NHT Day 10 03 Escalation

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.