Mobile Car Wash Sample Contracts

Writen by Lance Winslow

Many mobile car wash owners believe that when they get started they need lots of contracts with companies, buildings and property managers to get exclusivity to wash cars. And it would be smart to have several such contracts drawn up when they are asked for. More importantly you will need a copy of your Liability Insurance Policy. Here is a re-occurring question I keep getting from those who wish to start their own mobile car wash business; "Do you have a sample agreement or contract with office buildings to provide your car washing service there?"

The answer to this question is yes all large mobile car wash companies have many different types of agreements but not necessarily with office buildings. If you are looking to service large parking structures, often you will be making the deal is with the parking garage service, not the building although you must keep the building maintenance and security folks happy too.

Generally a parking service company has the right to run the parking garage and is in charge and you would be put under their control. Thus in a large office building you will find this more often than not. In the case of large office complexes you most likely will be dealing with the property management company and need their permission and thus you will need to have a meeting with them, show them you insurance and perhaps do a couple sample washes. Do not be surprised if someone is already servicing the building weekly, as mobile car washing is a highly competitive business. If you stay in touch you may eventually get the account if the current mobile washers mess up, go off to college or have employee problems as they expand because they bit off more than they could chew. Think on this.

Lance Winslow

Sales Management And Crm Digging Into The Memory

Writen by Hans Bool

...An important step in organizing CRM based sales management was to build up or gather this (central) memory so everybody could use it… The memory started to be an issue.

From every part of the organization, different client addresses and different product history -- some clients bought product X with one sales unit and product Y at another office –- were gathered.

The problem of distributed client data became visible when CRM started to be a topic. In order to manage relations, you first need to figure out the history of the client relations. Do we know this client, what has he or she bought, and most of all – mining in the data -- what is the client behavior? Does this client belong to a certain group and can we benefit from knowing this? So, one of the challenges of CRM was thus to bring forward an overview of a client, gathering the different transactions made in different product systems.

Now that you have this central memory, you can analyze client behavior. What do they buy and when, what are cross-selling opportunities and most of all, are there groups of clients to establish? And how does the individual client within a group buys.

In investment management you have different profiles. Some private investor will trade on a monthly bases, others trade actively and again some other group will follow the advice of a guru. The trade frequency various over the different groups.

CRM is more than sales management about offering different approaches just because you have learned –- from your client history –- that different clients have different preferences. Where sales management is about having one product and searching for clients to buy it, CRM is about having client groups and behavior and adapt your offerings in a way that it best fits these needs

Having an available client history is one requirement. The rest is just digging into this collective memory and understand what profitable client groups are.

These new knowledge or requirements should be channeled to the sales agents in the front-office. If they are no longer to be sold product only, they should receive tips and leads. And with this a new client history will be made. Refreshing the (central) memory.

© 2006 Hans Bool

Hans Bool is the founder of Astor White a traditional management consulting company that offers online management advice. Astor Online solves issues in hours what normally would take days. You can apply for a free demo account

How To Double Your Sales Appointments In Half The Time Part 1

Writen by Jeff Hardesty

Sales organizations live by growth. And Sales Growth is measured by sales revenue. If you want to know how to increase sales revenue…there are only three ways to do it:

1. Increase the number of new sales

2. Increase the amount per sale

3. Increase the frequency of sales per account

If you look at the first step in increasing our revenue, you see it involves finding new sales. How do we do that? We set more appointments. In other words, you must start your sales process more often over a week, month and year.

Now you can do that one of two ways. You can call on more people or you can convert more initial conversations to appointments. The second is the only way to do it without killing yourself. And that is the focus of this workshop.

Before we get into that I want to go over a very simple (but very important) mathematical fact with you.

Here it is.

When you double your new appointments set, you double your revenue. (Regardless of your Closing ratio)

Now that sounds so simple. And it is. And right now you're probably asking yourself something like…Ok, Jeff, if it's that simple, why doesn't everybody just do it then? Or, "Hey! I only have so many hours in the day…if I double my appointments, I would have to double all of my work."

Not so fast. Obviously, I wouldn't have much of a career in this business if all I had to say to you was…"If you work twice as hard or put in twice the number of hours, you'll make twice as much money." No. What I'm talking about is a proven way for you to actually work less by wasting a lot less time, but STILL having twice the number of appointments to show for it. Less time…more Results.

What I'm referring to is 'Skill-set' improvement. That's right. Because it's our skills (or lack thereof) that keeps us grinding it out day in day out. It's the lack of effective skills that keeps you ineffectively busy, less productive and earning far below your potential.

Bottom line; Most of the sales people are just not good enough at setting appointments. And there's no reason for it. Because, it's just not that hard to do if you just learn a few PROVEN techniques.

Look. The main reason we're not so good at "appointment setting" is because we don't identify and isolate the action of communicating to achieve a face-to-face appointment for initiating a sales process. (Or what I prefer to call the prospect education process).

That means you have to isolate it and treat it as a separate (but essential) part of your recipe for success. You have to dissect it like a surgeon. You have to analyze every component of it. You have to assign Powerful Routines to each possible scenario. Then you have to systematically train to a process so you operationally outperform your peers and your competitors.

In essence, you must be willing to raise your right hand and "swear" to become a "Master of Prospecting." You must make this commitment and follow through before you go on to commit to anything else.

You need to observe this act of communication as your first (and most important) core competency.

Face it. Without mastering the basics, you'll always be lost. And you'll never become very effective or efficient. If you were comparing selling to golf, setting appointments would be like hitting it off the tee. And if you can't consistently hit it "straight and long" off the tee, you can't play. And you certainly can't win!

Here is a foreign term to most sales people.

What is a "Conversation-to-Appointment Ratio?"

You know, I've been acquainted with a lot of sales organizations over the years, and not one of them has ever identified as an essential competency, promoted as, trained to, and measured this critical performance indicator called a "Conversation-to-Appointment Ratio." Well, just because no one does, doesn't make it right, does it?

So why is it important, you ask? Good question; and one worth going into.

It's quite simple. The Achilles Heel of most sales organizations is not creating enough new opportunities on a routine basis. And that leads to 3 bad things; not meeting revenue objectives, not ramping a new-hire to Quota in a Pre-determined amount of time and unnecessary sales employee turnover due to low appointment activity.

All have 'Hard Dollar' consequences. The first one you leave on the table, and the next two go down the drain, never to be recovered.

Here is a hypothetical question. Let's say you're starting up a sales division for the new Widget Company. The objective for the direct sales force is to promote your widgets to small and medium-size businesses. You have a limited budget for marketing, so you have to rely on the fundamentals of "good ole" Sales 101 for your first year's revenue results. You must commit to becoming proficient at operational effectiveness, or basic "Blocking and Tackling."

One of your first objectives is to retain a qualified sales team of 100 reps in ten cities.

You decide to go to a headhunter to speed things a long. Mike contacts you representing the ABC Recruiting Company, and offers to provide you with qualified candidates. He gives you two choices:

- A pool of candidates with 90% Closing ratios (The expensive package)

- A pool of candidates with a 65% Conversation-to-appointment ratio (The less expensive package)

The offer is one or the other, not a mix of both. Which would you choose?

If you picked the first group, you're in for a risky ride. Because no matter how good a closer you hire - you can't close someone that you're not in front of. Remember, you have no monies budgeted for creating customers through traditional marketing efforts. If this doesn't seem realistic or attractive, you may want to consider the second group.

In the second group, getting in front of the appropriate target prospect is a skill set that comes along with the package. Now based on your metrics - all you have to understand is how many appointments are needed each week to get to your monthly revenue goals. Then you just chunk that number into smaller daily goals. Now you have some accurate, dependable forecasting on your hands. Data you can depend on. And as long as you educate your people on just how you arrived at your first activity number, (it does change), they will be able to believe in it and accomplish it.

Let's summarize for a moment.

You may have the best service in the world. You may have the best widget in its category, hands down. It may have the best price and the best guarantee in the world. But if you can't physically get in front of your targeted business prospects, you just don't have the "Right to Win" in this highly competitive marketplace called business to business sales.

Jeff Hardesty is President of JDH Group, Inc. and the Developer of the X2 Sales System®, a blended training system that teaches sales professionals the competency of setting C-level business appointments. Jeff can be reached at jeff@convertmoresales.com.

Calculate your sales team's 'Sales Performance Competencies' here: http://convertmoresales.com/marketing_blitz.php

Submit your numbers for a complimentary 30-minute performance consultation with Jeff Hardesty: http://convertmoresales.com/roi_survey.php

Backtoschool List 10 Tips For Trade Shows

Writen by Julia O'Connor

There's a new year beginning now - the school year. Whether you have children attending for the first time or finishing university, it's always hectic to get into the back-to-school routine. And, if you don't have school in your family, there might be your own remembrance of the excitement of starting afresh and learning something new.

This is a great time to review your trade show program in the same way you prepare for school.

Pick Your School = Industry

It's a business school question - Are you a railroad or a transportation company? In other words, what business are you in? If you consider your industry a railroad, you will be concerned with rolling stock, laying track and logistics. If you consider your industry to be transportation, you will consider the railroad as a method of transportation - the same principles apply whether you run rail cars or airplanes. There's a engine, a carrier compartment, and now most importantly, customer focus. Railroads have to lay track, airlines have to have airfields, so there's difficulty in physically moving to meet customer demand. But railroads adapted by allowing piggybacking - truck trailers on flatbed rail cars. Airlines serve more markets with the hub and spoke system. You should look deeply into your own industry and determine customer focus for the next 12 weeks and 12 months.

Pick Your Classes = Shows

While your firm is part of an Industry, in times of slowing business there are two avenues you can take to garner more sales. One is to hunker down and bore deeply into your niche, the other is to expand into other industries. In both cases, you may want to look at trade shows beyond the ones you have on your current docket. For example, if going deeper into your industry niche, you can consider local or regional shows, international expos, or shows which focus on discrete research in your niche allowing you an intellectual advantage. If expanding into other industries, you have a wide range of choices but the advice is to research, research, research before investing.

Pick Your Teachers = Find the Best for You

Not all executives of Fortune 500 companies went to an Ivy League or MIT caliber school, but considering the vast number of colleges and universities, a disproportionate number of these executives are graduates of the elite universities. Translated to trade shows, that means you should align yourself with well regarded shows, organizers attuned to forward thinking, and professional organization and management.

Pick Your Major = Marketing Message

When you declare a major, it's your intention to complete the requirements and pursue a career in that field. People remember that you started off in theatre, switched to psychology, graduated in medieval history and then became a salesman. At a trade show, you don't get a second chance to change your marketing message. All the promotion before the show, the exhibit and goodies need to revolve around The Message. In essence, a trade show is not the time to change majors, confuse people and say "I really don't know what I'm doing here."

Pick Your Books = Marketing Tools

A trade show is not an isolated marketing event but a continuum of your marketing efforts, so you won't be limited to books. Along the way, your marketing tools are selected for the best impact on the right people, whether you use print, video or the Internet. Once you understand the demographics of your audience, you use the right medium for the message. For example, a firm with a high-tech operation will expect to see detailed information about your firm on your web site - it's the first place they will look A low-tech firm will expect print materials and detailed manuals. And, yes, there are still people who don't have computers, don't like computers and will never use the electronic goodies in your life as appreciatively as you do.

Pick Your Clothes = Exhibit

We always want to look our best. Just as your clothes are a representation of your personality, your position in a firm and your sense of style (how you view yourself), so too is your exhibit a representation of your company. It's the first physical impression many people have of your firm. It tells attendees at a glance if you're an ordinary company or a daring one. If you are high fashion (which may mean expensive and faddish) or if your firm has strong traditional roots. People absorb not only the color and the design of your exhibit but the language of the signage and the image of your graphics. They look at the presentation of the information you have available - whether it's simple brochures or high tech interactives. And they judge you both in a overall sense and by subconsciously picking apart those segments which they either strongly like or dislike.

Pick Your Friends = Staff

You can't always play with your buddies, but you do want to be in a group which balances strengths and weaknesses to get the job done. Selection of the right trade show staff is the most important factor in the success of a trade show. If your exhibit is an award winner design but your staff is bored, can't answer attendee's questions or is boorish, most people will walk away. Time is too short for the attendee to teach your staff proper trade show etiquette and sales techniques.

Stand Up to Playground Bullies = Pick Your Battles

During the trade show process, there will be times when you think something isn't fair, or is too expensive or really inconveniences you. Sometimes, it's because you don't understand the contracts and the flow of how a trade show is put together. When in doubt, just ask for an explanation. You don't have to take "That's the way it is..." for an answer. Find the top level of authority and make your concerns known. A losing battle for the current show includes contracts signed which obligate you to use certain labor pools at certain rates. You can make your views know for next year, but this year it is in stone. On the other hand, if you find a competitor next to you (this happens very rarely as show management is very conscious of this potential squabble), ask that one of you be moved. Make sure your complaints are legitimate. When you pick the right battles, you should win. Otherwise, you're just a whiner or a gossip.

Pick Your Sports = Extracurricular Activities

Trade shows are seldom just a time to set up an exhibit, showcase your products, and leave. Increasingly, trade shows are bracketed by educational sessions, social events, informal networking time and fund-raising. Golf and tennistournaments are becoming fashionable either as a fund-raiser or just social time. Firms will entertain clients during the non-show hours by utilizing a hotel Hospitality Suite or an off-site venue. It's easy to overload your calendar, overfill your glass and plate and think your only job is to have a good time. Wrong! You are your company's representative, so whatever behavior you demonstrate is what people perceive as acceptable by your company. It's best to be on your best behavior.

Pack Your Lunch = Take Care of Yourself

When you're on the road, it's easy to fall into the grab-a-bite routine as you rush through the airport. Or the I-deserve-this- dessert syndrome as you dine alone waiting for the next plane. Too much sugar, too much booze and too much stress take their toll whether you're going to or coming from a show. Experienced business travelers have these words of wisdom -

* Listen to your normal body clock as much possible

* Acknowledge when you need rest

* Drink lots of water and fluids

* Don't drink alcohol when flying

* Maintain an exercise routine, even if it's just walking around the airport

* Wear stylish and comfortable clothes - don't look like you just came from the gym. You will be more quickly accepted and get better service when you dress professionally

* Pack lightly. There are no naked people where you're going - there's always a store

* Have an emergency kit with you. Whether you have a headache, you arrive at the hotel past room service hours, or you feel lonely, take care of yourself. You should take a medicine kit, pocket knife, small flash light, snacks, extra ID and pictures of the family.

Going to school for the first time is scary but then it becomes routine. Keep a little bit of that first-time fear in your trade show routine. It will make you more aware of your surroundings and opportunities.

Julia O'Connor - Speaker, Author, Consultant - writes about practical aspects of trade shows. As president of Trade Show Training, inc,, now celebrating its 10th year, she works with companies in a variety of industries to improve their bottom line and marketing opportunities at trade shows.

Julia is an expert in the psychology of the trade show environment and uses this expertise in sales training and management seminars.

sales management

sales management