Lock Out The Competition by Expanding Your Range Of Services

Ever been asked by a customer to provide a service that is not in your regular span of services you normally provide? What was your answer?

  • “We don’t do that.”
  • “I’ll see if we can do it .” OR…
  • “Yes we can!”

Make “Yes, we can!” your company credo. If you can do extra services for your customers, the more difficult it is for you to be replaced. Plus, your company generates more revenue.

So why don’t more contractors say “Yes, we can”? One of the reasons is that contractors don’t have confidence that they have the skills and systems to manage a wider range of services. After all, there is no point generating revenue if you are not going to make a profit. Not to mention, you might jeopardize the account by bringing in a subcontractor.

Most of today’s business owners don’t want to work with multiple companies. Many are wanting to write only one check per month, instead of having to mess with multiple companies, invoices, and checks. They’d rather simplify their lives by focusing their efforts with a single contractor. By expanding the range of services you provide, YOU could be that single contractor!

Many years ago, MITC secured a simple janitorial account. Over the years, this client mushroomed. Obviously you can’t do all the work yourself. Some services may have to be subcontracted. Or you will need to create new teams dedicated to delivering extra services. Either way, you remain the primary contractor and get paid for coordinating the services.

But with expansion opportunities comes risk. That is where an effective Contractor Workforce Management solution becomes essential. To manage growth, especially in new areas, contractors need real-time visibility into what employees and subcontractors are doing. This includes new communication systems for employees, managers, subcontractors, and customers, and scheduling & work orders systems that minimize the risk of anything being missed.

Think about it… you may even get some new clients, as well!

To learn more about how MITC can save you money and grow your business, contact our Contractor Team.

Does Your Company Have a System for Making Decisions?

In an interview with The Wall Street Journal, James Quincey, the new chief executive officer of Coca-Cola Co. said that he is hoping to “shake off a culture of cautiousness” within the company and encourage his team to “make mistakes”.

In a letter to investors, Amazon founder Jeff Bezos noted that in making decisions with his team, he commonly relies on one philosophy: “disagree and commit.” If there is no consensus among the leadership team, a decision is made — and Mr. Bezos asks that the leadership team makes their objections known and then commits to the plan. This allows the organization can move ahead without consensus – and allows everyone’s voices to be heard.

Both of these leadership philosophies revolve around the idea that failure is part of doing business. And that’s what led to the discussion in our office. For contractors, is failure part of doing business? In an increasingly competitive market, developing new services and diversifying revenue streams are part of a sustainability strategy. However, not every new strategy is going to work — and that means that failure is an inevitable part of market-driven strategy.

Here are some rules of thumb for executive teams to follow.

  • Don’t allow your team to be paralyzed by decision making. Launching a new service line, agreeing to a value-based contract, investing in new technology, initiating a new merger or acquisition, creating a partnership — these are big decisions that require decisive action. Decide yes or decide no — but do the analysis and make a decision. It is the responsibility of a leader to move their organization forward and to assure the organization and its team are positioned and prepared. As Mr. Bezos notes in his advice, that doesn’t mean everyone has to agree with every aspect of every decision you make, but it does mean you need to actually make a decision.
  • Once you’ve made your decision, your team needs to find a way to help your internal stakeholders — from the board room to the front line — embrace the new direction. Committing to a new strategy or focus requires your management team to master the art of managing change. This includes communicating with your team about why the changes are being implemented, building a culture that incentivizes and embraces change, and developing the talent and competencies needed to manage change.
  • Your team needs competencies for metrics-based management and management process excellence to develop and operationalize new strategies effectively. For contractors, where payroll is the largest single cost and consistent service delivery vital, an effective workforce management solution is essential. Effective workforce management provides the metrics to understand the costs and risks involved and the tools to manage new projects.
  • Your team needs the right workforce management technology to manage change. Unless managers have real time information on time and attendance, schedules, orders, inspections, and other critical metrics in good time, problems will be reported late or worse, remain unknown.

Some organizations fail to act in the face of new challenges or opportunities. Looking ahead, the writing is on the wall that their market position is eroding and cash reserves are dwindling. They fail to make final decisions about their plan or if they have a plan, it isn’t implemented in a timely, effective manner. Why does this happen?

The “why” question is where it gets complicated, but often it is because the contractor doesn’t have the workforce management tools to accurately analyze what is going on now and to manage new projects easily.

  1. The chief executive officer doesn’t have the right information on environmental analysis, financial feasibility analysis, or planning tools to make market-oriented strategy decisions.
  2. The degree of downside risk, and return-on-investment is not understood. Doing nothing can be more risky than embracing change.
  3. The organization is risk adverse because of past failures and will not approve a proposal with downside risk.
  4. The management team lacks the transactional tools — metrics-based performance analysis, real time project management control, and service reporting, to go from idea to service.

Providing Window Cleaning Services? Find Out How to Boost Customer Service

Managing a busy window cleaning operation is never easy. Each customer needs to be treated as an individual. It is all too easy for something to slip through the cracks. That’s why hundreds of contractors rely on MITC to reduce stress and help improve customer service.

With MITC, your customers can:

  • Receive automatic reminders of upcoming service and completed service
  • Enter their own work ticket service requests
  • View upcoming work tickets and service plan for up to a year in advance

Equally importantly, MITC helps your staff stay focused on their priorities with alerts for:

  • New work orders
  • Upcoming work orders
  • Missed or delayed work orders
  • Equipment needing inspection
  • No shows and absenteeism

For more information, contact MITC.