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Copyright NorthBoundary Corporation 2005 All Rights Reserved

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PREFACE

Using This Book

NorthBoundary® First Call Qualifier Presentation is part of the integrated NorthBoundary® Selling System. NorthBoundary® First Call Qualifier Presentation is a recommended Power Point Presentation to assist the Sales Consultant in selling a maintenance agreement.

Notice

This manual and the First Call Qualifier Presentation described in it are copyrighted by NorthBoundary Corporation. This presentation is furnished under a license agreement and copying (except for normal backup copies); duplicating, selling, or otherwise distributing this product is hereby expressly forbidden. You may not reproduce, transmit, transcribe, store in a retrieval system, or translate into any language or computer language, in any form or by any means, electronic, mechanical, magnetic, optical, chemical, manual, or otherwise, any part of this manual or the presentation described herein without the express written consent of NorthBoundary Corporation.

Disclaimer

NorthBoundary Corporation makes no representations or warranties regarding the contents of this manual. We reserve the right to revise this document or make changes to the specifications of the product described within it at any time without notice or obligation to notify any person, corporation, or entity of such a revision. Names of products, which may be mentioned herein, are used for identification purposes only and may be trademarks and/or registered trademarks of their respective companies.


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TABLE OF CONTENTS Preface: Using This Book

Introduction Sales Strategy The Presentation Initial Set Up First Call Use of Slides


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Introduction

The purpose of this guide is to provide instruction on the use of the First Call sales presentation. It is designed to be used during the first meeting that a sales representative has with a prospective customer. The First Call is one of the steps in the maintenance selling cycle. See Chart Below:

Proactive Sales Cycle

1. Prospecting

2. AppointmentSetting

3. First Call Meeting

4. System EvaluationSurvey

5. MaintenancePricing

6. FinancialAnalysis Meeting

7. SolutionPresentation

8. Start-upMeeting

9. C.S.R.Customer ServiceReview

The primary purpose of conducting this meeting is to “qualify” both the value of the opportunity and the sincerity of the prospect toward change. Does this organization have a genuine interest in doing business with us and receptive to change? As such, this is a critical meeting and our goal is to make this determination. We should also remember that the prospect is also qualifying us. Are we the kind of company that he wants to do business with? The real value of this meeting for the Sales Consultant is to gather information from the prospect, to determine what capabilities or services we offer that will benefit the prospect and/or their business to operate more efficiently and effectively. This presentation is designed to assist both ourselves and our prospects in this endeavor.


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Sales Strategy

The basic strategy of selling maintenance is to take a financial sales approach with our prospects. The primary benefit that we want to point out to a prospective customer is the reduction of Owning and Operating Costs, as they pertain to HVAC. Our goal is to help them reduce their costs, by utilizing the NorthBoundary® Owning and Operating Cost Analysis software program, which is based on ASHRAE* standards. We want to present our services as an investment opportunity that can produce significant savings thus seeing an attractive return on their investment. Through the evaluation process, the Sales Consultant can formulate how our company will better fulfill the prospects unsatisfied needs. We need to ask questions, listen carefully and develop solutions for their specific hot button issues. It is important to help the prospect solve any operational problems in his facility. We need to take the approach of providing technical solutions as well as financial solutions for our prospect. In doing so, we will differentiate ourselves from our competitors which is essential in order to maximize our chance of making the sale. *ASHRAE – American Society of Heating, Refrigeration, and Air Conditioning Engineers


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The Presentation This presentation is most likely quite different from anything that you may have used in the past. It will take practice to become highly effective in its delivery. Once you master it, your sales results will improve dramatically. Therefore, you need to make a personal investment of time to study and rehearse the presentation. The payoff is increased sales! For each slide of the presentation you will find a “Purpose” and “Sample Dialogue.” The sample provided is just that, a sample. It is provided as an example of the dialogue a sales rep might have with the prospect on that particular slide. You will want to incorporate your own words and personality into your script. Again, you will need to practice to become effective! The presentation is written in Power Point. You will need to customize several of the slides. A guide for this customization is included in this manual.


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First Call Presentation Set-Up

The First Call Presentation requires an initial customization of the presentation by the sales representative to represent the company they work for, its capabilities, and customers in the same vertical market they are presenting to. The customization process is simple, replace the “default text” in the slides with text that better represents your company, and the First Call Prospect you will be presenting to. The following is a listing of slides recommended for customization. Slide 1 – Executive Summary: Change the name to the prospects organization or company you are presenting to. This slide should be customized for each presentation. (Figure 1)

Executive Summary

Mercy Hospital

Figure 1 Slide 6 – Company’s Capabilities: Change the list to reflect descriptive phrases that favorably describe your company. i.e.: Years in business, local awards, and unique characteristics. (Figure 2)

Our Company’s Capabilities

• In Business Since 1947 as Turn Key Mechanical Contractor

• Proactive Approach to Preventative Maintenance

• Our Current Average Employee Tenure is over Seven Years.

• Highly Skilled and Trained Staff

• Programs Developed for Your Specific Needs

Figure 2


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Slide 7 – Single Source Solution: Edit the listing of technical capabilities so it better represents what your company has to offer. (Figure 3)

Single Source SolutionMaintenance Installation Controls

WATER TREATMENT

PIPING & PLUMBING

AIR CONDITIONING

REFRIGERANT MANAGEMENT HEATING

Engineering Design/Build Retrofit/Analysis

VENTILATION AIR FILTRATION

AIR BALANCE

TEMPERATURE CONTROLS

INDOOR AIR QUALITY

SHEET METAL

ENERGY MANAGEMENTMONITORING

Figure 3 Slide 28 – Proven Solutions: Change the list to customer references that are in the same vertical market as your prospect if possible. (Figure 4)

Proven Solutions

• Columbia Natural Gas• Black & Decker• Jacobsen Textron• Time Warner Cable• Keebler• T.J. Maxx• Mercy Hospital• DSM Desotech• Buckeye Technologies• Murray Biscuit

Figure 4


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Executive Summary

Mercy Hospital

Slide 1

Customized Cover Screen with the Prospect’s Name

Purpose: This is the first page of the First Call Qualifier presentation. The prospect’s name should be inserted in the appropriate field. By personalizing the presentation it will hopefully raise the prospect’s interest. Remember that we want to hold the prospect’s interest. Introduce yourself and your company. You will need to take a few moments to establish a rapport with your prospect. It is best to find something that you and your prospect have in common. This will help the prospect feel more comfortable and help with the transition into the selling dialogue. Just remember to be sincere; it is easy for the prospect to sense insincerity. (Quickly observe office contents for “common ground” Pictures, awards etc.) Sample Dialogue: Good Morning / Afternoon Mr. Prospect. Thank you very much for taking the time to meet with me today. I am excited to present to you (your company’s name) unique approach to your facility and the costs associated with owning and operating it. I’ve prepared this Executive Summary presentation that will help guide our discussion. In fact, this is very typical of the way we do business – professional, organized, structured, and thorough. As we go through the presentation I may have some questions for you, and please don’t hesitate to ask questions of me as we move through the presentation.


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Today’s Agenda

Information Exchange

• Our Capabilities

• Your Needs and Requirements

Develop Steps Moving Forward

• Create Implementation Plan

Slide 2

Today’s Agenda

Purpose: The beginning of any professional meeting is the agenda. This slide has been created to relay what will be discussed during the conversation in today’s meeting. The prospect may have his own agenda for the meeting and this would be a good time to explore his ideas. Sample Dialogue: Mr. Prospect, I put and agenda together for our meeting today. We will need to exchange information to determine your needs and requirements and how our capabilities can benefit your organization. Once we agree our services would be of value to your organization, we will need to develop steps to move forward including what we call our “Implementation Plan.” This plan is a tool that will help guide our activities moving forward. Can you think of anything you would like to add to the agenda for today? (LISTEN and take notes)


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A Local Contractor…

A World of Resources

Slide 3

A Local Company—A World of Resources

Purpose: This slide is intended to capture the prospect’s attention. Do not spend too much time on these first 3 slides, as the customer may become uncomfortable with how long your presentation may last. Use this slide to introduce the benefits of being a customer of ours. Sample Dialogue: As I said we’re a unique organization. We have a world of resources at our fingertips. We are affiliated with contractors around the country and through that we can pool information and share information. Even though we are affiliated with contractors around the country we are still a local company focused on the needs of our customers. Together we make a great pair and share a common goal of providing our customers with the best service experience in our industry. We will talk more about this later in the presentation.


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How We Help Our Customers

We help:• Improve your

facilities’ environmentalconditions

• reduce owning andoperating costs related tofacilities

Slide 4

How We Help Our Customers

Purpose: This slide provides a clear focus of our objectives to the customer. Hopefully the customer will be able to identify with one or both of the objectives listed and recognize his needs and our capabilities to fulfill those needs. We want the customer to be interested in how we can accomplish the objectives listed and that we can accomplish both at the same time. Sample Dialogue: When we spoke last I mentioned to you we are very successful in improving environmental conditions and reducing costs. The way we are able to do this is first we seek ways to help improve your building’s environmental conditions. Second we help identify the costs associated with Owning and Operating your facility and help you reduce those costs. This reduction in costs can be accomplished while improving environmental conditions. I will explain how we can do this today. Is there anything else you can think of that you would like to achieve? (LISTEN and take notes)


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Key Points

We understand Local Challenges

We have proven solutions

Our implementation processworks

Slide 5

Key Points

Purpose: Our presentation is centered on three key points: we understand the local challenges a company faces day to day doing business, we offer proven solutions to help deal with those challenges, and we offer an implementation plan to make those solution work. Sample Dialogue: What I would like to show you is that as an organization we understand the challenges you face. Our solutions we provide to our customers are tailored to their individual needs. We do have a process that works and if you like what I have showed you today I will provide you with our implementation plan. This implementation plan includes how we are going to evaluate your facility to see if there is opportunity to improve environmental conditions and reduces costs thus saving you money.


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Our Company’s Capabilities

• In Business Since 1947 as Turn Key Mechanical Contractor

• Proactive Approach to Preventative Maintenance

• Our Current Average Employee Tenure is over Seven Years.

• Highly Skilled and Trained Staff

• Programs Developed for Your Specific Needs

Slide 6

Our Companies Capabilities

Purpose: The above slide should be customized to reflect your organization’s capabilities. The slide above is a sample. Use this slide to differentiate yourself from the competition by focusing on your company’s strengths and full service capabilities. This slide is intended to create credibility; it is an opportunity to express what your company does best. The slide on the next page is designed to support and complement this message. Sample Dialogue: Mr. Prospect, (Your Company Name) has been in business since 1947. We have a proactive approach to maintenance. Our average tenure is 7 years, but we have many team members that have been with us for many years. Our staff is very highly skilled in fact our training is a big part of our culture and that’s very important to us because we want to provide the highest quality of service. I would assume you want that skill set on your side? (LISTEN and take notes)


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Single Source SolutionMaintenance Installation Controls

WATER TREATMENT

PIPING & PLUMBING

AIR CONDITIONING

REFRIGERANT MANAGEMENT HEATING

Engineering Design/Build Retrofit/Analysis

VENTILATION AIR FILTRATION

AIR BALANCE

TEMPERATURE CONTROLS

INDOOR AIR QUALITY

SHEET METAL

ENERGY MANAGEMENTMONITORING

Slide 7

Single Source Solution

Purpose: The focus of this slide is to demonstrate differentiation by emphasizing the full service capabilities your company offers. This slide should be customized by you to reflect the services your company offers. Use the slide to demonstrate the comprehensive skills you offer so the prospect gains confidence in your company as their single source contractor. This slide supports slide 6 and is designed to build credibility. Sample Dialogue: We develop our programs around your given needs. What that means to you is we have the internal capabilities to service a building owner’s needs from building design and construction all the way through to facility improvements and on-going service. We don’t manufacture anything–Our product independence allows us to be creative and provide the best solution for our customers. We also have guaranteed programs, so everything and anything in your facility we can address. Through the process of our Implementation Plan we analyze these costs. Can you see why this is important to our customers? (LISTEN and take notes)


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Our Winning Spirit

… makes it possible for us to operate as partners, supporting andhelping each other to achieve our vision of offering America’s Best Service Experience!

erviceervice ExcellenceExcellence

erformanceerformance

ntegrityntegrity

espectespect

nnovationnnovation

eamworkeamwork

… is our reason for being. We must remain focused on putting the customer first and always strive to exceed our customer’s expectations.

… means that we are honest, trustworthy and forthright in all ourefforts. We are committed to maintaining the highest ethical standards.

… for the customer and our fellow team members is the key to our success. By listening to the ideas and opinions of others, we grow stronger as individuals and as a company.

… is the means through which we prove that we are the premier company in the service industry. This is only possible because our team members are the best at what they do.

… enables us to set new standards for the industry, encourage andreward new ideas, embrace change and apply creative solutions tothe challenges of the future.

Slide 8

Our Winning Spirit

Purpose: This slide focuses on how we go about the delivery of our services. It reinforces prospect confidence that, we as an organization, have the right attitude towards our customers, our employees, and our industry. It is not only important to be doing the right things, but equally important to be doing them the right way.

Sample Dialogue: SPIRIT, our creed, it is what makes us different. We believe in “Service Excellence, Performance, Integrity, Respect, Innovation, and Teamwork”. It is the blueprint for the basis of our relationship with our customers, employees, and our suppliers. And through this we are not trying to meet your expectations of what you paid for, but rather to exceed those expectations.


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Customer Support Services

• Computer Scheduling and Support

• Local Support Services• Professional Assessment,

Recruiting and Training• Financial Options – Leasing

Available for Equipment Replacement

• Refrigerant Management• Safety Program• Computerized Tasking

Slide 9


Purpose: This slide delivers the message of what support services we offer compared to other contractors. It lists a number of program features that have a direct bearing on the services we deliver to our customers. Utilize this slide to guide the conversation by going through the list of support services. This slide can be customized to better fit your company. Sample Dialogue: What makes us different? The reason we are different from other contractors is we use computerized scheduling to help support our dispatchers. Everything in our office is fully automated, so everything we do is generated automatically. This ensures your preventative maintenance and service is never forgotten and delivered at the proper interval. Local support, we are a local contractor. I think the main thing that makes us different is our computerized tasking. Every component and piece of equipment in your facility would have its own tasking. Depending on the components involved in that system there might be 5 or 6 pages of tasking that would need to be performed on the system. By using this type of system we know that every component that requires maintenance is looked at and insures that nothing is missed.


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Because this type of tasking is proprietary I would ask that you sign a confidentiality agreement because this is what our competition does not have. Professional training and recruitment; it is amazing the amount of money we spend training our people. Because of this our staff is very highly skilled and before being hired they go through an extensive interview process. We spoke about the guarantee. A good majority of our contracts are guaranteed. Because of this we want the best people in the field so when they are dispatched to service a system they are not scratching their heads, but rather fixing the problem. Therefore not replacing parts randomly, the theory there is to troubleshoot. By taking this approach it does two things. First it saves us money, because we are guaranteeing our performance. More importantly it reduces downtime, and provides you with reliability. So with our computerized tasking and everything else we go through, it, creates a whole package for you from one contractor. We also offer leasing options. Owning and operating leases, whatever your organization may need. We also have a number of other financial options. (The following dialogue is only applicable to facilities that require refrigerant management.) One thing that is really important to us is Refrigerant Management. Are you doing anything in regards to refrigerant management currently? Have you ever seen any forms with regard to this? We will check with your facility manager to see what current procedures are in place for this. What we do is we actually archive all the information if the unit has over 50lbs of refrigerant. There are certain procedures you have to follow by law. On this service report you will see who the technician checked in and out with, along with a detailed description of what service was performed and how much refrigerant was used. We actually put a tasking sticker on the equipment itself. On the sticker it states what forms we will be using. If by chance we ever find a leak, we have to calculate the leak break because you’re an industrial site. If it is more than 35%, by law it has to be fixed. So we calculate the leak break, then ask you to verify it has been fixed and what method had been used for verification. We have our initial verification pass or fail method to use, and the follow up is usually in 30 days. We record this information in a log book that is on site so that you have it for your records in case it is needed for ISO Certification or EPA Audits. The reason why this is important is because the fines are quite substantial and can be cumulative. This protects you from somebody just shooting refrigerant into a machine and not actually fixing the leak. This could hurt you financially because right now this fine is approximately $31K per incident. It is usually a whistle blower or random audit that causes the investigation and at that time the investigator would want to see your records. This is just another way of how we differentiate ourselves from our competitors.


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We have a comprehensive and ongoing safety program that is mandatory for all our employees. We incorporate this program into our extensive training program.


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Equipment Tasking SheetThe scheduled tasks are based on your equipment’s age, make, model, hours of operation, and our experience.

Slide 10

Equipment Tasking Sheet

Purpose: This slide is designed to demonstrate our professionalism, attention to detail, and thoroughness of our approach to preventative maintenance. It also illustrates how we differentiate ourselves from our competitors by having computerized tasking therefore not relying solely on the service technician to determine what PM tasks is to be performed. (Have a sample Tasking Sheet available) Sample Dialogue: Tasking, we discussed this earlier.


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We Understand Facilities

• Increasing Energy Costs

• Complex Equipment Requires Outside Support

• Capital for Replacement and Repair is Limited

• Asset Protection and Risk Reduction

Operating Trends for Facilities

Solution: Partnering With Vendors

Slide 11


Purpose: As “consultative” sales representatives we want to share some Operating Trends with our prospect in order to reinforce our approach to providing services. This slide is designed to show we have listened to our customers’ needs and have developed service solutions that address those needs. Hopefully prospects will be able to identify with these trends within their own organization. Sample Dialogue:

These are the most common concerns you see in our industry. Everyone is concerned about their energy costs. Mechanical systems are more complex then they used to be and require specialized training to service them. The capital to replace them in many situations is timing. Everything is going to production. When our customers and prospects invest in a service contractor, they want a partner in this. They are looking for guarantees. If I’m going to give you money to support my facility you are going to perform at the level I expect. They are looking for the guarantees. For a fixed annual price we will assume the responsibility for the systems. The price is determined through a process. There is a step where we survey and audit your facility.


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Owning and Operating Costs

Slide 12


Purpose: Slides 12 through 20 are critical! The prospect must understand these are the true cost classifications of having mechanical systems in his facility. Our strategy is to demonstrate a reduction in these costs by comparing what he currently is spending today versus what he will spend with our service program in place. Review each piece of the pie chart. Our goal is to influence the prospect’s decision. Without the pie chart analysis, the prospect will not be able to see where all of the savings are derived. As you move through the following slides, you will see some questions appear. These questions are somewhat rhetorical in nature and are designed to stimulate the prospect’s thinking. Dialogue: Are you familiar with ASHRAE? American Society of Heating, Refrigeration, and Air Conditioning Engineers created this pie chart and it deals with the Owning and Operating costs of a facility. What we do is analyze these costs. Note: If the prospect asks, “How do you plan on saving me money on these costs listed?” . . . Do not give into the customer. Instead reply with, “I really don’t know, we will first need to identify your costs.”


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Are they the right people? How do you train them? What if they leave?

Slide 13

Owning and Operating Costs – In House Staff

Purpose: In house staff. Find out from the prospect how much money is being spent using in house staff to maintain and service the mechanical system and why. Do they have the right people in place to perform these services? Dialogue: Mr. Prospect, are you performing service in house or are you using outside sources to maintain your mechanical system? What about the employees who maintain or repair the heating and air conditioning equipment? Are they the right people? How do you train them? What if they leave or retire? (LISTEN and take notes)


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Any gaps or overlaps in service? Is it the best value?

Slide 14

Owning and Operating Costs – Contracted Services

Purpose: Contracted Services: Existing contracted services such as mechanical contracts, temperature control contracts, etc. Here we look for gaps or overlaps in repair service and bring to the customer’s attention allowing for the customer to elaborate on his own concerns. Dialogue: Mr. Prospect you mentioned you use outside sources. How long have you had a relationship with them? What sort of arrangement do you have with them? Are you happy with their services? (LISTEN and take notes)


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Owning and Operating CostsWhy are things breaking down? Could this have been avoided? What are the hidden costs to you?

Slide 15

Owning and Operating Costs – Major Repairs

Purpose: Major Repairs: These are repairs that are not considered maintenance repairs, and may only happen once or twice in the lifetime of the equipment. An example of this would be when you own a car. The vehicles transmission may need to be replaced at 90,000 miles or it may need a new engine due to poor maintenance. We look at the reasons why the equipment failed. Did it fail due to normal wear and tear or poor maintenance? If it was due to poor maintenance could it have been prevented? Dialogue: Have you had any large component failures in the past? Compressors, large motors? (LISTEN and take notes)


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Filters, motors, tools.

How do you know what to keep in stock?

Slide 16

Owning and Operating Costs – Parts & Materials

Purpose: Parts and Materials: Filters, belts, refrigerant, etc. When analyzing parts and materials we want to know if the customer stocks these items and if they are stocking the right items at the right price. Dialogue: What about filters, belts, and lubricants? Do you stock any of these items or does your service contractor supply them for you? (LISTEN and take notes)


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Electricity, gas, oil.

Are you wasting any?

Slide 17

Owning and Operating Costs – Energy

Purpose: Energy: With the rising cost of electricity, gas, and oil, is the HVAC system currently running efficiently? Dialogue: Major repairs, parts, and materials require energy and in turn, cost you money. The amount of energy that can be saved by reducing these costs and keeping your system running more efficiently is something we will look at.


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Handling complaints, cutting purchase orders, dealing with several vendors. Can your time be better spent?


Slide 18

Owning and Operating Costs – Administration

Purpose: Administration: How much time is the administrative and managerial staff spending on handling purchase orders, processing invoices, handling complaints, etc. Could their time be better spent? Dialogue: Your time today, time processing purchase orders, that kind of thing substantiate your administration costs. Have you ever tried to measure these costs? (LISTEN and take notes)


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Absenteeism, Manufacturing

Downtime, Medical Claims. Could your employees or your processes be more productive?

Slide 19

Owning and Operating Costs – Lost Productivity

Purpose: Lost Productivity: This can be costly to an organization. Lost productivity can mean different things to different people. Manufacturing companies that experience down time know exactly how much it costs them for each hour of lost productivity. There is also loss of productivity due to people being less productive when they are too hot or too cold. Could your employees or processes be more productive in a better environment? This area should be customized to the vertical market of the prospect. Dialogue: How often do you lose productivity due to system failure? Lost productivity can be a significant cost to any company. Have you ever had to send your staff home due to the building being too hot or cold for working conditions?

(LISTEN and take notes)


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System Value

Years of Remaining Life

Slide 20

Owning and Operating Costs – Equipment Replacement

Purpose: Equipment Replacement: This piece of the pie represents the owning piece where the other costs discussed on the previous slides have been the operating costs. The cost identified with owning the equipment is derived from the cost of replacing the equipment during the lifespan of the building it occupies. The mechanical system will wear and need to be replaced at some time by the owner. This cost can be very expensive and draws on a company’s capital and cash reserves. What needs to be achieved here is to show that our service programs can extend the life of the equipment, thereby reducing the cost of having to replace it more often. Dialogue: The items we just discussed are the operating costs, the first few pieces here and so this is what we look at when you’re operating the facility. The owning side is the physical asset itself. The chillers, the package units, that sort of thing.


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Life Cycle Cost Analysis

System Value

Operating Costs

Time

Slide 21


Purpose: The graph displayed on the next 5 slides displays what happens to HVAC equipment value and their associated operating costs as the building ages. These slides are to be used as a tool to give a visual aid of how the service programs that are offered can benefit the customer. Dialogue: Everything mechanical is bound to break down at some time. Everything has a lifecycle. So what we need to look at is the systems value over time.


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System Value

Operating Costs

Time

Slide 22

Life Cycle Cost Analysis – Slide 2

Purpose: The graph displayed on this slide illustrates the value of the equipment decreasing over time. When equipment is new the value of that equipment is high, but over time the system decreases in value. Dialogue: As a system gets older its value decreases.


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System Value

Operating Costs

Time

Slide 23


Purpose: The graph displayed on this slide illustrates the operating costs of the equipment increasing over time, thus the equipment not functioning efficiently. Building owners usually become frustrated at the increase in operating costs and decide to replace the equipment. Once the equipment is replaced the whole cycle begins again. Dialogue: And the cost to operate that equipment increases.


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System Value

Operating Costs

Time

Our Goal

Slide 24


Purpose: The graph displayed on this slide illustrates the system value decreasing over time while operating costs of the equipment increasing over time. It also shows the illustration of our goal to flat-line these costs. Dialogue: Our concept is to flat-line these costs and push the need to replace the equipment out through proactive maintenance.


35


System Value

Operating Costs

Time

Our Goal

SavingsSavings

Slide 25


Purpose: The graph illustrates the savings to be encountered by using one of the service policies offered. Because we are able to flat-line the operating costs it produces significant savings for our customers. Dialogue: This type of maintenance will save you money.


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System Value

Operating Costs

Time

Our Goal

SavingsSavings

ThresholdThresholdOf PainOf Pain

Slide 26


Purpose: The graph illustrates the savings to be encountered by using one of the service policies offered along with the interception of the “Threshold of Pain” where the mechanical system must be replaced. Dialogue: Helping you avoid the “Threshold of Pain”, where your costs meet or exceed the value of the system. It wouldn’t make sense to operate under those conditions. You’d be throwing good money after bad. Our goal is to identify your current costs and then reduce them.


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Performance Cycle Plan

Typical Failure Typical Failure CycleCycle

Our Performance Our Performance Cycle PlanCycle Plan

Slide 27

Performance Cycle Plan

Purpose: This graph illustrates how a proactive service program differs from a reactive one. Dialogue: What we typically see in our industry is some really good years and some really bad years. Companies have their ups and downs. It is the same with mechanical systems. Your service costs can go up and down. With one of our agreements and our proactive approach, costs are reduced and stabilized allowing you to budget and forecast your costs year to year with a high degree of accuracy.


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Proven Solutions

• Columbia Natural Gas• Black & Decker• Jacobsen Textron• Time Warner Cable• Keebler• T.J. Maxx• Mercy Hospital• DSM Desotech• Buckeye Technologies• Murray Biscuit

Slide 28

Proven Solutions

Purpose: We need to substantiate our claims of cost savings with referrals to results we have achieved with local customers. (Customize this slide with the names of local references. Make sure you obtain their permission before adding them to the list.) Remember, you told the prospect when securing the appointment that you would share information with him of successes you have had with your current customers. Be prepared to present that information. Dialogue: We provide maintenance for many facilities. In fact about 60% of these maintenance agreements are guaranteed agreements. Do you recognize any of these customers? As we move forward I would be happy to put you in touch with any of our customers for a reference.

(Make sure you ask permission of your referrals before publishing their company’s name)


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Evaluation Process

Facility Requirements

Current Methods

Problem Areas

Slide 29

Evaluation Process

Purpose: This slide is used to convey we have some questions and need the customers input. Use the “Client Data” booklet found in the Forms Section to guide the questioning of your customer and to record their response. Avoid asking a question that may have already been answered during the presentation. The questions are divided into 3 categories: Facility Requirements, Current Methods, and Problem Areas. Try to focus on these areas to uncover areas of dissatisfaction. If you sense an area of concern you should explore that area with the customer for more information. Dialogue: Mr. Prospect to insure I understand your requirements do you mind if I ask you a few questions?


40

Facility Overview

Own or Lease This Facility?

Facility Meets Your Business Requirements?

Long-and Short-Term Objectives?

HVAC Impact on Operations ?

Temperature-sensitive Areas?

Hours of Operation; Square Footage?

Future Investments?

Slide 30

Facility Overview

Purpose: This slide guides the customer through some of the questions you may ask them. Dialogue: Do you own the facility? Are you planning any expansions or changes to the facility in the near future? In regards to the environmental systems, what is going to change with that? When you think of your HVAC systems are you’re satisfied with the set up? Is there anything else in the around that concerns you? Hot or cold spots? Do you have problems with this year round? Have you done anything to correct these issues? Would you like me to speak with the facilities manager and see if anyone has addressed these issues and what has been done? Do you know if anyone has proposed a solution? Are there any temperature sensitive areas? Computer rooms etc? How often do you experience temperature intolerance and what is it costing you?

(LISTEN and take notes)


41

Current Methods

How Do You…• Perform Preventative Maintenance?• Staff for In-House Maintenance

Personnel?• Stock Tools, Supplies and Replacement

Parts?• Monitor and Record Maintenance?• Comply with Federal Refrigerant

Management Regulations?• Budget Annualized Maintenance Costs?• Set Aside Funds for Major Equipment

Repairs?• Use Outside Contractors?

Slide 31

Current Methods

Purpose: This slide also guides the customer through some of the questions you may ask them regarding how they currently maintain their building. Dialogue: Who is your current service provider? How do you occupy the building? What are the hours you run your system? When you think of preventative maintenance what does your current provider do? What percentage are you seeing your costs increasing? What do you think you are spending per year on your mechanical system, ballpark numbers? What maintenance do you do in house? Could your team member’s time be better spent? Are they putting out fires a lot? How quickly can they get to the problems that arise? Do you stock anything besides filters? How about belts?

Current Methods


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When you have maintenance done, do you receive anything from the provider? How do you know the maintenance has been done? Do you receive reports? How do you plan for equipment replacement? Are you setting money aside? Is it in your budget? With good maintenance the national average of useful life on a package unit is about 15 years. On built up or chillers and such, with good maintenance is about 25 years. Part of good proactive maintenance is predictive maintenance and there are different types of predictive maintenance. Some are more detailed than others. For example there is an oil analysis that costs $X or one that costs $X (a much higher figure). We choose to do the $X (higher figure), because it is a more detailed test and analysis. It is an expense to you, but on the flip side, I am offering you a guarantee on that equipment. If I am going to be financially responsible for the equipment I want to take care of it properly because if it goes down it is a cost to me and I don’t want the cost or the down time either. (LISTEN and take notes)


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Problem Areas

Uneven Heating or Cooling?

Air Quality Problems?

Operating Problems?

Breakdowns?

Emergency Response?

Callback Service?

Excessive Energy Consumption?

Current Maintenance Costs?

Slide 32

Problem Areas

Purpose: This slide helps the customer think about some of the problem areas they may be experiencing. This presents the opportunity to explore the very reason this customer would want to do business with us. Dialogue: Are you experiencing hot and cold spots in the lobby? Any computer room issues, musty smells, filtration issues? Is there an area for your exhaust fans? Has anyone ever done an air balance for you? Because if you are experiencing any kind of odors there may be something else going on. Any other type of breakdowns? What happens when the equipment fails? How long does it take for your current service company to complete the repair? Is your contractor taking the time to show you how to use the controls on your system? When you call for service what is the typical response time?


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Do you see common billings for the same issues over and over again? Have you ever looked at your energy costs and thought if we can reduce those it would benefit our organization? So it is important to you to reduce energy costs, improve the environment, and save you money? Maintenance costs are rising and would you like to be able to control that? Mr. Prospect, it sounds like there are some great opportunities here. (LISTEN and take notes)


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Priority of Objectives

ReduceReduceEmergenciesEmergenciesObtain

ObtainSingleSingle--Source

Source

Responsibility

Responsibility

ControlControlMaintenanceMaintenance

BudgetBudget

ReduceReduce

Operating

Operating

Problems

Problems

Optimize

Optimize

Producti

vity

Producti

vity

ConserveConserveEnergyEnergy

ExtendExtendEquipment

EquipmentLifeLife

Improve SystemImprove SystemReliabilityReliability

Optimize ComfortOptimize ComfortConditionsConditions

ObjectivesObjectives

Slide 33

Priority of Objectives

Purpose: This slide helps to assist you in determining or confirming your prospect’s key objectives in respect to operating his facility. We are searching for “hot buttons” that can be utilized during the Verification Meeting and during the Proposal Presentation. Ask the prospect to identify the three top priorities that will be later used in the sales cycle. Dialogue: These are the nine most common objectives our customers and prospects find important. If you could pick the one that is most important to, which one would that be? What would come 2nd or 3rd in your mind? Mr. Prospect, if we could do those things would there be any reason not to proceed? (LISTEN and take notes)

Current Methods


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Partnering

• First Meeting

• Survey

• Financial Analysis

• Proposal Presentation

• Target Implementation

• Agreement Start-Up

• Customer Service Review

Slide 34

Partnering

Purpose: This slide is designed to help the customer with our implementation plan. It will guide them through what our processes are and help to determine if our services are in fact a good fit with his needs and requirements. Use the printed Implementation Plan and begin filling in the blanks with the customer. By using the Implementation Plan in front of the customer it helps to gain creditability because executives and managers have a great appreciation for this approach. They are used to using action plans in order to get things done in their own organizations. Using this tool is a reflection of how we operate as a company. We are thorough, orderly, and professional. Make sure to leave the “Your Owing and Operating Costs” sheet with the customer, so he can provide us with his cost history. Dialogue: Let me show you the Implementation Plan. What we did today was we actually went through your organizations needs. The next step is the site survey and during that time

Current Methods


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we are going to create your own and operating pie chart. We are actually going to see how you stack up against national averages. So what I would like you to do, is pull out the costs associated with that. Energy bills for the last two years. We want to look at trends, did your process change in the last two years, or was it pretty much constant? We are going to look for anything that might be indicative of a change. We also want to look at kilowatts per hour consumption. We want to look at what you’re paying for your services, what you’re paying for your parts and materials in house and for replacement due to any major failures. I will calculate equipment replacement for you. If you can, estimate the costs of your in house staff and administrative time. For example the time it takes to process invoices. What do you think you spend a year on the HVAC side, dealing with your contractor? Any other costs you can think of? I am going to leave this “Your Owning and Operating Cost” form with you to put together for our next meeting. When we meet the next time we will go over the verifier, and financial analysis. Please invite whoever else would need to be involved other than you. Is it possible to get the other party involved? We’ll get together, if it makes sense here, the next step will be just a formality to go ahead and authorize the agreement. And what we will do after the financial analysis is create a proposal and have an agreed start up date, train our staff on your equipment, and do a customer service review. What I would like to do now is set some dates up. Our whole goal here is not to meet your expectations, but to exceed them. For example your control systems, lets make sure your facility manager knows how they operate if that is one of your goals. So does next __________ sound okay for the survey? And the analysis on __________? How about _________ to get things rolling? Can I get your signature right here?


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Partnering

Thank You

Slide 35

Thank-you

Purpose: This slide is just a visual aid to help end the presentation. Dialogue:

Thank-you Mr. Prospect. I am looking forward to working with you.

Current Methods

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