6.26.19 – SSI – Ron Bowden
Explore how you can get each of your departments focused on increasing the RMR that keeps your company running.
Two key phases that will always ring true: “Nothing happens until a sale is made” and “Everyone is a salesperson.” We all know and expect the person who has the title of “salesperson” understands the responsibilities of their job is to bring in new sales and increased RMR. What about the rest of your team?
The normal nomenclature of the typical security company is — administrative, sales, installation and service. All these areas depend upon each other for the overall good of your company; however, if you were to ask anyone other than an actual salesperson if their job includes sales, I’m willing to bet you will get a resounding “No.”
That’s how I see the survival and prosperity of independent alarm dealers. Each department must be focused on increasing the fuel, or RMR, that keeps your company running. Let’s explore how.
Administrative Department
In most cases, this is the first person a prospect or customer encounters; your “director of first impressions.” They have immediate and lasting impact on how your customers will feel about your company. Their actions, demeanor and tone over the phone and in person let your prospects or customers know that they are not an inconvenience but an opportunity, and their requests, issues or questions are not only important, but will also be addressed.
Having a “happy to serve you” attitude creates a sense of goodwill with a customer and can go a long way in reducing attrition and preventing cancellations — which also protects your RMR. Your admin team can also work on upselling and making more loyal customers. When speaking with a long-time customer who has an older system, have them ask if it would be OK to have one of your representatives to stop by to review, or test their system with a tech, and show them all of the new “cool stuff ” you have available. This is also a great time to work with the customer on a new agreement.
Their time to flex their sales muscles starts once you have someone out at the home for the upgrade, review, or install their system. Regardless of how proficient the salesperson is, because they are a salesperson some people will always have a natural skepticism or resistance to them. However, once the installer arrives on the job, the pressure regarding the decision to buy is over. The first thing an installer can do is to show up on time, professionally dressed, in a clean, well-organized van or truck — that tells the customer their time and money is important to you.
Teach your installers to engage the customer during a preinstallation walkthrough and point out any areas of improvement or omissions in the system they are purchasing. In many cases this gives your installer an opportunity to sell additional equipment and/or services. The additional information will be well received by the customer because in their eyes the installer is not a threat, but someone who has their best interest at heart.
Service Technicians
Much like your installer, your service techs should be on time, professionally dressed, and well organized. This is important because no one likes to have a service call, which means your service tech may already be operating at a disadvantage with your customer. Once the repairs have been completed, your techs should take the time to test the entire system with the customer, review all the functions and operations of the system, and — again — let them know about all your cool new offerings.
Never underestimate the power of shiny new interactive services, mPERS applications, and video services. Something as simple as a new keyfob suggested by your service tech may be just the thing to keep existing customers happy. Once the installation or service call is completed, make sure your employees know to clean up after themselves. It shows your customer that you respect them and their home in addition to their time and business. When your customer is happy and pleased with your service and installation, it’s the time to ask them for a referral. The worst they can do is tell you no.
Next, keep a sales board or spreadsheet that tracks how each member of the non-sales team has increased sales and RMR. Make it a competition and compensate your employees accordingly.
There’s a general rule of thumb: if you are not prepared to reward someone for something, don’t expect to get it — whatever that is. Rewarding employees for helping to grow your company not only builds loyalty, it also creates enthusiastic salespeople.
RON BOWDEN
Ron Bowden is Director of Sales & Dealer Development at UCC, with 35+ years in the security industry in a variety of roles.