CO2 2019 | Blair Matthews | Modernizing Your Services
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This document discusses modernizing services to increase profits and customer satisfaction. It recommends consolidating trips to service the same customer for the same issue into one trip instead of two trips to save on costs and increase gross profits. For example, servicing a customer in one trip for $125 instead of two trips at $150 total. This could allow reallocating resources to other areas of the business and keeping schedules on track while providing happier customers. Standardizing, communicating and getting clear on the business are also recommended to drive innovation.
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This document summarizes a discussion on the COVID impact and future outlook for the pest control industry. It notes that while the overall US market declined 1-2% in 2020, the residential segment grew 2-3% as people spent more time at home. The industry is forecast to rebound in 2021 with 6-7% growth above typical levels. Key strengths of the pest control industry include an aging population, increased pest activity, and its ability to provide additional services to customers. The analyst expects M&A activity and valuations in the industry to increase after pausing in 2020, favoring companies with attributes like recurring revenue and high employee/customer retention.
CO2 2019 | Angela Hieronimus | Generation Z - The New Entry Level
This document discusses Generation Z and their impact on the workforce. Generation Z, born between 1996-2010, will make up 36% of the workforce by 2020. They are the most ethnically diverse generation and more are pursuing college than previous generations. To attract and retain Gen Z employees, businesses will need to change their recruiting and retention strategies. This includes using mobile-friendly applications, quick response times, developing a strong brand, offering career paths and competitive pay that appeals to Gen Z's strengths as entrepreneurs, tech experts and people managers.
CO2 2019 | Brad Leahy | Developing Your Employer Brand
Our company's vision is to create a sustainable work culture with work-life balance and growth for employees. Our values are to build a legacy through excellent service, loyalty, accountability, dedication, and positivity. Developing an employer brand is important for retention, recruiting, employee happiness, and profits. It requires starting with your company's purpose, creating values, and collaboratively planning a vision.
CO2 2019 | Dr. Hamilton Allen | Modern Employee Onboarding
This document discusses modern employee onboarding practices. It begins with an introduction by Dr. Hamilton Allen on the importance of onboarding. The document then defines employee onboarding as the process through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members. It notes that effective onboarding can increase employee productivity, morale, customer satisfaction, and retention while decreasing costs. Specifically, onboarding is shown to increase employee productivity by 54% and retention by 50%, saving organizations around $18,000 per retained employee. The document then poses questions to help identify areas for improvement in the reader's own organization's onboarding processes and discusses best practices that could be implemented.
CO2 2019 | Joel Miller | Developing Leaders Within Your Team
This document discusses developing leaders within a team. It begins with background on the author and his company, Miller Pest & Termite, which he took over without systems or processes. To build the leadership team, they implemented several changes: they introduced systems, tools, and training using EOS and regular reviews and meetings. They also restructured pay to promote growth and ensured their org chart provided a clear path for employees. By putting the right people in the right roles using assessments and tests, and ongoing development of skills, they increased their annual revenue from $375k to $2 million.
CO2 2019 | Marybeth Hall | Diversifying Your Applicant Pool
This document discusses strategies for diversifying an applicant pool and reducing bias in hiring. It notes that with unemployment at historically low levels, recruiters should be more open-minded and selective in considering talent from a variety of backgrounds. Unconscious biases can negatively impact hiring if not addressed. The document provides examples of conscious and unconscious biases and encourages recruiters to challenge assumptions about the "perfect candidate" or perceptions of job hopping that may screen out qualified individuals. It suggests evaluating current high performers for unintended biases and using technology to attract more diverse applicants.
CO2 2019 | Sharon Roebuck | Building A Retention-Focused Culture
Sharon Roebuck discusses building a retention-focused culture at Eastside Exterminators. She emphasizes that culture starts at the top and is defined by core values such as commitment and integrity. A retention-focused culture involves hiring and developing the right people, setting clear expectations, providing career growth opportunities, measuring performance, and celebrating both work and personal accomplishments to foster strong relationships and engagement.
CO2 2019 | Sarah Verlinger | Understanding the Applicant Journey
Triangle Pest Control provides an overview of their applicant journey process which includes recruiting top candidates through detailed job postings and positive employer reviews, extending competitive benefits, a thorough hiring process with multiple interviews and assessments, ensuring new hires feel welcomed on their first day through orientation, and maintaining employee satisfaction through continuous appreciation programs like recognition awards and fun team building activities.
CO2 2019 | Donnie Shelton | Build Your Team - Kickoff Day 2
This document discusses generational differences and trends in the workforce. It notes that younger generations are less interested in blue-collar work and are time-poor. It also mentions challenges in industries like construction and agriculture relying on undocumented immigrant labor. The document questions whether the current labor force and productivity can sustain economic growth.
CO2 2019 | Denise Trad-Wartan | Driving Brand Awareness
This document discusses the importance of building a strong company culture and brand. It emphasizes that company culture, defined by shared values and leadership, shapes employee behavior and the customer experience. This directly impacts the company's reputation. When culture and values are clearly defined and consistently communicated, it leads to higher employee retention, productivity and sales. Measuring adherence to values is key to accountability and high performance. The branding and marketing should reflect and reinforce the cultural values to potential customers.
CO2 2019 | Tom Jarzynka | Building a Better Added-Value Business Model
Tom Jarzynka discusses building a better "added-value" business model for pest prevention services. He outlines Massey Services' approach of providing pest prevention through a customized environmental management program that eliminates conditions, avenues, and sources of pest infestation, rather than just routine pesticide applications. The presentation details Massey's pest prevention program, which involves inspecting areas of concern, understanding customer expectations, and detailing how the program will eliminate issues and what treatments will occur. It also discusses the roles of the sales inspector and technician in selling and delivering the program.
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CO2 2019 | Blair Matthews | Modernizing Your Services
- 1. Modernizing Your Services Blair Matthews, Head of Sales & Marketing American Turf & Tree Care • Greeley, CO W O R K S H O P
- 6. We innovate Today for a Better Tomorrow
- 7. “Innovation distinguishes between a leader and a follower” -Steve Jobs
- 12. Cost per Trip = $30 2 trips to produce $150 - $60 (total costs) = $90 gross profit (to service the same customer for the same issue) 1 trip to produce $125 - $30 cost per trip = $95 gross profit Or
- 13. 15 stops per day = $450 cost X (8 Days) $3600 total savings @ 10% profit margin? equivalent of $36,000 in new sales
- 14. Reallocate our human resource Stay on schedule in other areas of the business Last Happier Customers! Means
- 18. Liquid aeration Core Aeration 1 Gross Profit 2 Customers 3 # of aerators 2.1 X 2.15 X Priceless!!!! 👍 👍 👍
- 21. GET CLEAR
- 22. Who You Are & What You Do
- 25. WHY
- 26. Safety • Precision • Efficiency Time vs. Money • Profitability
- 27. HOW
- 28. WHAT
- 29. Your BIGGEST Headaches? Rescheduling • Hiring . Weather
- 30. WHEN