shine operates in a systemized, professional way; following the proven Shine system producing taxable
profits between 8-20%. Clients of Shine will be appreciated and purchase services based on the
consistent quality standards, appearance, friendliness and trustworthiness of the Shine team. Shine
clients value the attention given to their inquiries with live, happy Shine staff answering the calls.
The operations of Shine run smoothly everyday from the initial phone call to the follow up after the jobs
are completed. Every employee knows what is expected of them and gives their best effort daily. The
Right Way is the only way at Shine.
Shine values consistency, professionalism, extraordinary customer service, hard work, attention to
detail, cleanliness and having fun.
Company Story
A gas station squeegee, a pregnant wife and a determined attitude started us off thirteen years ago.
Chris Fisher had graduated from Cornerstone University with a degree in psychology and business
administration. He began working for a teacher friend of his who ran a small window cleaning business
during the summer months. Things didn’t work out and when he found out his wife was pregnant they
had to make a decision to wash windows or find a different career. After prayer and long discussions
with his wife they decided to open a window cleaning business of their own.
Chris had played basketball for the Golden Eagles and thought that might be a good name. So Golden
Eagle Window Cleaning was born. Corporate Headquarters began in a 3rd story apartment. One job
turned into two, then four and it just kept growing. They cared about the clients they did work for and
often shared stories over cups of coffee and cookies.
Chris soon learned that the biggest frustration for window cleaning clients was a lack of professionalism
in the industry. They were determined to invest in Golden Eagle to deliver a professional customer
service oriented window cleaning service in their community.
Golden Eagle clients rave about the quality and ease of communication they receive. When there is a
problem it is taken care of promptly. Because of their care for their clients they have grown. Golden
Eagle has grown in sales from $60,000.00 in sales to over $790,000.00 in sales per year. That’s a lot of
windows. They have added services such as power washing, gutter cleaning, gutter protection system
installation, new construction window cleaning and Christmas light hanging.
In 2008 the company decided to change its name to Shine Window Care. The Christmas lighting side of
the business really took off under the name of Shine Holiday Lighting and it made good sense to us them
to proceed further, with one name. Golden Eagle will always be part of their history, but Fisher feels
they have a new beginning with the name Shine. A name, a brand, that can be shared across the
country.
The Shine story includes many important people like for instance, Aaron Haarsma who currently is the
General Manager for the Grand Rapids location. Aaron has brought with him a unique talent for getting
things done while leading by example. Linda Westhuis has given Shine an incredible Office Manager
that is always working with a smile and making sure we are exact to the penny. Recently, Lee DeJonge
has taken on the responsibilities of General Manager for the Holland location. Lee obtains a great
knowledge of the window cleaning industry as well as a great attention to detail and the desire to grow
Shine. There are many others who have helped us with their talents including Peter Braaksma, Daniel
Haarsma, Ben Case, Jack McCormick, Mike Mulder, Matt Mulder and others who have shared our
mission.
We are excited to see where God takes us next.
Executive Summary
Shine Development Inc. is more than a business. It is an idea, a philosophy. The vision is to create
businesses where the owners are able to follow or find their purpose in life. A business is not just a way
to make money. That concept is work, and work for work’s sake is exhausting and unfulfilling. At Shine
our hope is to have business owners wake up each day encouraged to follow their own personal vision
and purpose through the growth of their business. The owner, Chris Fisher, knew very early on in the
business that the window cleaning industry could use a Shine. As the business grew and became more
and more successful the vision grew to expanding by offering the concept to others.
Shine Development Inc. is searching for entrepreneurs who are searching for opportunities to grow not
just financially, but personally as well. Anyone can be taught to wash a window, or hang a Christmas
light. Our systems can teach these skills very effectively. It is more than that. It is reaching for more. It
is about being the most we were created to be and giving back to our communities as much as we are
able.
Fundamentally, our business model is an uncomplicated model to be followed. However, it has taken
many years to refine the model to what it is today. It is our firm belief that by implementing the Shine
System, an entrepreneur will be saved from countless wasted hours and years of frustration and
unnecessary pain in building a business from scratch. Rather an entrepreneur would thrive as they
grow their business according to the proven methods and systems of Shine.
Our business is simple. Shine makes people happy and keeps them safe by providing them with world
class window cleaning and Christmas light hanging services. That is the nuts and bolts of it. Our
customers love us! They hire us again and again to help them with their homes and businesses. They
refer their friends and family to us to help them too. We are in a fun business. Our employees love
what they do. They get to work outside and inside. They are moving to different locations often and
experience a lot of variety in the work they do. They are compensated well within the systems that have
been created and get to experience customer satisfaction on each and every job.
Our clients are great. They are typically women aged 35 to 55 and busy business professionals who
don’t have the time to take care of the services we can provide for them. We know who we service best
and we have built our business model around that client.
The marketing materials that are being generated do what they are supposed to do, provide each
location with leads. Our website was created with the goal of quickly showing who Shine is and to
generate leads. At Shine we see the importance of investing in website technology. Our website is
hosted by one of the premier website marketing firms in the nation Mindscape. We will continue to
develop our web presence as we grow and expand.
Each location will have access to google adwords and be able to develop their own google program as
directed by their goals and marketing plan. In addition to google adwords Shine also is implementing as
much Search Engine Optimization as possible into the national and local website.
Shine is focused on learning the proper ways to implement social media in ways that it will help our
brand stay bright and bring leads to each location.
Our direct mail reminder cards offer great opportunities to remind our clients that it is time to have
service performed again. They also serve to educate our clients of all the different ways we can help
them.
Shine has a relationship with a firm called RSVP. This firm specializes in direct mail marketing to a client
base that falls within our target market. These cards get sent out 4 times a year. It is a way for Shine to
introduce our business and our brand to new clients. Make it enthusiastic, professional, complete, and
concise.
II. LEADERSHIP
Learning to take full accountability for everything on your watch. You must say, and believe,
“I am a leader and am called upon to do the work of leadership.”
ESSENTIAL SKILLS TO BE LEARNED AND IMPROVED UPON
A.
Concentration
skill of focusing your attention
B.
Discrimination
skill of choosing one alternative over another
C.
Organization
skill in which chaos is turned into order
D.
Innovation
skill of continual improvement
E.
Communication
skill of translating expectations
THE CASE FOR POSITIVE ENERGY
J. GORDON
Positive Energy….It’s a term being talked about a lot more frequently in classrooms, board
rooms and locker rooms. After all, when business legend Jack Welch says that great leaders
have loads and loads of positive energy and Pete Carroll, coach of USC football credits positive
energy as a key ingredient to winning two national championships, people listen, take notice
and start asking questions. What is positive energy? How do I develop it as a leader? How can I
infuse my team with it?
And with questions come answers; lots of them. You would have to live on another planet not
to notice the new plethora of books and articles discussing the importance of positive
leadership, positive cultures and positive relationships. From books such as The Power of Nice,
What Happy Companies Know and How Full is your Bucket to an abundance of new research,
from researchers such as Daniel Goleman and Barbara Fredrickson, demonstrating that positive
people, positive interactions and positive work cultures produce positive results, there is a
growing sentiment that positive energy is the cure for the ailing business, the suffering stock
price, the battered leader, the negative leadership team and the “sick” and “tired” morale and
culture. It is as University of Michigan Professor Kim S. Cameron described it, the holy grail of
business.
Yet, while I agree with this research and sentiment, there is a bigger, deeper question that is
often overlooked when we discuss positive energy. That is why when I speak to CEO’s and
executives I ask them a simple question. “If positive energy is so important, and we all agree
that the research demonstrates it works, then why aren’t more companies, more
positive?” Why are there not more people skipping through the halls, smiling at their coworkers and loving their job? Why do more people die Monday morning at 9am than any other
time? If positive energy is so important and leaders know it, then why does negativity cost
companies 300 billion dollars a year according to the Gallup Organization. And why do so many
companies have morale and productivity challenges with 42% of workers suffering from
burnout according to a recent Harris Interactive survey?
The answer is simply because positive energy doesn’t happen by osmosis and it clearly doesn’t
happen by sitting around, holding hands and singing Kumbaya. Successful, positive companies
with positive employees and positive cultures are created like anything else. Through a set of
principles, processes, systems and habits that are ingrained in the corporate culture and each
individual employee. Positive companies aren’t born. They are developed. When it comes to
corporate families there is no such debate about nature versus nurture. It’s all about nurture.
Positive Leaders are required
In order to build a positive company, then, it is essential that there is not only a positive leader
but a positive leadership executive team who believes in nurturing and developing a culture of
positive energy. Too many times I have been brought to speak to a company to infuse the
employees with positive energy and 2 minutes after my talk an employee will come up to me
and say, “this all makes so much sense but the leaders who need to hear this are not here and
that’s the problem.” They are right. To build a positive company fueled by positive energy you’ll
need to first get the executive team on the energy bus because, while positive energy trickles
up and sideways through an organization, it flows powerfully from the top down; from leaders,
to managers, to employees to customers. If you have positive energy trickling up the
organization but your leaders and managers are causing negativity to flow down, the positive
energy gets surrounded like the sun on a dark, cloudy day, creating a negative culture.
Nurture the Root
Building a positive, successful company also requires leaders to have a long term vision and an
understanding that too many of their counterparts focus on the fruit of the tree—stock price,
profits, costs, etc. and ignore the root—the culture, trust, people and positive energy of the
company. Leaders who run successful, positive companies know that when you take care of the
root of the tree you will always be pleased with the fruit it supplies. If you ignore the root,
eventually the tree will dry up and so will the fruit. To nurture the root of your company you’ll
want to feed it lots of positive energy. And this is done by leaders who believe in the benefits of
positive energy, urgently invest in it, nurture employees with it, and as Pete Carroll said,
“ingrain it in everything they do.”
To fuel your business and growth with positive energy and ingrain it in everything you do here
are a few best practices and strategies that will get you and your team on the energy bus and
moving in the right direction.
Hire Positive People
Sure everyone knows this. But the question you must ask yourself is do you have rigorous
systems in place that screen out negativity and ensure that you hire positive people. It’s
obviously a lot easier to create a positive culture with people who are naturally more positive
and this starts at the hiring process. Pat Riley said, “you don’t have to yell at someone who
wants the same things you do.” When you have positive people on the bus you’re more likely
to have a positive ride.
Enhance Communication
Peter Druecker says that 60% of management problems are the result of faulty
communication. This is because an organization is like a communication network or web of
energy pipes and where there is a void or gap in communication, negative energy will always fill
it. When people feel fearful or uncertain or unheard they start thinking the worse and act
accordingly. And as negative energy fills more voids and grows in these gaps, the positive
energy can’t flow through the organization. By designing systems that enhance communication
you eliminate the gaps and allow positive energy to flow through the company. One example of
this practice is PPR International, a healthcare recruiting company, that holds a weekly Monday
morning 8:30am meeting. The meeting lasts 10 minutes and everyone in the company is briefed
on everything each department will be working on that week. Consider it a company’s version
of the football huddle. Another example is Google’s office layout that rejects cubicles in favor
of wide open work spaces and meeting rooms that foster better communication and idea
collaboration.
Fill the Void with Positive Energy—constantly and systematically
Once you have a healthy communication system in place you’ll want to make sure you fill the
energy pipes and communication network with positive energy. If positive energy is always
flowing through the organization then negativity can’t breed or take hold. The key is to
implement systems that foster more positive interactions, positive feelings, and a positive
culture. One example is Ken Blanchard, who is not only a leadership guru for many companies
but his own as well. Ken’s title is Chief Spiritual Officer and each day he holds an all employee
call where he shares an inspirational message. Another example is First Transit whose bus
drivers at one of their many airport shuttle operations were low in morale, high in negativity
and poor in performance. A turn around team was put in place and immediately they instituted
a system designed to enhance positive interactions and feedback. Every time a supervisor
noticed a bus driver doing something positive they praised the driver and also wrote their
observation on a specially designed sheet of paper that was submitted to the general manager.
The next day the general manager would personally hand the sheet of paper to each driver and
again praise them. That meant the bus drivers received two positive interactions for every one
positive action. Not surprisingly performance soared, morale improved dramatically,
absenteeism decreased and profits grew. Positive energy only takes root if it is ingrained in a
system and process.
Eliminate Energy Vampires
Not with stakes or garlic but with pink slips. Post a sign that says “No energy vampires allowed”
and eliminate anyone that sucks the energy and life out of your organization. It may not sound
positive but it’s essential to create a positive culture and positive outcome. Too many leaders
know who their negative employees are but they don’t know what to do with them, so they do
nothing which leads to dangerous consequences. As Philadelphia Eagles Quarterback Donovan
McNab said about Terrell Owns, “One guy can’t make a team but one guy can break a team.”
Like a cancer, one energy vampire can spread negativity throughout a team and organization.
While you should give them a chance to get on the energy bus and contribute to your positive
culture, if they don’t make the necessary changes, then you’ll have to let them off the bus. The
success of your ride depends on it.
Drive with a Shared Vision and Purpose
Howard Shultz, founder of Starbucks told his people from the beginning that we are not in the
coffee business serving people but in the people business serving coffee. He not only shared his
vision for where Starbucks was going but he inspired people with a sense of purpose to make a
difference and enjoy the ride. Vision helps everyone in the organization see the road ahead and
focus on the goals that will lead to their destination while purpose inspires them to work
longer, harder and more passionately. It doesn’t matter how many meetings and positive
interactions you have within your company, if everyone in your company is not driving in the
same direction with a deeper sense of purpose, then you’ll never be as powerful, positive and
successful as you could be. Vision and purpose not only keeps people on the bus but it causes
them to get out and push when the engine breaks down. Vision and purpose inspire individuals
and teams to navigate the short term obstacles, adversities, and potholes that so often
sabotage individual and team success, because they see and understand the long term vision
for a better and brighter future. To share this vision and purpose Howard Shultz held frequent
town hall meetings where he invited everyone on his bus for what we now know has been an
amazing ride.
--------------------------------------------------------It’s important to know that positive energy is not the cure all for every business ailment. You’ll
always need to hire smart, intelligent, hardworking, insightful people that deliver results. You’ll
still need to get the right people on the bus that have the right vision, map and plans for the
road ahead. But without positive energy and the fuel to drive the bus forward, even the best
and smartest drivers will be left at a standstill while the competition drives positively past
them. Positive energy is more than just a term. It is a power source that will fuel your business
and profits if you cultivate it within your people and engrain it into your process, systems and
culture.
III. Organizational Plan
See Operational Manual
See Organizational Chart in Manual
Management Strategy – Follow Operational Manual guidelines
Recruiting
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Recruit from within.
Cash bonuses are given to employees who refer quality staff to Shine
Signage out front
Local publications
Hiring
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Manager responsible for the hire does the interviewing
Hiring checklist is followed for all proper paperwork
New staff is introduced to the staff and begins training
All new staff must commit to memorizing the mission and believing it
Training
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Operationally – training manual, safety manual, position contract, videos, on site,
Sales – training manual, position contract, on site training, jobsite training
Administrative – training manual, position contract, computer training
Motivating
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Follow thru in hiring staff that agree with the mission and values of Shine
Pay on commission for most jobs
Periodic contests to increase “fun” factor and help with motivation
Shine believes all staff have to be self motivated if they are going to be successful
Measuring and evaluating performance
Communicate expectations
Performance reviews 2 x a year - General Manager discretion
ORGANIZATIONAL CHART
Owner
General Manager
Sales Manager
Sales Representative
Office Manager
Assistant General Manager
Crew Leader
Technician
Commercial Representative
IV. Growth Plan
Goals
1. To operate a world class business in a systematic, duplicatable, profitable way.
2. Meet or exceed our budgets.
3. To enjoy what we do.
Key Strategic Indicators
Operational
1.
2.
3.
4.
Customer complaints under 2 per month
Employee morale measured at performance reviews desire 4’s or better on scale of 5
Direct employee labor cost percentage under 32%
Net profit monthly and yearly 15% or higher average
Financial
1.
2.
3.
4.
5.
6.
Cash flow report monthly – Kaptein Dykstra
$25,000 available in liquid capital available in form of cash and credit
Net profit monthly and yearly 15 % or higher average
Accounts receivables – collect before 60 days and 25% more than credit line
Accounts payables less than 10% of receivables
Balance sheet – maintain a good debt to equity ratio of 1.75 or better
Sales and Marketing
1. Lead conversion – 60% or better
2. Lead generation 50 new leads per month
3. Sales budget numbers being met monthly
ASSUMPTIONS
ECONOMY – 2011 our global economy is not strong. Our national economy is not strong. Our
state economy is not strong. Our local economy is not strong. However, Shine is a company that can
adapt and has proven to do that over the last 13 years. Our values and our focus on customer service
will continue to serve us well in good economies and bad.
WEATHER - The weather can play a big role on our overall numbers. April and November are
critical months to monitor. Late spring and early winters have a negative effect on sales. However,
Shine has been proactive in creating maintenance plans that preschedule jobs for those months. Again,
our work ethic and values will serve us well to survive and prosper during good weather and bad.
BUDGET
V. FINANCIAL PLAN
FINANCIAL GOALS
1. Maintain a yearly net profit of 15%
2. ( INSERT YOUR GOAL) in gross sales
3. Controlled debt – keep credit line below 75% of receivables
OVERALL FINANCIAL STRATEGY
Shine wants to be utilizing cash and credit conservatively to grow.
PRICING STRATEGY
1. 2011 pricing will increase by 3% to previous clients
DESCRIPTION OF KEY FINANCIAL SYSTEMS AND REPORTS
1. Profit Loss Statement – Quickly shows the expenses and income and the difference positive or
negative
Insert monthly financial statement
Summary
2. Balance Sheet -A financial statement that summarizes a company's assets, liabilities
and shareholders' equity at a specific point in time. These three balance sheet segments give investors
an idea as to what the company owns and owes, as well as the amount invested by the shareholders.
The balance sheet must follow the following formula:
Assets = Liabilities + Shareholders' Equity
Insert Monthly Financial Statement
Summary
3. Cash Flow Statement – A measure of a company’s financial health. Equals cash receipts minus cash
payments over a given period of time; or equivalently, net profit plus amounts charged off for
depreciation and amortization
Insert Monthly Financial Statement
Summary
VI. MARKETING PLAN
Marketing Goals
1. To present our company in a light that helps us shine above our competition and generates
more quality leads from our target market.
2. To present our company as a company that others would like to work for and own for
themselves. We work together: ownership, management, staff, and clients
OVERALL DESCRIPTION OF GENERAL MARKET
The economy of 2011 has affected the market in which Shine exists. The clients in our target market
have all been affected. They still desire our services and purchase our services. The need has not
changed. However, the cost of services is now more important. Even though the majority of our clients
can afford our services, they desire to be better stewards of their money and also want to experience
the feeling of saving. What does this mean to us? Shine must continue to provide exceptional
professional service so the value of our services is easily understood. We need to educate our clients
more about the importance of safety in terms of work performed and in liability of hiring the uninsured.
It is an exciting time in our market. We have an opportunity to really shine out!
Shine is constantly working on positioning itself as the premier window cleaning company for those who
desire the best. We see the need to be constantly evaluating how we are perceived in the market
place.
Shine works with the Campbell Group Agency which helps us keep our insurances up to date to better
help protect our clients.
TARGET MARKET DESCRIPTION
Equifax SuperNiche Group Descriptions
Kiddie Kastles
Kiddie Kastles account for about 11.9% of all Niches Households. Around 43 years old, they have an annual income of about
$73,000. Consisting mostly of homeowners, this group has children, are white-collar with college educations and are mail
responsive. This group has a strong interest in fitness and outdoor activities.
Diamonds-To-Go
Representing about 5.7% of Niches Households, the Diamonds to Go group are mostly homeowners with high home values,
white-collar families with children. They have an average income of $123,000, with the average age of head around 48. It seems
they enjoy the good life, with having multiple credit cards, and have an interest in home furnishings, stocks, computers, gourmet
cooking, gardening and travel.
IRA Spenders
These mature individuals represent about 5.1% of Niches Households. They are mostly retired, age 67, with an annual income of
$91,000. They are retired with no children living at home, homeowners with long lengths of residence, and are mail responsive.
IRA Spenders tend to have an interest in golf and gardening, and especially casino gambling. They hold multiple credit cards, and
love home furnishings, audio equipment and art.
Mid-Life Munchkins
This mature group has a median age of 55, and a median household income of approximately $71,000. Making up 6.1% of Niches
Households, Mid-Life Munchkins are known to have children and/or grandchildren in the home and are homeowners who have
long lengths of residence. They are known to have pets, travel for business and invest in charities.
Young-At-Heart
This retired household is represented by Young-at-Heart 70 years old heads of household. Some of them still have children living
at home and the majority own property. The household income of this segment is $26,000. This group represents 3.4% of Niches
Households. This older group is interested in home furnishings, collectibles, charity and bible devotion. For entertainment they
visit casinos and do needlework. They are credit card holders and are consider mail responsive.
33
Demographics
Equifax SuperNiche Group
Equifax SuperNiche Group
Customer Count
Customer Percent
Prospect Count
Prospect Percent
Penetration Index
K - Kiddie Kastles
272
23%
174,556
16%
140
D - Diamonds-To-Go
257
22%
97,424
9%
237
I - IRA Spenders
182
15%
87,478
8%
187
M - Mid-Life Munchkins
144
12%
114,537
11%
113
Y - Young-At-Heart
55
5%
65,281
6%
76
N - Nice & Easy Grandparents
45
4%
38,092
4%
106
Q - Quiet Homebodies
38
3%
83,845
8%
41
Z - Zero Mobility
18
2%
47,717
4%
34
32
Territrory
(insert territory)
MARKETING STRATEGY
Focusing our marketing efforts towards our target market is key. Shine implements a variety of
mediums to get the “message” out. Our clients don’t like to be sold, but they love to buy.
Shine 201
January
Thank your clients
Be active in chambers and networking events
February
Make sure marketing material for new year is correct with phone numbers, etc.
Insert marketing data into smart service
Put direct mail campaigns into motion
March
RSVP postcards
Spring reminder cards
New prospect cards
Google adwords
Facebook ads
Email blast
Begin phoning clients reminding them to schedule, review your company at google places, become a fan
Attend networking event
April
Spring reminder cards
New prospect cards
Google ads
Facebook ads
Phone clients reminding them to schedule, review your company at google places, become a fan
Attend networking event
DOOR HANGER CAMPAIGN
May
Spring reminder cards
New prospect cards
Google ads – reduce budgets
Facebook ads
Phone clients reminding them to schedule, review your company at google places, become a fan
Attend networking event
DOOR HANGER CAMPAIGN
June
RSVP cards
Facebook ads
Attend networking event
Send out 4th of July housewash window clean promotion card!
July
Email blast
DOOR HANGER CAMPAIGN
August
Summer postcards: Enjoy the summer with clean window promotion
Facebook ads
Christmas Lighting Email Blast
September
Christmas Light appointment letters
Gutter protection cards
Facebook ads
Google Ads
RSVP Cards
Call current clients for fall window cleaning appointments
October
Reminder cards
Google ads
Facebook ads
Christmas list cards
November
Christmas list cards
Press release for Christmas lights
Facebook ads
Google Ads
December
Thank you Christmas postcard for current clients with picture of your staff! And families
Develop top 100 list for prospecting purposes in 2012
VII. LEAD GENERATION and CONVERSION PLAN
Lead Generation Goals
A warm lead is any residence or business that calls or emails requesting either service or a quote
for service. Previous customers are included.
1. To acquire new warm leads 60 per month.
2. To Continue developing the Shine brand
3. To acquire referrals from our current clients 30 per month (a referral a day)
Unique SELLING POSITION IS: DIRECTED AT OUR TARGET MARKET EXACTLY
Shine cares more about our client’s complete satisfaction in EVERY aspect of our business relationship.
We love making our clients happy!
Lead generation channels
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Yellow pages
Yellow book.com
Website
Print advertising
Vehicles
Building
Radio
Current clients (referrals)
Postcards
Google ads
Social media – facebook
Business referral sources like manta, angie’s list
E-mail marketing
Lead Generation messages
Shine discovers what problems and frustrations our target market experiences in keeping their homes
shining brightly. We then provide the solutions for those problems in our messages.
Lead Conversion Process
1.
2.
3.
4.
5.
Lead is accepted by General Manager via phone, internet or referral card
Enter data in smart service as prospect
Send communication via email or phone to the prospective lead
Make a phone call to schedule an onsite estimate
Perform the estimate with client
6.
7.
8.
9.
10.
Ask questions – top 10 to uncover the needs and frustrations of the client
Provide the best solution to the need or frustration
Discuss the value and cost of the solution
Allow the client to buy because our clients don’t like to be sold, but they LOVE to buy.
Shine’s number one source of business is from referrals from happy clients. So if we can wow
them we’d appreciate any referrals of friends and family that could use a Shine.
Lead Conversion Goals
Goals DURING OPERATIONAL MONTHS
Operationally
Customer complaints per month 2 or under
Company budget met monthly
1 great new idea per month
Sales: 8 leads daily on average
WHAT IS A LEAD – ANY POTENTIAL OR CURRENT CLIENT THAT IS REFERRED TO US OR CALLS US FOR
SERVICES.
Lead conversion 70%
New lead goal: 50 per month
SALES: INTRODUC E SHINE TO 20 NEW PROSPECTS PER WEEK
SALES: PARTICIPATE IN 1NETWORKING EVENTS PER MONTH
SALES: LUNCH OR COFFEE WITH CURRENT CLIENTS 2 DAYS PER MONTH
VIII. CLIENT FULFILLMENT PLAN
In keeping with our mission statement, Shine wants to help make our clients happy. We do this by
providing our clients with world class service.
Products and services descriptions
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Window cleaning - Clean the exterior and interior panes of glass on buildings and homes
Screen cleaning - Remove screens, clean them, and replace them
Pressure washing - Utilize pressure washers to clean a variety of surfaces
Gutter cleaning - Remove the debris in gutters that can cause backups, overflow and damage
Gutter protection - Install the Rainflow gutter protection system into gutters, never clean the
gutters again
Christmas Lighting - Design, Install, Maintain, Take Down and Store Christmas lights for homes
and businesses
Chandelier cleaning - Clean the surfaces of glass chandeliers making them Shine once again
Ceiling fan cleaning - Clean the dust and debris that builds up on ceiling fans
Mirror cleaning – Clean mirrors leaving them streak and smudge free.
Service strategy
Marketing –phone calls or emails - schedule estimate - perform estimate - schedule job - complete
job - ask for referral - thank new client - market to new client
Delivery strategy
General Manager inputs job information - prints work orders and route sheets - delivers to crew
leaders - crew leaders execute the work orders with smiles - thank the customer - deliver completed
work orders to General Manager - complete compensation forms - Office manager finishes the
paperwork
Complaints
Every complaint is an opportunity and is viewed in a positive light. We do not like complaints. We do
love to change a complaint into a WOW!
Handle each complaint with respect and a servant attitude.