NHT Day 10 03 Escalation
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Well, good afternoon, everybody.
Welcome to our module
on Escalation
of Commercial Facilities.
My name is Tim Meyers
and we're going to take a look
at escalation today, all right.
And sometimes when you're doing
your services
with certain clients,
things don't always go
as well as you would like.
So we have to take a look
at what do you do
when the customer
is not really doing
what you need them to do.
So we're going to start
to solve a little video clip.
And it's a silent,
it's not a talkie,
and then I'm going to ask you
a couple of questions.
So let's take a look at this
and then I'll see
what you think.
Let's check it out.
Bait stations
are an important tool
in rodent control programs.
Monitor baits provide a way
to keep an eye
on rodent activity
in and around your establishment
and can help determine
if treated baits are necessary.
Bait stations are located
on the exterior of the building
and are typically spaced
50 to 100 feet apart.
Your Orkin commercial
pest specialist
will inspect these stations
for tampered baits,
checking the baits thoroughly
for any signs
of rodent activity.
Your pest specialist
will regularly check
and replace baits as needed.
An ongoing bait program can help
minimize rodent activity
around your building.
Okay, so you saw
the little video clip,
I have a question to ask you,
and let's take a look at it.
Okay.
All right,
this is not advancing,
hold on a second,
let's try.
There's a little technical
difficulty here.
I think it's frozen on this.
Okay, never mind.
I see.
Okay, question for you.
Let's get a couple of chats
on this.
What is the specialist
doing in the video?
What is the specialist
doing in the video?
Let's get a couple
of comments on that.
So what did you see
the specialist
doing in the video?
Okay, cleaning the bait,
replacing the bait.
Oh, let' see here.
They're going so fast,
I can't read them.
Setting up the bait station,
checking for activity.
All right,
checking the bait station.
Okay, servicing the bait box,
punching the card.
Okay, let me ask you a question.
Let's take a look
at the next question.
Okay, what was the...
We said they're checking
the bait stations
but let's take a look
at the next one here.
What was not happening
in this video?
So what is the specialist
not doing in the video?
Let's get a couple
of thoughts on that.
You know,
what was not happening?
Okay, not looking around,
all right, not recording.
What else was not
happening here?
Okay, looking at the areas,
okay, yeah, not looking
at the surrounding area,
all right.
He was not dating
or recording the days,
not inspecting.
Yes.
Not wearing gloves, I like it.
Didn't scan the station.
Yeah, the point that you might
want to make sure
you get out of this
is basically that,
okay, what was not happening
was we weren't getting
an inspection here, all right.
They're just kind of going
through the process of...
They're just looking
at the station
not really paying attention
to anything else
as they do that.
Now one of the things
you have to understand
is your customers are not paying
for us to come out,
you know, for 40 minutes
every other week
just to come out
and check bait stations.
That's not really
what they're paying us for,
you know, so sometimes
it's easy to become complacent,
so to speak,
though they were
just figuring out,
doing the same old,
same old, again,
you know, 16, 18 stops a day,
and this is what's happening
with that.
And we've got to make sure
we don't get
into that mentality.
When we go out
to all of our customers,
we have to always do
a good thorough inspection
with that, okay?
All right, can you
put that back up?
Or rather let me see if I can
back this thing up in a minute.
Okay, I'm having a problem
with the slides
because I can't see
what the next one's
supposed to be.
So that's why we get some of
the bumbling and fumbling here,
all right.
Okay, so what was the specialist
not seeing in the video?
I'll go to the next one, okay.
They are not doing
in the video, okay,
they were not looking
at anything else
as they go
beyond the bait stations.
All right, so you know,
we got to make sure
that we don't fall
into that trap,
you know,
you're a pest specialist,
you're a problem solver.
And the bottom line is that
these customers we have,
our commercial customers,
they're paying us
to be the best,
okay, they're paying us
to be the best.
So our perception of our job
needs to shift
from what we think we're doing
to what they expect us to do.
All right, so, you know, not,
"Hey, my job is to go out,
check the station,
just kind of look around,
see what's going on, that's it."
No, my job is to make sure
I keep my customer pest free,
so it doesn't impact
their business in any way.
So if I have a restaurant,
if I have a hotel,
if I have a hospital, you know,
there is no impact
from what I'm doing to service
that property, all right.
So with that being said,
let's take a look here
at what do you think
some things would be
that you should be
looking for, all right.
It's killing me, Stormy,
I can't see these slides.
Okay, so what should we be
looking for...
When we're out there
doing that service every time?
What should we be looking for?
Okay, other pest conditions
conducive, points of entry, yes,
you know, buildings change
all the time.
Okay, possible entry points,
test entry points.
Okay, new issues.
Yeah, you guys got it, man,
you got it down exactly.
I mean, you know,
that's what they're paying us
for,
not just come out
and check, you know,
20 bait stations
and call it a day.
Let's make sure
we do the right thing.
So, you know, you've got,
probably, all them
on my list here.
So yeah, we should be
looking for signs of pests,
we got that conditions
conducive, we got that,
we should be looking
for sanitation issues
'cause that's one of
the biggest problems they have
is with sanitation.
Any kind of structural problems
such as, you know, gaps,
holes, entry ways in,
and make sure
that we get that done,
all right.
So it's really the bottom line
with our service
is our service perception
comes from the customer
not from us.
So we've got to make sure
we locate any kind of
new conditions conducive.
We got to make sure we document
exactly what we see
and what we find,
we need to make sure that
we bring that
to the customer's attention
especially the things
they need to fix.
So if I had to take somebody out
and show them here's some areas,
ways for pests to get in,
then that's what
I'm going to do.
I'm going to take action out
that actually shows them
what's going on with that, okay.
So the end result is that we get
effective service
'cause you know what,
if I don't get
effective service,
guess what I'm going to do?
I'm probably gonna get
somebody else, all right.
So if I'm not getting
the service that I want,
I'm gonna probably get
somebody else.
Now that kind of gets us
into the next thing.
So if you find a problem,
why do you document it?
Why do you document it?
Why do we document these issues?
Okay, a reference point
so you have a record.
Can track in the program.
Customer knows what's going on.
CYA, yes, that's very big.
So you can remember
to make the customer aware.
Yeah, all good stuff.
All right, you know,
the bottom line
is if you don't document it,
it didn't happen, all right.
So confirms what you saw
that particular day.
All right, it confirms
when you saw it,
'cause you're gonna document it
on the service ticket obviously
so that has a date on it.
It confirms you communicated it
in writing to the customer
'cause they're gonna get
a copy of that document as well.
So it confirms that too.
So, you know,
we got to make sure
that we document because, again,
if it's not written down,
it didn't happen.
Okay, you know, then you get
into he said, she said, and,
you know, I told you about this,
no, you didn't,
you never mentioned
I needed to fix that,
you never told me
about the sanitation problem.
If it's all documented,
written down,
it's not a problem.
Now with that being said,
now I've got another question
for you then.
And I like that Daniel,
for future tax
and also to cover yourself.
Okay, what items do you think
you should document?
So I'm going to document here
what items
should I be documenting?
Let's get a couple of chats
on that.
What items are we going
to be documenting?
Okay, everything
we did, all right.
So any kind of servicing
that you did,
any new or recurring issues,
pesticides used, what you saw.
Okay, what you did.
Okay, good, good responses,
activity, sanitation.
Let's take a look here,
you guys got them all.
I mean, it's a sharp group
obviously, you know.
It's my first opportunity
to work with you but,
yeah, we got to document,
you know,
what live pest did we see,
or did we not see any pest,
we just found signs of,
you know, maybe
it was roach droppings,
maybe it was rat droppings,
maybe hair, maybe rub marks,
any conditions conducive,
any ways that we think
the pest might be sneaking
into the structure,
we'll get into that.
Sanitation issues are huge.
We have to make sure
we document those and,
you know, did we find
any damaged product as well.
Now obviously, you know,
we document these things
on the service ticket,
that's really the whole idea,
that's why you have one.
Okay, so we want to make sure
that we do document it
on the service ticket,
and this is a floor
level up here,
maybe the initial
first time service
you might put it on there.
But you're PCOSR is really
what you're going
to put this on.
All right, so you know,
that's the bottom line is
if you didn't
document this stuff,
then you have not done your job.
Okay, as of yet,
you have not done your job.
So keep that in mind
and make sure
that you do that and,
you know, again, you know,
we document things
on service tickets,
we can do it on the floor level,
we can do it
on a handheld device.
Your photos, sometimes it's good
to take pictures
that you can actually
show the client
what's going on with that.
And let me just say something
about the pictures.
In fact, let me put
a poll question
out here for you.
How many of you take photographs
when you go to do your services?
How many of you go,
yes, I do, Tim, no, I don't.
Okay, looks like a lot of you,
all right, very good.
Make sure you get permission
to take them.
You know, if you're in a food
processing plant,
you know, some businesses
are very leery
about somebody taking pictures
and they might fall
in the hands of a competitor.
So always ask for permission
to do that,
let them know you're just taking
pictures of things
that could be problematic
that you want to be able
to point out to them
and do it that way.
All right, now your job
also doesn't end
with the documentation,
all right.
You know, I got
to make sure that,
and I hope you're all building
this relationship
with your prospects
that this is a partnership,
all right.
We need them strictly
for the sanitation issues,
for exclusionary problems,
okay, we need them,
you know,
to keep the place cleaned up.
So, you know,
it's one of those things
that we have to make sure
that they understand
how important their role is
and make sure that
they understand that
for this whole servicing
to be successful,
we've got to work together.
So you want to show them
what you did,
you want to tell them
what they need to do,
and then you want to document it
so you can go back
and find out whether they've
adhered to it or not.
You know, a lot of times,
our customers seem to think
that if there are pests,
it's really our problem.
You know, "I'm paying you guys
all this money
to take care of this.
I mean, what's this all about?
You know, why have I got
to do anything?"
You know, that type of,
kind of mentality, so to speak.
So it's one of those
things that,
you know, we need to make
sure the customer understands,
they need to be part
of the solution, all right.
It works, but to keep
their business pest free,
we can't do that
without them, all right.
And sometimes it doesn't work.
Sometimes people don't want
to do those kinds of things.
So if we show the customer
the conditions,
we show them how they can take
care of some of these problems,
and then we basically
document that,
we're creating this paper trail
to make sure
that things get done
because you're gonna see
a little bit later here,
sometimes they don't get done.
And then who's gonna
get blamed for that.
So if I ask you to do something
for me
to help with your pest control,
okay, if they don't do it,
who's getting blamed?
Go ahead and answer that
with yes for them, no for us,
on this poll question.
So who's going to get blamed
on this deal?
Yeah, they're not going to take
the rap, guaranteed,
as you can all see, all right.
They're not going to
take the rap, you are.
It's your fault, you didn't
get it done, all right.
So you know,
there's a couple of questions
you always want to ask yourself.
All right, couple of questions
you always want to ask yourself.
Okay, the first one is,
did I tell the right person?
Did I tell the right person?
The second one is,
when did I report it?
The third question is,
did I communicate it
in the best manner possible?
All right, now these
are the three questions,
let's take a look
a little bit more in detail
l at each one.
So let's start out
with the first question,
did I tell the right person,
all right.
And couple things
to keep in mind with that
is sometimes people are not
always listening to you.
You know, the manager on duty
or your contact person
may not communicate
to the boss
what you showed them,
maybe they don't do that
'cause they don't want
to get in trouble, all right,
or maybe they forget about it
'cause they've got other things
going on in their life
other than worrying about
pest control.
You know, the maintenance person
you're telling,
maybe the maintenance supervisor
may not tell their boss
that they're not
doing the things
that you pointed out to them,
'cause obviously,
they don't want to take
the heat for that, all right.
So, you know,
we got to make sure,
you know, obviously,
the maintenance person
doesn't want to get
into any kind of conflict
with their boss.
So make sure you're telling
the right person,
you know,
make sure you're clear,
particularly if you're new,
you know,
who is the right person
to be telling
and is there is a back up person
if they're not there,
kind of a fallback position,
so that you can do that.
Now the second question
then became basically,
you know, when did you report
your findings?
So you just drop in
a service ticket
on somebody's desk
'cause you need to get going
to the next place.
You know,
and they're not even there,
or maybe you put it
on the manager's desk
but they're not really
the person that handles it,
or they're busy
doing something else
and they're not paying attention
to what you're trying
to tell them.
I mean there's all kinds of ways
this stuff happens, all right.
So they may not be fully aware
and understand the importance
or the significance
of what you're trying
to tell them.
So you've got to ask yourself,
okay, you know,
did I do at the end
of the service,
did I go get the person
and take them out
and about so that they could see
what was going on,
what did I do.
So that's the second question.
Then the third question,
okay, becomes nothing more than
did I communicate
in the right way,
did I communicate it in a way
that they understand.
You know, I can write
everything down I want
but if I can't
communicate it accurately
on the service ticket,
if I don't communicate it
in the pest sighting log right,
if I don't take pictures of it,
then the message
is not gonna get there.
So sometimes it's important
to take that contact person
to see the problem
in person, all right.
So, you know, it's not just
a matter of telling others,
it's like, can you take
a couple minutes
and come out with me,
I wanna just show you something.
Because sometimes what happens
is you're going to have managers
who basically
ignore your suggestions
because they've got other things
on their plate, and to them,
maybe you caught them
on a bad day,
maybe they just have
other concerns
that they're concerned about.
All right,
now with that being said,
now we look at those
three questions,
let's take a look
at our next one I have for you.
And that is okay, what happens
if the conditions
are not corrected?
So I point this stuff out,
I tell them
what needs to happen here,
and they're not corrected.
What's the impact of that?
I know some of you have
experienced this firsthand.
Okay, yes, Christopher,
you're going to get blamed.
Okay, the problem
could escalate,
could become worse, right?
Okay, you might have
to inform your manager.
Okay, the pest activity
increases,
now the person's upset,
now they want to
cancel the service.
Because isn't that amazing
that they don't do
what we need them to do
as part of this partnership
and then they want
to cancel the service
because we're not effective,
and that's part of that ongoing,
every visit you have
to really drive home
the point that they need
to be part of the equation
here, all right.
They need to be part of,
you know, doing the work,
you know, just like we're doing
our part of the work.
So we need to educate the folks
as well as document
and do it that way.
Okay, so with that being said...
Let me make sure
I get the right slide here.
Okay, here we go.
Okay, it's going to create
a negative image
for the customer and Orkin.
And of course,
we don't want that.
You know, yeah, we do these
extra services for no charge,
but guess what?
That takes your time up,
that costs the company money,
you know, obviously, you know,
it could end up as a result
where they'd just decide
they're going to cancel.
So it might cost us
the business.
Or if we have to do
an extra service,
we don't get paid for it.
And then, you know,
the real big thing
is that third bullet there.
If this is, you know,
a Region or National account,
that can impact lots of
other locations as well.
And then depending on
what the story is,
you know, basically,
this could become a news story.
The media thrives on this stuff.
They can't wait
to be able to tell the world
how somebody screwed up,
all right.
Do you ever notice
how the news
is kind of negative?
So keep that in mind.
So it becomes
a sticky situation from you,
'cause you're trying
to do everything you can,
they're not really
pulling their end of the load,
the problem is getting worse.
Now they want to cancel
or they want to
talk to your boss,
and now it becomes
a lose-lose for everybody.
So, you know,
it's one of those things that,
you know, sometimes
you're a little bit nervous
about bringing that kind of
thing up for that reason.
So what I'd like to do is I want
to show you a short video
of what can come out of
something like this
if we can't get the folks
to hold up their
end of the deal.
All right, so we're going
to take a look at this.
And watch closely.
Make sure I got the right video
that you can see.
Well, tonight
a disturbing discovery
inside a local grocery store.
Now we have to warn you,
some of these images
may be upsetting
as Paul Burton shows us
a Boston woman
found rodent traps
and droppings
right near the deli counter.
I see about one, two,
three, four, five rodents
that are on these traps,
and they're dead.
This is what's ZaNetta Hume says
she found right next
to the deli counter
at this Stop & Shop
at the South Bay Mall
in Dorchester.
She and her boyfriend
captured these images
on their cell phones.
We have looked
a little bit closer
and we were like, "Oh, my gosh."
You know, you saw about like
five rats that were on traps.
ZaNetta says when she got
to the deli counter,
two workers had just removed
some shelving nearby.
That's when she discovered
this disturbing mess.
I think, you know,
it's appalling.
It's actually,
you know, disrespectful.
On Friday, inspectional services
investigated the incident.
They say the ISD will conduct
a full compliance inspection
of this establishment
as well as review
the pest control
maintenance log.
This Stop & Shop actually
failed their initial inspection
earlier this year.
They had 13
non-critical violations
but fortunately there was no
food borne illness risk factors.
ZaNetta says as soon as
she saw the traps
and all the droppings
on the floor,
she immediately called
for a manager
but the response she got
was not one she was looking for.
We were like, you know,
"That's not okay,
you know, something has to be
done about this."
And he was like, you know.
"Okay, we'll sweep it up.
We'll have somebody
clean it up."
You know,
this is beyond sweeping,
you know, something major
has to be done.
Today, Stop & Shop released
a statement saying,
"We take this very seriously.
We are investigating
the situation
and we are working closely
with the board of health."
Still ZaNetta says these images
are too disturbing to forget.
This was my first
and my last time
going to that
particular location.
In Dorchester,
I'm Paul Burton, WBZ News.
Well, wasn't that's swell?
I'm just kind of curious,
I'm going to put this
quick poll question out.
Does anybody out there
shop at Stop & Shop?
Yes, I do. No, I don't.
As you can see, they had
a pretty gnarly situation there.
Okay, obviously,
this kind of problem
did not happen overnight.
So, you know, obviously
it happened
over a period of time.
Okay, Couple of you do,
all right.
I guess that's a little bit
of a turn off, isn't it?
I know it would be for me.
So let's take a look
at a couple of things here,
okay.
First of all,
who's the customer?
Yes, Stop & Shop.
It's not the manager, is it?
No, it's Stop & Shop,
that's who the customer is,
all right.
So, you know, we got
to think of it that way,
you know, the manager may be
a little bit of a slacker,
in a case like this, I mean,
that didn't happen overnight,
that mess they had, all right.
Somebody dropped the ball.
If I'm the manager of a place
like that, the ball,
you know, the buck stops with me
and I'm got to make sure
I get it right.
So obviously, in this case,
there is a lot of,
you know, laxness
on their part, all right.
You know, so Stop & Shop
is the customer,
it's not the store manager,
it's not the employees.
It's basically the company.
So again, you know,
how do you think,
you know,
if you were the region manager
who is responsible
for that store,
what would be
some of the words you think
that would describe
their feeling
when they saw that video
in the six o'clock news?
Let's get a couple of thoughts
on that.
So what do you think would be
some adjectives to describe?
Embarrassed.
Yeah, I would think so, Travis.
Yeah, God awful.
Okay, angry.
What else?
Mad, yeah, I might be,
I'd be pretty mad
at the manager I would think.
Maybe disbelief,
Gee, how could this happen?
I was just there, you know,
six months ago
and everything looked fine.
Okay, they might be thinking,
"Hey, we've got change
pest control companies, man.
Orkin just can't
get the job done."
Isn't that typically
the first way it goes?
So, you know,
we got to make sure that
when we see
these kind of problems,
we start talking
to the right people, all right.
And we had to bring these things
to their attention
'cause otherwise, guaranteed,
you are gonna get blamed for it.
So if, you know,
you go out there
and you talk
to your contact people
in these businesses
a couple of times
and nothing's happening,
nothing's changing,
the sanitation is not
getting any better,
the physical part
is not getting any better, okay,
your suggestions are not being
implemented of any kind,
then you're gonna start talking
to your service manager, right,
'cause you're going to have
to escalate this thing up,
'cause obviously,
they're not listening to you
and that becomes a problem.
And if it's a National Account,
you want to find out
what do you do then,
you know, do you talk
to your service manager,
is there a National Account
representative
that you're going
to talk to directly
who can make a decision on that.
But the bottom line
is that, you know,
you got to take some action
before it gets to that point.
Otherwise, you know,
it could get pretty ugly.
'Cause remember,
who is all ultimately
paying us, okay,
it's the business,
it's not that manager.
It's the business
that's paying us.
So, you know, the company,
and that's probably
coming from the home office.
So they're not even seeing
this problem, all right.
And again, as we said before,
the company is the real customer
not that person
supposed to be running it.
So let's just look
at a couple of things here.
Let's say you're servicing
a warehouse
and you start
documenting the conditions
you see for rodent activity,
you talk to the local manager,
they're not making sure
the dumpsters are emptied right
or frequently enough,
perhaps, there's,
you know, they're not
checking the loading dock,
you know,
when the shipments come in.
So maybe rodents
are riding in on that,
maybe the doors are open,
they're leaving
the loading dock doors open,
that type of thing.
You know, in this kind
of situation, okay,
when the region manager
of their company reviews
what's going on at that store,
so to speak, or that branch,
they're just gonna
look at one thing,
why do we have a pest problem
when we have
a pest control provider.
That's really what they're going
to be looking for.
So they're going to just say,
"Hey, call Orkin.
Let's get this thing fixed."
And we're only
half the equation.
So that's not going to
really happen, all right.
So they're going to ask
basically two questions.
Okay, the first question is,
okay, what's Orkin doing
to control this problem,
and, you know,
second question is
how come
it hasn't been fixed yet.
Now what they don't know
is maybe the manager
or the contact person,
whosoever is in charge,
they're not making sure
the issues are getting
taken care of,
they're not following
our suggestions,
our recommendations,
they're not doing
any of that stuff.
So who's taking a rap?
We are, all right,
we're taking the rap.
So, you know,
if we get, you know,
we're taking the rap
for something
we shouldn't be
taking the rap for.
So to the decision makers,
basically,
you know, their belief is that
Orkins is the one
with the problem, all right,
not you guys.
So, you know,
they're going to get,
they're going to get,
you know, the problem fixed
by complaining about it,
even though we're not the ones,
we're the ones
trying to get them to,
you know, hold up their
end of the deal
and do it that way.
Because again,
the perception is that,
"Hey, we're paying
good money Orkin,
you're not taking care
of the problem.
Therefore,
the service must be bad,
therefore the technician
must not be known
what they're doing.
Okay, so remember,
you're a problem solver
but you can't solve problems.
You can't work miracles
basically, right?
If I need the other half
to do that,
then that's what I have to do.
All right, your questions
on that at this point.
What questions
do you have, if any?
Okay, I want to read you
a scenario.
Let's just take a look
at kind of a real life
situation here, all right.
So imagine
you're the regional manager
for Stop & Shop, all right.
You're looking
at your online reports.
Isn't everything online
these days?
So we see a bunch
of numbers, all right.
And overall,
everything looks great
for a long time,
everything looks good.
However what you don't realize
'cause you're only seeing it
on paper,
all right, the reports,
okay, is that the specialist
is not documenting
their observations
in the handheld.
There's one location
with a rodent problem.
Okay, the local manager is not
addressing some of the stuff
that's supposed to be going on
to get rid of that
rodent problem,
like keeping
the dumpster doors closed,
not putting trash outside,
making sure it gets dumped
frequently enough
that it's basically
empty and has space, all right.
The conditions conducive
that are attracting
these rodents
are not being taken care of.
So suddenly, as this manager,
this region manager,
you get this complaint
from one of your customers
that saw rat droppings,
you know, by the deli counter.
And then worse, you get a call
from your boss
to watch the six o'clock news
as you saw
in the video, all right.
So again, who are you
going to blame, you know,
who are you going to blame
for this problem, all right.
Who's going to get
blamed for this?
The local manager at Orkin?
Well, we know the answer
to that question, don't we?
Okay, the local manager
will most likely
pass the buck on.
You bet, you got it, John.
It's always going to be us...
Because we're the experts,
all right,
we're the pest control
providers.
So of course,
we're going to get blamed.
Now imagine what happens
when your region manager
or your branch manager
gets a call that says,
"Hey, take a look
at the six o'clock news,
there's a thing about
Orkin on there."
They're going to have
the same feelings
as that Stop & Shop
region manager did,
anger, embarrassment,
frustration,
you know, heads roll, whatever.
All right, it's going to be
the same old thing.
So the issue is escalating,
all right.
So when they don't do
what we need them to do,
we need to make sure that
we move that up.
Don't wait until
the customer cancels,
then to try to backtrack
and do something
about it, all right.
You know,
when we escalate it up,
the whole idea is we want to
escalate it
so that we can protect
not only us
but also our brand as well as
we want to protect
the reputation
of the customer as well.
So, you know, we've got it,
we can't let these things go.
So, you know, if you're
that specialist on that...
Let me kind of ask you
a personal question,
let me put a quick poll
out here.
So if you would have been
the technician
responsible for that
Stop & Shop store
and you saw that
they weren't doing
what they need to be doing,
would you have been
a little bit uncomfortable
bringing up that conversation?
Yes, I would, no, I won't.
Let's see
what you think on that.
Would you be
a little uncomfortable
to tell them,
"Hey, look, you know,
you're not really doing
what I need you to do,"
would you be a little worried
that maybe this could
hurt your relationship
with your customer?
Looks like we got about
a 50-50 on this, all right.
Okay, so it's about
half and half.
So about a half of you
would be uncomfortable,
the other half is like, no,
I could probably handle that,
I could I could sit down
have that discussion, okay.
Okay, the point of all this is,
don't wait
till it becomes too late.
If you make recommendations
a couple of times,
you know, to say twice,
and nothing's happening,
you need to escalate this up.
Now each branch has their own
escalation policy
and you want
to make a note to go
talk to your branch manager
about what that policy is
and make sure
you're familiar with it,
get familiar
with your escalation policy,
so if you run
into one of these situations,
this is not foreign ground
for you
but that you know
what you need to do.
Now if you turn to page six
in your workbook,
there's kind of a sample
escalation policy in there.
You might want to go to that
and take a look at it.
And again, this is just
a sample, all right,
it doesn't mean
that they're all the same,
and National Accounts one
are even different.
So if you look
at the one on page six...
Okay, it's kind
of the first step
is as you identify
the conditions
conducive to pass in an account,
you should show the customer
the problem.
So you do that,
explain the consequences
of them not addressing it.
Okay, the second point,
so now I go back
for a second service
and find the customer
hasn't done anything.
Okay, that's when
you have to ask yourself,
did I ask the right questions,
okay,
did I tell the right person...
You know, when did I report it,
did I document the report,
you know, did I make sure
I had their attention
when I was having
a conversation with them, okay,
did I do that,
did I make sure I communicated
in the right way,
that I put it in writing,
did I put it
on the service ticket.
Now if I've consistently
done these things, okay,
for three consecutive services
and the customer still has
not addressed the problem,
you can see that
in the bold type there,
then you got to escalate
the issue up.
Now you see it below there,
it says escalation protocol
for National Accounts, okay,
those are a little bit different
because we're looking
at more than one location
and therein lies the problem
with that.
So, you know, look
at what the trigger points are,
you know,
what are you going to do
to be part of the solution,
make sure you're familiar
with these escalation policies,
all right.
Otherwise, it may not
work out for you as well.
So again, you know,
show the contact the problem,
explain the consequences
of not addressing the problem,
and then document the problem
in writing
very, very specifically.
So there's no question about
what's going on with that,
All right.
No question about that at all.
And make sure that you did that,
don't just drop
the service ticket off,
don't just dump it
on a desk somewhere,
you know,
make sure that you talk
to the right person,
make sure you go out
and show them
where the problems are
so that they're clear
as to what they need to do,
and, you know,
if you do all that
and now you've got
three consecutive services
where, you know,
we got a problem here,
you got take care of
something with that.
Okay, any questions
on your escalation policy?
Like I said, I would
check that out sooner
rather than later.
Just to make sure.
And make sure you do that.
Now again, the National Accounts
are little bit different,
you've got your Yum!
Brands, you've got your Wendy's,
you've got
your Darden Restaurants,
make sure you know specifically
what the escalation policy
is on these National Accounts.
You know, we have a problem
with one store, one restaurant,
it could impact hundreds
and it could impact
the whole contract we have.
So we got to make sure
that that doesn't happen.
And you got to make sure
that you strictly follow those
National Account protocols,
otherwise,
it's going to be a huge problem,
okay, down the road here.
Okay, so how can you be
part of the solution?
Well, by telling
the right person,
by making sure that,
you know, you report it
correctly, accurately,
and making sure that you tell
the right folks, all right.
That's one of the things
that you can do.
Okay, you can also do
some other things.
And we'll get back here,
I'll gonna delve
through a couple of these slides
real quick for you.
Okay, you can see here,
we talked about
this documentation
for three consecutive services.
After that,
you've got to move it up.
It's as simple as that,
you got to move it up.
You can't go on
forever like this.
It's going to hurt you
so be part of the solution.
You know, take a look at...
You know, think about
what can I do
during my inspection,
or if it's a callback,
you know,
what are the trigger events
that make me do this,
is it the three
consecutive services,
what is it.
You know, be proactive.
Go out and do those
extra services,
go back in seven days,
and make sure
that this is actually working,
okay, make sure
it's working for you.
If it's not working,
they're still not doing
what they need to do,
then you're gonna
have to, you know,
move it up the line,
so to speak, and do it that way.
Now it's kind of interesting,
there was a kind of a manager
of FoodSafety
and he made this comment.
He was one of our customers
actually and he said this, said,
"Your specialists
cannot be afraid
of giving us bad news.
We're critiquing
poor sanitation...
If they're leading
to Pest issues
or making it difficult
or impossible
to solve the past issue
with store management.
These can be
difficult conversations
but if you build trust
with store management,
these conversations
will automatically
benefit the store,
the company, and Orkin.
It will be a win-win
for everybody.
And it isn't that
what we're really looking to do?
Isn't that why
we're in business?"
We want to make it a win
for the customer
that we keep
their business pest free.
We want to make it a win
for the company, Orkin,
so we continue
to have their business
and grow our business.
We want to make this a win-win
for you as well
so that, you know,
you don't have to deal
with this stuff
on a regular basis, all right.
All right, now
with that being said,
let's kind of move on here
to the next thing.
Again, this, we actually
really covered this.
But, you know,
there are specific customer
protocols
for the National Accounts,
make sure you do that.
And no point to repeat it.
When you do your service,
you have to do more than just
the same old, same old.
You know, when you go in there,
you want to check
those pest logs,
you want to make sure
you document everything.
If you're not getting
action from,
you know, the contact person,
then you may need
to look at another one.
And if that doesn't work,
you know, then you need to start
documenting it,
well, you document it anyhow,
but you keep documenting.
If you can take pictures,
that's even better yet.
And then, again,
if you can't get the point home
with the right people,
that "Look, something
has got to change here."
Then it's time
to escalate it up.
So that's pretty much it.
All right, our customers
are not interested in us
providing excuses.
All they're interested in
is us providing solutions.
And so the escalation process
is going to give you
that opportunity
before you hit the point
of no return
with this customer.
So make sure you become
familiar with it,
make sure you understand it,
both National Account as well as
any of your other customers,
make sure you know
the scope of services
so you're not missing things
because of that,
and if you do all that,
then you should be minimizing
the possibility of a problem
getting worse.
So that's about it.
Anybody have any questions
on this?
Okay.
Alonzo, I'm not sure
I understand.
Can you put up the first slide.
Okay, the first slide of what?
Maybe he just called me
on that one.
Any other questions.
Alonzo,
if you could just clarify
what you mean by that,
I'd be more than happy
to accommodate you,
but I have to know what.
Okay, I guess
if I don't hear from him
in the next thirty seconds,
we're going to call this
a module.
And you're going to have
a break until three o'clock,
and then it'll be time
to come back
and do your debrief to get ready
for your final exam,
which I know
you're all excited to do.
And so I'm not hearing
from Alonzo.
So, Alonzo, I'm sorry,
I can't accommodate you
if I don't know
what you want to do.
So we're going to take a break
and to the top of the hour,
and then we'll come back
and do your final
preparation module
for your final exam
and give you the details
on that.
All right, so we'll see you
back here at three o'clock.