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Snow Removal Estimate Set Up

Snow removal estimates for profits and predictability, today FB live 3pm est

Video transcription:

Hey Mike Callahan back again. Been busy this week so I haven’t posted as much as usual but a lot of questions about snow removal, it’s getting to around that time of year again – beginning of September. If you haven’t done it yet, definitely the time to standardize and get your snow plowing bids and ice removal bids out asap. A lot of questions around how to standardize it, how to create predictable profits, several different models as well so I’m going to be going live on facebook at 3pm eastern today to break down the different ways  we can go and create production based estimating for snow and ice removal that can be delegated. So the first one we are going to dive into is a per push contract with no limit on the amount of snow, a per trip contact, a retainer with overage and then an unlimited contract so these are not per inch contracts but theses are going to be per push, retainer with overage and unlimited and we’re going to show you how to grab that average to make sure you are covering the average snowfall in your industry. After 24, 25 years in upstate NY (the 3rd largest snowfall market in the whole United States) we’ve worked those trenches a few times just to put it lightly. I’m going to share my stories from the trenches and how we tackled this in my business and in addition we are also going to show you outside of doing your per push, unlimited and retainers how to actually go in and do a per inch contract based on 0-2, 2-4, 4-6, and everything in between. We’re going to be breaking out separate production rates for each piece of equipment so a plow with a straight blade, a plow with a v-plow, a truck with a wideout, a skid steer with a box plow, a backhoe with a box plow, a loader…each type of equipment and production rates. We are going to get into sidewalk and ice melt , removal for your sidewalk team. Going to show you how to production rate based estimating system to clear the sidewalks with a shovel, a snow blower, and in addition how to handle the ice melt application- so whether its a push spreader or an ATV with a spreader on the back of it and will get into bulk salt distribution on parking lots as well. 3pm eastern/ 2pm central – Mike Callahan going to dive into everything snow today, how to set it up how to create predictable systems, how to delegate it and yes how to get the information in there so if you don’t have production rates that you are comfortable with down the line at the end of this winter you will have a non-emotional benchmark to be to quote based on square footage next season. We will see you there 3pm est / 2pm central – Mike Callahan facebook live we are breaking out snow and ice estimating and production rate estimating as well. Unfortunately the four letter word is coming – the white gold- SNOW. We’ll see you there a little bit later today. Comments or questions you want answered live drop them on this video so we can get ahead of the game and answer those questions for ya.

Permanently closed due to staff shortage [is your business at risk?]

Video transcription:

Mike Callahan here, wanted to make a quick video. I was

just downtown I get my haircut this morning and saw this sign on the outside of this building and it says permanently closed due to staffing shortage and you can see it here, I’m gonna zoom in it just so you can kind of see. Obviously this is a big fear in every small business right now especially in the service industry. A couple years ago, actually probably eight to ten years ago in my lawn care company Callahan’s Lawn Care we almost had the same scenario. This is why I’m such a big preacher of building that virtual bench, so what happened in our company is we were probably somewhere between 20 to 25 employees eight to ten years ago full-time and about half to three-quarters of our staff decided to go out and actually start their own lawn care company. So lo and behold I came in Monday morning to open the shop as normal we were getting the equipment ready and it’s 7:00 a.m. when we were supposed to start, only eight of approximately twenty to twenty five employees were there. Come to find out a few hours later they actually had started their own company and started to steal our business from our existing client base that was one of the ugliest points in my business in the last 25 years when our staff literally created a mutiny and started their own business and started taking our employees obviously long story short we got through it. When I saw this sign behind me that this business has gone out of business permanently in most of these videos here and pretty much all of them I’m not on a pedestal preaching I’m talking about the things that we’ve been lucky enough to get right and some of the things we obviously did not get right and we had to figure out how to overcome them. So the video today is don’t fall victim to your labor force or potential labor force go out and build your virtual bench and how this can be accomplished at least the way we tackled it is we went out and recruited every single week every Monday and Wednesday for every position in the company including my own to build a virtual bench. We ended up ranking these applicants in an a B and C fashion with interviewers comment in our CRM the software we use we created a searchable view based on A, B and C rankings and whenever we needed to employ or we need to define something we could go into the software and say I need all my A employees in the last 15 to 20 days. This gave us a virtual bench it gave us the ability to have the power back in the business owners in control and now that when we hit those major growth spurts when we needed several people we would go back and actually search that database again so now we are in control as a business owner so when we grow the business and we need more people we have a qualified labor pool and then in addition when somebody no calls and no shows or you have a two-person crew and that one person ends up working by themselves because somebody no called no show you that’s when usually get blackmailed for that raise so sometimes we would give them that raise they’d get to the end of the week on Friday but at the end of the week we were working that database in hiring the replacement. This is the process we’ve built to stop hiring the first person through the door with a pulse or maybe half a pulse because we needed bodies because we’re growing so quickly or we are having major labor issues. So the video today is warning you I feel bad for this business it looks like they’ve gone out of business based on this sign here and basically it says due to staff shortage they are permanently going out of business go check their on location so word to the wise today don’t fall victim to what I did and thinking your team is going to be there forever go out and constantly recruit and get that virtual bench and rank them in some kind of fashion so you know who they are and remind your team that you’re constantly interviewing and building the team so we’ve always mentioned the shop once or twice a month for sure saying hey I’ve got a half a day or a full day of interviews today and the team would start to look around and say wait a minute we’re at full staff why is this guy interviewing well we didn’t want to scare them but we also wanted to keep them in check that let them know that every position in the business was replaceable they weren’t doing their job they weren’t showing up on time and doing what they should have been doing as a team player so video today is go out start creating that virtual bench interviewing several times a week and if you are in the lawn care industry or even the home cleaning in striated there is similar timing in there but in our business what we found is there was a within a two-week range either way I can go back historic lasts 7 to 10 years we would either have to fire someone or someone would quit and it would be Memorial Day July 4th the week of August 18th in the last week of October for the summer season but we knew historically we would be losing somebody or letting someone go on average in those areas so we constantly picked off our recruiting from Monday Wednesday to Monday Wednesday Friday and that actually allowed us to create that virtual bench and overcome our labor pool issues and crazy as it sounds actually a couple folks just walked up behind me to actually walk in to this restaurant and it was another potential customer they could have had here but unfortunately with the sign on the door here they’ve closed because they were not going out proactively building that virtual bench and when you’re building that virtual bench I’d suggest actually going out and recruiting for your own position because this is how I found my replacement in Callahan’s and we found him about a year and a half to two years earlier than we actually needed him but when you’re going out and finding the positions that you need when you need them it’s too late so I would recommend going out proactively and start searching for those positions that you need in the future and building out an organizational chart from the top down and don’t put names on it put the positions the responsibilities and the skillset that you’re looking for in that skill set in the position you’re looking for hopefully will be on your doorstep before you absolutely need them so you know once again this business obviously I feel bad form we’ve all been in this scenario of close to it we’re staffing his is jeopardized the the profitability or even the livelihood and the pulse of the keeping the business in business so don’t make the mistake here that possibly happen don’t make the mistake that I did my business go out and recruit at least once or twice a week potentially three times a week before you need those positions build an organizational chart I suggest sticky notes put it on the wall in on top of the big big sticky note and that’s what we can roll up or keep on the wall but as those positions change or as the business grows we can pull those little sticky notes off and reorganize them don’t people put people’s names on them put the position and the responsibilities and to keep them this skill set so we’re building the business and the scalability around positions and skill set not around in individuals whose strengths and weaknesses so if we’re gonna lift it lift the hood a little bit and exposed weaknesses internally up that’s one thing in the early days at Callahan’s  we did we’d build positions around an existing employees skill set which was a massive massive mistake but once we started defining the role in the skill set and hired for the skill set in position that’s when success because we could standardize it trained to it and replace it a hell of a lot easier. Comments or questions drop them below but obviously not great news here for this business but I wanted to spread the word that hey, you know we almost got in the scenario obviously we fought back replace those employees in got our customer base under control before they took it from us. Another good takeaway is getting non solicit it’s not a non-compete nowadays it’s a non solicit and that non solicit is enforceable in court and it’s a non solicit for your current customer base so comes questions drop blow hope everyone’s having a great week and we’ll talk to you later this week.

How to track man hours when crew size changes.

Video transcription:

Hey Mike Callahan here, had a question submitted on the SA page- gentleman said sometimes he has a 2 or 3 person crew , dispatches work and then on the dispatch screen the assigns team members to each crew, will SAP automatically figure the actual time correctly? A one hour job with 3 people shows 3 hours.  I’m not sure if this answers it exactly but I think this definitely will cover it. So the first thing you want to do is go in and set up the job here by hitting add a job I got one in here, I’ve set this up for 150 dollars and 3 budgeted hours. You always want to remember when you set up a job in Service Autopilot its based on 1 persons total time and then it will actually do the math for you based on how many people are on that crew on that particular day, so that’s going to address part of the first question. So at 50 bucks an hour, 3 times 50 is 150 bucks, I’m assigning it to a crew and I’m putting the start date and hitting save. Under Teams I want to go in and create the team, so I created a 3 person team in the example; myself, Chad and Christine and we’re working 7 days a week so by default that is a 3 person crew. On the Dispatch Board after I go in and click this here and go to dispatch that gets this phone icon.  You will notice there is no start and stop time because we are on the Dispatch Board not the Close Out Day screen I’ve got 3 budget hours and 150 dollars. Now this is live and ready to be printed or the mobiles. When I go down to the more tab and assign teams this would aromatically of been on here, I actually played with this earlier before the video, It would load in automatically with the default settings for all 3 people. If I wasn’t working on the crew that day we would drag this over and just put this over here. Now its going to update the end times based on budgeted hours and assignment, so that answers the other part of the question. Once you X-out of that it updates it here its 3 hours for 150 bucks. On the Close Out Day screen after the work has been done, so if their in their mobile and they plug in 8 am to 9:30 am its going to give us certain things here – so its going to give us the hours and the total men, the thing that you are missing here by default is we really need to go in and check Total Actual Man Hours and the Actual Time Variance.  What that is going to give us is the variance here so they did it in 3 hours and they were budgeted for 3 hours – there were two people for an hour and a half and the total man hours equals 3. If we go in here and  update this, instead of 9:30 we put 9 am that will change the math , and we scroll over and hit save. Now our variance is 1 hour under budget , 1 hour worked – but the total man hours is the 1 hour times 2 people so 2 hours for the 150. So it will automatically update, we need to remember in the morning when these crews update to go into the More tab – assign teams and drag and drop the assignments for that day only these will load in the default settings, so that’s how we tackle that time variance and the extra time there. In the home cleaning industry a lot of people are using the dispatch calendar we would go in and hit add, add a recurring job or actually lets do a one time job, and we can go in add our bi-weekly clean I’m going to leave it defaulted to that cleaning crew ( or that mow crew just for times sake). We can put it in for 150, so lets say that’s a bi-weekly clean for 150 dollars and 3 maid hours, hit save (forgot to select a customer). So same example instead of the mowing its grabbed those 3 budgeted hours in the actual allotment here and we have those 3 budgeted maid hours here. You can also go in now and scroll up and under the More tab we can do the same exact thing – Assign Teams and drag and drop those resources from that team or crew. As you can see as I added that extra individual in it updated the time slots as well, so that’s how we can handle it for the cleaning industry or the lawn care industry. Any comments or questions drop them below, hopefully this helped.

3 Steps to Success and Delegation (office phone form, new work order form, and on site work form)

3 steps to lead intake, job details, and job completion by your teams. [Lawn Care & Cleaning]


Video transcription:

Hey its Mike Callahan I want to make a quick video, just taking a break before we jump into dinner here. Day one of a two-day deep dive once again back at the hotel with another Service Autopilot company setting up for success. Things I want to talk about is the three-step process from lead intake off your office phone or website after you estimates won, how we track the things on the work order or the job and the actual completion of the job with job notes specific to the job that we’re doing and what this is gonna look like is a three step distinct process that we have basically customize and optimized for Service Autopilot or pretty much any other CRM for that matter, customer relationship management software but this could happen is we’ve got the lead is entered into the system whether it’s off the website or they pick up and make the phone call at that point we’re gonna use our phone intake sheet what this is is basically a glorified call script so it’s gonna go in and get all the information we need to be able to provide the new client with an estimate. So in the cleaning industry this could be the number of rooms, number of pets, number of people living in there, number of living areas, number of stories. In lawn care this could be, do you have a fence /gate, turf square footage, type of grass all the different variables that you need to create an estimate we’re gonna capture that on a fill-able basically a phone take in sheet so it’s gonna be a form that your office staff will go through a set call script and enter in all the property specific data at that point we’re gonna be creating an estimate. Now if that estimate is won the next thing is we’re gonna go into a fill-able basically form and it’s gonna be called our work order form or new work order form actually and that new work order form is going to go in and capture the specific data for the cleaning or the lawn care estimate. In the cleaning example it’s going to be each type of room broken down by living area so we could have the bedrooms, the bathrooms, the living area, the kitchen area and there would be literally things like hardwood floor or type of flooring any particular cleaning note so if the hardwood floor are we using Bona are we using some kind of different cleaning products that are not normal for that product we’re gonna see is it a vacuum or non vacuum area so we’re gonna track just on a bare-metal the type of flooring in any particular cleaning notes associated with that area of the home we’re cleaning. Where this trance basically comes into play with a lawn care company is let’s say we’re doing a landscape job or spring or fall cleanup this is going to go into maybe front yard, side yards, backyards in different specialty areas that the team may service or may not service and you’re gonna make specific detailed notes of what the crew needs to do so now they are not relying on the business manager owner or the office all these things now will automatically populate when we go to open the job up. So we open up the job now we’re on site and the first thing that pops up is a required form in everything that we’ve captured literally from lead acquisition after the estimates won all the information loads in from the new work order form and now we have the on-site work order form where the crews can see exactly what needs to be done they can check it out a little check box that it was completed and they can enter their own notes. On a really high level there’s three steps that I recommend to create a systematic workflow the initial is the the lead intake sheet that we go in with a call script we capture all the information we need to create an estimate if the estimate is won we have the new work order form and we’re gonna capture all the specific data for those jobs that we’ve won so like I said at home cleaning this would be details in each room and what we’re cleaning what we’re not cleaning if we’re using Bona or not using bona on hardwoods in the lawn care industry this is gonna be we’re trimming the shrubs we’re disposing the debris off site we’re disposing debris and a compost pile what all those things that go in each part of that job is documented now on the new work order form and then all those things are saved is basically custom fields and when they pull that up on the job itself all the data automatically populates the crew has instant access to all the job notes and all the information they need and they’re simply checking off each step of the job to make sure what should happen happens each and every time on the jobs you bid and they can enter their own notes in there for internal alerts to the office. Comments questions rotten below but we’ve been focusing a lot on this three-step process and it’s basically a phone intake sheet with a call strip capturing all the data a new work order form that captures all the jobs specific data and then once the job is dispatch and the crews are on the field all that populates in the crews can look at the data and check it off each part of the job that’s completed as well as any property specific note. Three parts to successful lead intake new work order completion and setup for new jobs and then having complete transparency with all the information property specific for each one of your crews with accountability into check mark. Check it out, probably later today or tomorrow I make a video how this is actually set up at service autopilot but pretty cool developments how are coming through and building out workflows for the lawn care in the home cleaning industry that will just buy back time and create accountability from your office as well as your field staff so comments questions dropped below but that’s our three step process for lead intake we’ve got the phone intake form the new work order form when we create a new job and then that in the field work order form that automatically populates with all the information check boxes for accountability and comments places for your crews so we’ll talk to you tomorrow.

When quality control forms with pictures are needed.


Video transcription:

Hey Mike Callahan here, just outside waiting for an Uber, outside of this commercial building. Wanted to make a quick video about commercial quality forms, why they are so important and why you really want to have the ability on these forms to submit pictures live though a mobile application that loads into your CRM – your customer relationship management software. It was pretty astounding taking a look at this property, I don’t know if this is going to do it justice, I am short but this thing is a monster and so is the one behind me- this thing is up to my chest. If this business owner had seen this monster in a picture they would have been able to get on top of it,. Whoever is doing the landscape maintenance here is missing the ball, missing it totally. If they had a form like we built out in Service Autopilot with quality control with required pictures they could have a snap shot of this bed every time they are on the job site and not miss it. So what I’m suggesting is if you are building out a quality control form in your CRM- your customer relationship management software- like Service Autopilot, the QC form should have a rating of all the beds being weeded, weed whacking, sucker growth, all the other things you are looking for and required pictures so you don’t have a behemoth like this thing almost as tall as the building. Advice today is make out your quality control forms with required picture upon completion, then an automation that requires someone to review them and then they can be pushed out to the consumer or commercial property owner. Whoever the landscape maintenance company here is definitely missing the boat here on QC and holding their crews accountable and same on the business owner if they are the owner operator here but I’m assuming it is probably a crew that does this, this is an office building its a little of beat and path and this would be a great way for them to check out what is going on in the property to hold those crews accountable, to make sure they are weeding the beds and what should be getting done is getting done each and every time without them having to be there- physically. Comments and questions drop them below.

Commercial Snow Removal Estimates per inch Example


Video transcription:

Hey Mike Callahan here, want to start a real quick video on just an overview of snow removal estimates in bids and how they can be set up in Service Autopilot going to make a longer video on how to actually accomplish this, but I wanted to give you a quick overview so I’m going to blowout the screen here so you can actually see this but this is how we actually would tackle this so what we’re gonna be doing is workflow- obviously going on securing a bid going on site measuring it or my preferred way is going in in Maps Pro to Google Earth going and measuring your sidewalks and your pavement area and enter those in and save those as custom fields of variables. Once those are entered in you’d pull up an estimate template like this and the way we’ve done it here is I’ve got a plow truck with an 8 foot blade and I’ve gone from 0 to 2 inches greater than 2 to 4 greater than 4 inches to 6, greater than 6 inches, 8 inches of snow greater than 8 inches to 10 inches of snow and 10 inches to 12 inches so this would be an example of a per inch snow removal contract. We’ve broken it out in two inch increments to bid out a per inch price we can also do this for an unlimited amount per push as well this is how we would tackle a systematic way to grab your pavement square footage, sidewalks square footage for plowing, salting and sidewalks weather manual or snow blowing. I’ll show you how we broke this down so I’ve got a plug plow truck for all those different intervals of depth with an 8-foot blade-I’ve got a plow truck with a plow or this could be like a Western wideout I’ve got a skid steer with an 8 foot push it once again we’re going up to 2 inches, 2 to 4, 4 to 6, 6 to 8, 8 to 10 and 10 to 12 inches and above that would be a major storm event in something like this and that would be an additional fee above that but I want to give you the foundational parts of how you can bring down each piece of equipment on each range of snow coming in then we’ve got a backhoe with a 12 foot pusher I’ve got a loader the 16 foot pusher and then I’ve got labor with a snow blower based on each one of those into increments and inches and then I’ve got sidewalk labor so clearing sidewalks with a shovel from zero to 2, 2 to 4, 4 to 6 inches, 6 to 8 inches, 8 to 10, 10 to 12 inches then I have salting a parking lot so based on your route or the amount of salt that you’re carrying in a dump truck I’ve got basically a VBox saltar with a 5 cubic yard capacity I’ve got one 8 cubic yard capacity and potentially a 2 yard one with some extensions be a 3 yard capacity but or basically tons if you’re looking at salt but we’re looking this if you want to create a standardized systemized way of creating estimates and snow removal based on the amount of inches per inch contract this is how we tackle it or we take an average of the amount of snow falls for each one of these increments and create a seasonal average for the whole entire year unlimited or a retainer plus overages so this is how we break out a commercial snow removal estimate in Service Autopilot based on inches each type of equipment took at an 8-foot straight blade on a pickup a v-plow on pickup or a Western wideout, a skid steer with a foot pusher a backhoe the 12 foot pusher a loader with a 16 foot pusher labor with a snowblower labor with sidewalk shoveling and parking lots salting with either a 5 cubic yard or an 8 cubic yard VBox salt around a tri-axial and this is how we want create a standardized production rate based system that will now take this information load it into a pre template at estimate with verbage for slip and fall and hold harmless and we click and hit sense this is how we standardized a production rate based estimating on per inch contracts I’m gonna go into a longer video later this week how to do per inch contracts as well as unlimited with a retainer and create a standardized production rate for snow remove any comments or questions drop them below. This is how we tackle snow removal that can be delegated measured from Maps pro or Google Earth the custom field with square footage of the square table pavement sidewalks and variables go in there and we load that into a standardized estimate that can be pumped out within minutes so comments questions drop below have an answer and answer any question regarding this process.

How accurate is your (lawn care) estimating process?


Video transcription:

Mike Callahan back again just about to hop into the hotel for the second day of a deep dive going over some estimating setting up a complete turnkey production rate based estimating system. So the question today is- how accurate is your lawn care estimating process? There’s a couple things we probably need to look at before we have an extremely accurate estimating process it can be delegated or used by the business manager or owner with streamlined success extremely quickly. The first thing we want to look at is organizing your service offerings, does it have a standardized offering… so what’s included, what’s not included in your estimate description and in the job note so we want to standardize that service offerings, it’s predictable and it’s a systematic way that can be done. After we standardize this product offering in your lawn care company we want to go out and track certain variables such as turf square footage, linear length of bed, number of small, medium and large shrubs whatever the particular thing you’re working on you want to track that job variable we call that a custom field and what we’re gonna do is either put that in a Google sheet or hopefully into a CRM something like Service Autopilot like that we use. Now if all the information is in your head still that’s okay we can create a standardized way of going in and creating something that we use as a form and what we do is that on that on-site estimate form before we get the production out of your head, so whether you’ve got 24 or 25 years of lawn care experience in my head now if I haven’t standardized this yet I’m gonna go and use that on-site form in a mobile phone or tablet and I’m just gonna walk around the property and enter in variables such as the turf square footage, landscape, bed square footage all the things that I’m estimating and then alongside that I’m gonna have an additional entry point where I’m taking the 24 to 25 years of knowledge out of my head and plugging it into that formand I’m gonna say I think it takes two and a half hours for one person to trim all the shrubs to prune them clean them up and then I’m gonna put an approximate drive time and that’s a key point takeaway that we find with a lot of businesses that we’re working with and especially in my business when I first started out I wasn’t differentiating the actual on-site time to do the job the billable time and then the non billable time the mobilization associated with that job so we need to track those separately. Reason being is once we have these data points of the number of units linear length or square footage in the system were able to run reports three to six months later and get an average production rate with your equipment your crews and how long it actually takes them so now we have a non-emotional benchmark how to estimate each and every one of our jobs with I’m gonna call it a fudge factor or the unexpected factor in there because it’s not if it’s gonna happen, it’s when it’s gonna happen . We do have some issues there and we want to count for them in our estimating system so that can be delegated we can take what’s in our hand that knowledge silo and disseminate it across the organization so more people would do estimates without you or unlike a virtual assistant where they can go in and grab these variables and create predictable accurate estimates without you the business owner manager ever having to be involved this is what we did at Callahan’s lawn care gentleman that did all my estimating for me when I became an absentee owner basically was a fertilized technician he had never pruned he had never moved he had never done any of this but his estimates were accurate there within a few dollars of mine dead nuts on several thousand dollar jobs so the challenge today is we want to define your estimates and create a predictable service offering hopefully some gateway services that can be sold over the phone based on things you can measure on the satellite and if we don’t have the number as far as how many square feet of turf we can fertilize or mow when you’re out on site in these properties we want to go in and track the variables that we would be basing it on so we have accurate times and then we’re just gonna go in into a non-emotional form plug in the hours that we think it’s gonna take and then when you pull up your estimate it will multiply those hours times your hourly rate so if it’s 60 bucks an hour and you said it would take an hour it would be $60 and we’d also want to track what your cost is to get it done so your break even so if you have that number you also want to multiply your budgeted times times your cost before profit and that’s going to reinsure that you’ve done the math right and you’ve got the right profit margin so if you’re shooting for $32 per hour 30% profit margin and you were charging 100 bucks and breaking even at $70 an hour so 70-100 be 30 so be 30%obviously it’s just a really roughnumber fictitious but we’d want to make sure that you’re hitting your margins some things I want to take aways create a standardized service offering that includes what it shows what it includes what it doesn’t include we want to track the variables such as square footage number of linear length of bed or number of shrubs and then run some reports about six months later and we do that by subtracting or start and stop times in our drive times separately and if we don’t have those production rates we want to go and create some kind of non-emotional form for your phone so you’re walking around the property you’re plugging in the data and when you pull up the estimate template it’s multiplying the projected hours times your hourly rate and giving you a price budgeted time and cost and then we’re gonna add the drive time and anyother variables such as disposal fee all the things that should be charging for but a lot of times as contractors we don’t charge for so we want to make sure we take those unexpected things thatwe usually just take for granted such as disposal or drive time and include those in the equation so hopefully that makes sense but I want to make a video about it because this comes up on a daily basis when we’re talking to other contractors a simple growth and I want to just kind of lay out the foundationso if you can take a few hours today over the weekend go out standardize your service offerings and explain what’s included and what’s not included your satisfaction guarantee track the job variable such as square footage linear length or number of units and if you don’t have the production numbers yet create a form or you can plug in the hours you think it’s going to take and have that multiply out times your hourly rate and your budgeted costs when you open up your estimate template and a product like service autopilot you have a price a budgeted time and cost before profit and that once that job is dispatched or done and we’re tracking the drive time separately we’re tracking any disposal or any other variables separately and then the on-site time for that production rate we want to track that and once we get three to six months worth of data now we’ve got non-emotional data point to go out and create a production rate based estimating system on your equipment your crews and now that can be delegated with certainty that you’re gonna make profit long as they stick to that standardized estimating system so this is my tip today how to take your life back from your business create a predictable profitable estimating system in your business so comments questions drop below I want to say what’s up to Robert and Chad I know Chad’s definitely hung out with us in seeing some of the stuff in action so it’s someone just don’t preach about it’s something we actually do and it’s something that we’re more than happy to just give you some some content here free of charge how to do it because this was the pivotal point of my business financially as well as a freedom points to be able to walk away from the business for a few days or a month at a time so hope all’s well and drop any questions and comments below and about to hop back into the hotel here for a second day of a deep dive with a simple growth team building out just what we’re talking about here so I’ll talk to you later.

How accurate is your cleaning estimate process?


Video transcription:

Just about to walk into the hotel for the second day of a cleaning deep dive: question is how accurate is your estimating process in your cleaning business? One of the things that we find when we look at a cleaning business when we want to set it up for success from day one is we want to have a standard offering of services so we’re gonna be looking at our deep clean or a top-to-bottom clean whatever you’re calling it. We’re gonna do our weekly, our bi-weekly, monthly and potentially a post construction or a move in or move out which are obviously significantly different services. As we basically create a standardized offering of services we want to clearly define what’s included and what’s not included in those services and then document them in our CRM or a Customer Relationship Management software, the software that we use predominantly is Service Autopilot and when we do that we’re gonna go in and set up these standardized services with an estimate description, what’s including the service what’s not included in the service now there’s several ways of tackling this and we’re gonna probably base this or you would base this on your business and how you actually want to create a standardized estimating system in your cleaning business. The three or four main ways that we find for success in a cleaning business to set this up is basing the service on a standard square foot range so a cleaner can clean say on a weekly or bi-weekly clean from 1 square foot up to maybe 1200 square feet and then each increment they’re after is a certain amount of time now this can include everything that’s included in the weekly clean or we can add some additional variables such as maybe going out and doing the fridge or the stove or different things that this client may add on such as linens. We can add in other variables too that are in the home such as the amount of living areas the amount of people that live in the home or the number of pets. Traditionally what we recommend is creating a standardized pricing metric on a production rate such as square footage and then we add additional variables on top of that and what that’s gonna do is give us a bottom line price for the actual cleaning based on that specific home or building so a price, a budget time and cost before profit and then this is gonna translate into basically a work order or a job that can be set up on a weekly, bi-weekly, tri weekly, every month whatever that looks like but once that’s set up now we’re gonna be tracking the start and stop times of those jobs and separately mobilization or drive time and why we’re gonna break the two up is specifically we can run reports now after we have several months of data to check your assumptions on your production rates for your cleaning teams and when we run those reports will have non-emotional data how many square feet that your team can clean. Now once we get into have a little bit more of an advanced situation we can have some qualifying questions so maybe it’s an initial deep clean or top-to-bottom clean depending what you call it in your business but we could have a fill factor and some additional variables such as in the number of bathrooms and that can basically be tracked in the CRM such as Service Autopilot and create a standardized estimating system based on the actual jobs that you’re outside of the drive time but we want to track that drive time mobilization because that’s an un-billable expense that needs to be accounted for in your pricing model and overhead recovery. The first thing we’re looking at is a square foot range with potentially some variables they’re gonna add on some metrics on that the next thing is gonna be a pricing matrix based on the size of room so your small medium and large rooms such as master baths regular baths all the different types of rooms and in addition that we can add those variables and again for linen changes number of pets number of people living in the room are we including a basement or not including the basement to clean these are things that we need to look at and dissect in a standardized process can be delegated to an office staff or even maybe a virtual assistant like Pink Callers so we’re looking at square foot range with some variables we’re looking at the size of room with some variables and then the next one we really dive into is a combination of the tool motion we’ve got square-foot ranges say one to a thousand square feet or maybe one to twelve hundred square feet with each size of room and then we would jump up to say 1,500 one square feet to say 2,200 square feet we’d have our small medium and large types rooms as well we can add variables on top of that for linens, pets, number of people in the house and different variables and add that up as well. Then the final type of pricing that we usually find predominantly in the cleaning industry well it’s residential cleaning or commercial is we’re gonna take a look at it and say maybe for our initial deep clean our initial top to bottom that initial clean that we’re not really positive if we’re estimating over the phone the exact price on and that’s not something we’re comfortable doing so we can do is create a price range a high and low price range based on the square footage of the house and some additional variables such as pets and people and living areas. So those are the main four or five ways that we find cleaning industry professionals having success with a standardized estimating system. If you’re interested in how we do this you can check out a lot of the videos out on the Facebook page we here have it simple growth but about to walk into another 2-day deep dive with another cleaning company this week finish up number day two walking into another on next week where we literally sit knee to knee with cleaning industry professionals they’re absolutely successful breaking that million mark and beyond and they’re just standardizing and refining their estimating system with some of these processes I’m talking about. If you’re looking to do it yourself this is the way that we find for success to create a predictable system it can be delegated and then go in and get some data five to six months later and confirm your assumptions on your production rates and it’s giving an accountability with your cleaning teams it’s gonna have your budgeted maid hours or man-hours I’m gonna steal that quote from the awesome team we have up here working with us today I love that term maid hours which is just awesome so it’s something we’re gonna borrow with their permission but any questions comes how to create a standardized pricing system for your cleaning company inside a CRM please drop your questions live right now or on the recorded version I’ll take a look at it. I’m about to hop back in the hotel here from day number two and it’s just been pretty amazing that we could take a business like the one we’re working with today and within two days they have a brand new Service Autopilot instance have never used Service Autopilot before and by the time they walk out of here 16 hours later our team has been able to set up the whole entire Service Autopilot, estimate descriptions, the whole entire estimate workflow production, rate based estimating we we worked through all the pricing with him made sure it was set up properly in the system, all their lead source tracking website estimate request we learned how to handle loss estimates won estimates how to schedule all the main types of estimates so a one-time recurring waiting list and then we went into routing scheduling and invoicing and then how to set up monthly installments or contracts if it was applicable so if this is something you’re just drop me a line but basically I want to make a video just highlighting the importance of taking a day or two away from your business especially in your cleaning business and just really refining those numbers defining your service offerings in making a concrete predictable offering that can be delegated. Comments or questions drop them below I’m gonna hop back in and get back into it for another 8 hours of finalizing- just a really standardized cleaning scenario for that for this business that I can’t wait to see at the end of 8 hours what it looks like but it’s right now 8 hours and it looks pretty awesome. We’ll see you later on Facebook and check us out at SA weekly talk show going to be coming up again next week on the service autopilot Facebook page.