Read the article “From U.S. Air Force Personnel to Franchise Owner,” by Ronnie Christopher, U.S. Lawns Franchisee in Warner Robins, GA, published for: Franchising U.S.A. – (pages 46 and 47 in the Veterans Franchising supplement). View full article

Read our article "Maintaining a Healthy Landscape Throughout the Summer Season," which includes information on not only how to maintain a healthy landscape, but also how to create an exterior maintenance plan, and how to weather the summer storms; published by Cleaning & Maintenance Management. View full article.

Facilities Maintenance Decisions magazine posted our article entitled Grounds Equipment and Fuel Technology Evolution. View full article

One great thing about U.S. Lawns is that we don’t just talk the talk. When we embrace an idea, we make sure it gets done. This can lead to times of great change, as we’ve recently seen, and sometimes growing pains aren’t comfortable. But we face the future boldly, holding strong to the traditions that bind us, and acting together to become a better company.

“Getting things done” has two parts in our culture: innovation and execution. You need both to accomplish your goals. And in 2015, we’ve accomplished a lot. We revamped Crew Training so your employees can deliver better performance and service. We launched a recruiting package to help you find the best talent, and become the best place to work. We created a Sales Bullpen to boost your business.

All of these products are part of something bigger: The Service Revolution. That’s an idea whose execution phase will continue at the Annual Conference, July 23-25. That’s when you’ll get things done (with a little support from Home Office).

The Service Revolution has been the focal point of our communications this year. We’ve discussed many aspects, including tools, touch points, and timelines. The Conference will allow you to put all of these into practice. We’ll spend some time with the details, and some on the big picture.

Because it’s been a while, let’s back up and revisit the “big idea” behind the Service Revolution now: where did it come from? Why is it our mission? Remember that customer intimacy has always been part of the franchise model. From the time we rebranded, we knew that the best way to beat our competition was to be game-changers in the area of local service. Why? Because nobody except U.S. Lawns can provide that. National companies are too big; local guys are too small.

We started looking at other companies who’d accomplished similar game changes in their industry. Starbucks. Walmart. Amazon. Offering a unique service model had put them on top. That’s when we decided it was time for a Service Revolution.

A Service Revolution is the best possible way to compete. You may recall what we’ve said before: Big companies keep getting bigger and more impersonal. That’s not franchising. It’s not great service. And it certainly isn’t U.S. Lawns.

We hope you’ll join us at the Conference. And more importantly, join the Service Revolution. It’s not just an idea anymore. It’s time.

Read U.S. Lawns President Ken Hutcheson’s article on creating a lively landscape on a budget in Hotel Executive. View full article

A client’s impression of you is formed (and reformed) based on thoughts, feelings, and encounters, which add up over time. These are often known as touch points; in marketing, we call it your brand. So really, every brand is built on the strength of its customer relationships.

Understanding this gives you an advantage. Every single customer interaction becomes a business development opportunity. But, you also have to be sincere and consistent. Here are some service opportunities you don't want to overlook:

1. Problem Solving Is Your Friend. If a customer has a question or concern, it’s never acceptable to leave them with, “I don’t know.” You may have no idea how to solve their problem, but it’s your job to figure it out. This is a common mistake among service professionals. They assume that, if they honestly don’t have the answer, they can't help. But it misses the point of great service, which is to exceed customers' needs. Teach your entire team how to call on other resources and find answers a customer is looking for. Problems aren’t bad; they’re actually opportunities for great service. And, by the way, the correct answer is: “I don’t know, but I’ll find out.”
2. Master the Art of the Drop By. You don't need a contract to extend a client relationship. It’s important to drop by and check on your customers when you aren’t trying to fix a problem or sell them something. This is a crucial step that many service providers miss, because they’re too busy putting out fires. (Or because they think a social call requires wining and dining.) Imagine your client as a friend—someone you’d want to stay in touch with. Keep it genuine, don’t overdo it, and just listen. When it comes to the end of the year, you may be surprised by who calls you asking for an upgrade.
3. Forms, Contracts and Invoices. Paperwork is nobody’s favorite part of business. That includes your clients. So remember: you’re here to make it easier for them, not for you. What does this mean? Don’t delay a document that your client needs, just because it’s inconvenient, or because you get busy. This especially applies to invoicing. Being late on your invoices can cause problems for your client’s cash flow—and that is definitely bad service. So, spend more time keeping your own paperwork in order, so that the client’s experience is hassle-free.
4. Conflict Resolution. Let’s face it: the customer isn’t always right. But, they should always be taken seriously. When a dispute arises, never make the mistake of losing a client. Relationships aren’t always easy, and sometimes you have to compromise. That doesn’t mean throwing your employees under the bus, or catering to some completely ridiculous whim. But it does mean remembering that conflict is part of any relationship. Your job is to listen, make your everyone feel valued, and take whatever steps necessary to solve the problem. As humans, we are naturally conflict avoidant, and can view these situations negatively, often acting from emotional frustration. Instead, remind yourself that this, too, is a customer touch point, and an opportunity to provide excellent service.
5.  No Door Is Ever Closed. If the client experience begins with the first interaction, that means leads that didn't convert are clients, too. After all, you did take steps to cultivate a relationship. Never dismiss a relationship because it hasn't become a sale. If you encounter this decision maker at a charity or local Chamber meeting, extend warmth and respect. Maybe agree to partner with them on a project at one of these associations. And don’t be shy of asking them, genuinely, how their current property needs are working out. Chances are good you’ll wind up closing the deal eventually, and gaining a loyal client relationship.

Retail Facility Business magazine recently published on their website an article by U.S. Lawns President Ken Hutcheson entitled, "Preparing Your Retail Center for Spring." The article includes tips on the importance of curb appeal, creating a plan, discussing services with your landscape company and budgets. View full article

Thanks for tuning into Ken’s message on Friday. We hope it addressed any questions or concerns you may have about our service revolution. As Ken reminded us, our focus will remain on building strong franchisees, and ensuring an economically sound transition for each of you.

As our President, Ken’s job is to inspire the troops.  But every idea has two parts: innovation and execution. Innovation is the big picture; but execution means getting it done. The service revolution is no exception. This article is about how to get the service revolution done—every day, with every customer, in every U.S. Lawns location.

Radical Personalization

You’ve been hearing the term “radical personalization” since the Conference. In Ken’s video, he gave it a definition: making every single customer interaction personal.

Imagine for a moment how your business looks to a customer. Break it down, and think of each instance when the customer comes into contact with you, your employees, your services, or even your brand. This could include everything from a proposal delivery, to a job site interaction, to the invoicing process, to seeing you at a local property managers’ association event.

Each of these moments is called a “touch point.” And to execute a service revolution, it’s important to talk very literally about what must change at each touch point. No doubt, you already know which touch points are positive for your customers, and which could use improvement.

Point By Point

For the next few months, we’re going to use this blog to address specific touch points in your business. We’ll talk about ways to make each aspect better. And we’ll discuss how those improvements can really pay off.

Plus, for every touch point we address, we’ll also talk about how Home Office is gearing up to help you achieve your goals. There’s a whole menu of new products and resources coming in 2015, designed specifically to help you create radical personalization. We won’t ask anything of you without showing exactly how we plan to help.

Time for a Revolution

Are you ready? We’ve got some solid tips on how to make your service better. Just like Ken said, you are the Spartan Army, mighty not in numbers but in purpose. And we are behind you all the way. Let’s win this market.

Read the article “Franchising For Veterans,” published for: Franchising USA – (pages 44 and 45 in the Veterans Franchising supplement). Because of their vast leadership experience in the military, veterans are natural entrepreneurs.  View full article.

Read the article "What Makes a Successful Franchisee," published for: YoungUpstarts – Voice of a New Generation. Over the past decade, franchising has become a much more attractive option for young talent looking to rapidly create and grow their own businesses. But before candidates can decide if franchising is the right move for them, they must understand the skill set required to successfully run a franchise, be prepared for the challenges they will face, assess the perks of joining a franchise, and understand their role in their relationship to the franchisor. View full article.