General Operations Manual
MOLLY MAID, INC.
January 1, 2015
Table of Contents 1.Introduction
3 2. Office Setup ................................................................................................................................................ 6 2.1 Location .................................................................................................................................................................... 6 2.2 Layout .................................................................................................................................................................... 7 2.3 Office Decor .................................................................................................................................................................... 7 2.4 Filing System .................................................................................................................................................................... 7 3. Record Retention Requirements 9 4. Equipment and Supplies 10 4.1 Computer/Software.......................................................................................................................................................................................12 4.2 Telephone ........................................................................................................................................................................................................13 4.3 Uniforms ...........................................................................................................................................................................................................13 4.4 Cleaning Supplies..........................................................................................................................................................................................13 4.5 Cleaning Equipment ....................................................................................................................................................................................13 4.6 Miscellaneous Items ....................................................................................................................................................................................14 5. Office Procedures 14 5.1 Introduction ..................................................................................................................................................................16 5.2Customer Telephone Inquiries ..................................................................................................................................................................16 5.3 Internet Request for Service......................................................................................................................................................................16 5.4 Booking, Performing and Recording the Estimate...........................................................................................................................17 5.5 Converting Occasional Customers ..........................................................................................................................................................18 5.6 Post Recurring Service Cleaning ..............................................................................................................................................................18 5.7 Gifts .......................................................................................................................................................................................................................18 5.8 New Customer Follow-Up...........................................................................................................................................................................19 5.9 Managing Customer Complaints ..............................................................................................................................................................19 5.10 Surveys .............................................................................................................................................................................................................20 5.11 Employee Inquiries .....................................................................................................................................................................................21 5.12 Weekly Closing & Report Review .........................................................................................................................................................21 5.13 Monthly Close, QuickBooks & Accounting ........................................................................................................................................23 5.14 Monthly Employee Recognition ............................................................................................................................................................23 6. Forms and Reports 23 6.1 Form Descriptions and Instructions ......................................................................................................................................................25 6.1.1 Tracking Sales Phone Conversion & Estimate Close ...................................................................................................................25 6.1.2 Service Estimate Sheet..............................................................................................................................................................................26 6.1.3 Estimate Pricing Worksheet...................................................................................................................................................................26 6.1.4 Rough Pricing Worksheet........................................................................................................................................................................26 6.1.5 Route Schedule.............................................................................................................................................................................................27 6.1.6 In-Home Estimate Leave Behinds........................................................................................................................................................27 6.1.7 Monthly Operating or Profit and Loss Statement.........................................................................................................................28 6.1.8 Payroll Calculator........................................................................................................................................................................................28 6.1.9 Employee Application Form...................................................................................................................................................................28 6.1.10 Employee Handbook...............................................................................................................................................................................28 6.1.11 Employment Agreements .....................................................................................................................................................................29 6.1.12 Bonding Applications .............................................................................................................................................................................29 6.1.13 I-9 Forms......................................................................................................................................................................................................29
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MOLLY MAID General Operations Manual Copyright 2015, Molly Maid, Inc. 11.1 Key Handling ............................................................................................................................................................. 43 11.2 Key Storage ............................................................................................................................................................... 43 11.3 Key Coding System ................................................................................................................................................... 43 11.4 Key Master List ......................................................................................................................................................... 43 12. Payroll Adminstration ................................................................................................................................... 42 12.1 Collecting and Withholding Tax Status Information .............................................................................................. 46 12.2 Collecting and Withholding Tax Status Information .............................................................................................. 46 12.2.1 Federal Income Tax Withholding ......................................................................................................................... 46 12.2.2 Social Security and Medicare Tax Withholding ................................................................................................... 46 12.2.3 State Income Tax Withholding .............................................................................................................................. 47 12.2.4. Local Income Tax Withholding ............................................................................................................................ 47 12.3 Issuing Paychecks ..................................................................................................................................................... 47 12.4 Compute Employer Taxes ........................................................................................................................................ 47 12.5 Deposit Taxes Payable .............................................................................................................................................. 47 12.5.1. Federal Taxes Payable .......................................................................................................................................... 47 12.5.1. State and Local Taxes Payable ............................................................................................................................. 48 12.6 File Federal, State, and Local Reports ..................................................................................................................... 48 12.7 Deposit Federal Unemployment Taxes ................................................................................................................... 48 12.8 Deposit Federal Unemployment Taxes ................................................................................................................... 48 12.9.1. FUTA Tax Return (Form 940) .............................................................................................................................. 49 12.9.2. Federal Income Tax (Employer) .......................................................................................................................... 49 12.9.3. State and Local Returns ........................................................................................................................................ 49 12.9.4. Issuing W-2 Forms ................................................................................................................................................ 49 12.9.4.1. For Employees .................................................................................................................................................... 49 12.9.4.2. For the Federal Government ............................................................................................................................. 49 12.9.4.3. For the State Government ................................................................................................................................. 50 Page 2 Proprietary and Confidential Information 7. Estimating 30 8. Scheduling ................................................................................................................................................33 8.1 Team Size ..................................................................................................................................................................... 33 8.1.1. Two-Person Teams Work Best ............................................................................................................................... 33 8.1.2. Three-Person Teams While Building and Training .............................................................................................. 33 8.2 Which Day of the Week? ............................................................................................................................................. 34 8.4 Which Team ................................................................................................................................................................. 34 8.5 Route Utilization and Route Revenue ........................................................................................................................ 34 8.6 When to Start the Next Team ..................................................................................................................................... 35 9. Cars .............................................................................................................................................................33 9.1 Marketing/Service Vehicles .......................................................................................................................................................................37 9.2 Approved Specifications ..............................................................................................................................................................................37 9.3 Leasing Versus Buying..................................................................................................................................................................................37 9.4 Monitoring Automobile Usage ..................................................................................................................................................................37 9.5 Automobile Maintenance Programs.......................................................................................................................................................38 9.6 Automobile Decals..........................................................................................................................................................................................39 9.6.1 Identification.................................................................................................................................................................................................39 10.Uniforms ................................................................................................................................... 40 10.1 Approved Uniforms .................................................................................................................................................. 41 10.1.1 Office Staff Uniform ............................................................................................................................................... 41 10.2 Purchase of Uniforms ............................................................................................................................................... 41 10.3 Personal Appearance ................................................................................................................................................ 41 11.Keys ................................................................................................................................... 42
1.
Introduction
These are the standards which you will run your MOLLY MAID business. Service Approach to Business Operations MOLLY MAID is a service based business in which we provide professional residential house cleaning. Our long-term success is the result of providing a satisfactory experience for both for the customer and the employee. This manual describes the office and administrative procedures and systems that are the foundation of your office.
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MOLLY MAID General Operations Manual Copyright 2015, Molly Maid, Inc. 2.1 Location Locate your office within your territory and nearest to your primary base of employees. The office location should to be easy to access, close to public transportation (if applicable), safe for your employees to come and go and secure for your MOLLY MAID vehicles. When starting out you do not need a large office space; 750 to 1,000 square feet will suffice and accommodate up to five teams. This would roughly translate to average weekly sales of $10,000. One of the biggest challenges in securing office space may be finding adequate parking for employee vehicles during the day and the MOLLY MAID vehicles in the evening. An office with five teams and the office staff will need anywhere from 12-14 parking spaces. The office should be on street level for convenience in loading and unloading equipment and supplies. There should be easy to access to water for mixing cleaning chemicals and installing a clothes washer and dryer. Restroom facilities should also be located conveniently within the building. Prior to investing money in signage for your office, check with your local community for sign requirements and restrictions. Also, if your office is located in a complex, refer to your lease requirements for specifics instructions. A clearly displayed MOLLY MAID sign increases your business’s visibility to enable potential employees to easily find you, as well as advertise your service. Before you commit to a sign, please consult with the marketing department for assistance and approval. 2.2 Layout Because office designs vary, the suggested basic layout is segmented into four primary areas predicated on a one room office. Should your office include multiple rooms, the layout is adaptable. The sections are noted below along with additional basic items typically found within the section: Customer Service Representative (CSR) Desk and chair Computer and 1-2 monitors Phone and headset 2 Dry erase white boards Owner Desk and chair Computer, printer and 1-2 monitors Phone and headset Lockable file cabinet Key cabinet Shelving unit Cleaning Supplies and Equipment Mounted wall unit for cleaning chemicals Proprietary and Confidential Information Page 6
Sink Shelving unit Washer and dryer Table and chairs CD player Small refrigerator Coffee maker
Employees
Shelving unit 2.3 Office décor Office furniture may be purchased from a variety of establishments such as office liquidators or resale shops and may include: Full length wall mirror Motivational Posters Pictures Plants 2.4 Filing System A lockable four-drawer filing cabinet is required to store general and sensitive information pertaining to the business as well as employee personnel files. An organized filing system will help you keep track of the necessary documents to build a successful business.
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Requirements
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MOLLY MAID General Operations Manual Copyright 2015, Molly Maid, Inc. 3.1 Requirements It is important to hold onto your business records only as long as they are useful or necessary to meet legal requirements. Retaining unnecessary records will soon use up all available storage space. The retention periods shown here are intended as general guidelines only. Before destroying any business records, always seek legal counsel. Type of Document Retention Period Accident reports/claims (settled cases) Check with your state laws Accounts payable ledgers and schedules 7 years Accounts receivable ledgers and schedules 8 years Audit reports Permanently Bank statements 3 years Cash books Permanently Chart of Accounts Permanently Canceled checks (for important payments, contracts, assets purchases, tax payments, etc.)(File them with the papers pertaining to the underlying transaction.) Permanently Canceled checks (except those noted above) 7 years Contracts and leases (expired) 7 years Contracts and leases still in effect Permanently Correspondence, general 2 years Correspondence, legal and important matters Permanently Correspondence, routine with customers 2 years Employee personnel records (after termination) 7 years Financial statements (year-end) Permanently General ledgers, year-end trial balances Permanently Insurance policies (expired) 3 years Insurance records, accident reports, claims, policies, etc. Permanently Internal audit reports (miscellaneous) 3 years Inventory records 7 years Invoices to customers 7 years Payroll records, summaries, and tax returns 7 years Petty cash vouchers 3 years
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Property records, including costs, year-end trial balances, depreciation schedules Permanently Purchase orders 3 years Receiving sheets 1 year Safety records 6 years Sales records 7 years Tax returns, revenue agents’ reports, and other documents relating to determination of income tax liability Permanently Time cards and daily reports 7 years Vouchers for payments to vendors, employees, etc. 7 years
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MOLLY MAID General Operations Manual Copyright 2015, Molly Maid, Inc. 4.1 Computer/Software MOLLY MAID’s computer specs change as technology advances so it is recommended to contact the IT department for assistance. For those businesses looking for guidance to upgrade their current computer systems, see below: Memory (RAM) Purchase as much as you can get in the machine. RAM is (dollar for dollar) the biggest performance piece you can add to the machine, 4-8 GB minimum Processor (CPU) You don’t have to go cutting edge or top of the line for CCS. Save a couple dollars and go with a nice Intel Core i5, or decent AMD processor Hard Drive It is impossible (and I really mean impossible) to buy a machine with a hard drive that is too small, they do not make them anymore. Monitor/Screen Resolution Be careful. The recommended resolution for the Customer Care System (CCS) is 1440x900 or higher. The higher the resolution the more things you can fit on the screen (it also makes things look smaller). Dual monitors are recommended as this increases productivity quite a bit. As of spring 2014 a new business will receive the following as part of the Right Start initial package: Dell OptiPlex 7010 Ultra-Small Form Factor 8 GB RAM, 500 GB hybrid drive, 2.9 GHz Core i5 processor, 8x DVD R/W, 5-year NBD on-site warranty Windows 8 Pro MS Office Home & Business + Acrobat Sound bar for monitor Dell 23” monitors (two are highly recommended) Trend-Micro Titanium Anti-Virus (3 licenses) Battery Backup QuickBooks MapPoint There are several software packages used in MOLLY MAID business: The MOLLY MAID proprietary computer software program, the Customer Care System (CCS), is required to manage your business. The QuickBooks Accounting is supported by MOLLY MAID. A customized MOLLY MAID chart of accounts is provided by Clint Summers. The Lead Management System (LMS) is also provided for you to efficiently manage sales leads. MapPoint is a Microsoft software program that provides you with a geographical visualization and analysis of your territory and customers. Proprietary and Confidential Information Page 12
MOLLY MAID General Operations Manual Copyright 2015, Molly Maid, Inc. Proprietary and Confidential Information The MS Office Home & Business office application includes Outlook, Word, Excel, and PowerPoint. 4.2 Telephone The office will need a phone system that can support 3-4 lines. You will also need a headset for each employee answering the phone. 4.3 Uniforms Stock a variety of sizes of home service professional uniforms. It is important that HSPs always wear the full uniform to project the company’s professional image. This image is what distinguishes MOLLY MAID from its competitors. For uniform storage, a five-foot clothing rack works well. Refer to a later discussion of uniforms in this manual for more detailed information. 4.4 Cleaning Supplies A well-stocked supply of cleaning supplies is very important. This supply should include tile and grout cleaner, window cleaner, general purpose cleaner, and a powdered cleanser with a disinfectant such as Ajax or Comet. New franchisees are initially supplied with a selection of cleaning supplies. All containers and spray bottles should be clearly labeled and the law requires that you have a Material Safety Data Sheet (MSDS) for each chemical used. These sheets explain the nature of the chemical and what should be done in the case of an accident. They can be obtained from your supplier, or online at MSDSSearch.com Check with the home office for recommended chemical suppliers. Various mixing and dispensing systems are available, depending on the supplier. Some require access to a water line for automatic dilution of concentrated chemicals. Always provide the safety equipment that is required by OSHA, including protective eyewear and gloves. Sturdy shelves will be needed to support the weight of these supplies. A method is needed to track the use of these chemicals to help control cleaning supply costs. This will help you know when to reorder chemicals and when they are being over or under-used. It will also reduce waste and limit taking needless inventory. 4.5 Cleaning Equipment Cleaning equipment consists of a duster on an extendible pole, scrub pads (non-scratch nylon), microfiber cloths, , toilet bowl brushes, single buckets, double sided buckets, mops and extra mop heads, grout brushes, latex gloves and safety glasses (for those HSPs who want them), air freshener, plastic spray bottles and pistol grips, bath mats, and vacuum cleaners and accessories. There are an abundance of suppliers that provide cleaning equipment. Check with the home office for recommended brands. Since vacuum cleaners are used so extensively, always keep extras to replace those that break down. Establish a formal program to perform both preventive and corrective maintenance. Learn to do basic repairs yourself and use a local vacuum repair center for major repairs. Page 13
4.6 Miscellaneous Items Small screen television and/or portable DVD player—to show training videos to employees. A wall mounted key box with a lock so to keep vehicle and customer keys secure. An engraving tool to mark customer keys with an identification number. First Aid Kits are to be kept in each car. A larger first aid kit is needed for the office.
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MOLLY MAID General Operations Manual Copyright 2015, Molly Maid, Inc. 5.1 Introduction Office procedures will have a significant impact on the efficiency with which your business operates. These procedures include sales procedures, customer complaint and retention procedures and report review procedures. 5.2 Customer Telephone Inquiries This will generally be your first contact with a potential customer. The first impression is a lasting one. Here are some basic processes to follow: A friendly, professional, and enthusiastic voice will help the caller to develop a good feeling about the service and MOLLY MAID All sales related calls are entered into LMS via the LMS script Alternative choice language (referred to as Plinko in MOLLY MAID) should be used to offer estimate or cleaning time options o For example: Ms. Jones we have estimate availability in your area Tuesday or Thursday, which do you prefer? Morning or afternoon? 9a.m. or 11a.m., which do you prefer? o This language allows for simple and quick scheduling that works for the business. It also can be used as a technique to for asking for the sale or estimate Following the initial call procedures allows your business to perform key functions that are crucial for success, they include: Back marketing and follow up to unclosed leads Proper territory check with integrated territory check Forces office to use the proven successful script Integrate with the Rough Pricing Sheet Will provide the office with Call Conversion percentages to assure your business is operating optimally on phone sales 5.3 Internet Request for Service Many prospective customers will go to the MOLLYMAID.com website and fill out a form requesting an estimate. This form is submitted online and goes to LMS and is emailed. The office can choose to follow up on the Internet Request for Service (commonly referred to as Internet Leads) or the office can outsource the follow up to a call center. There MUST be a consistent strategy to properly follow up. If the below strategy cannot be followed, the office should consider outsourcing the follow up to a call center. Follow up is as follows: 1 st contact (phone) immediately, within 5 minutes, leave message 2 nd contact (LMS email follow up template), immediately after 1 st call Page 16 Proprietary and Confidential Information
MOLLY MAID General Operations Manual Copyright 2015, Molly Maid, Inc. 3 rd contact (phone) within 1 st hour, no message 4 th contact (phone) following morning, leave message 5 th contact (phone) following evening, no message Send postcard 3 rd day If the office chooses to outsource the follow up, there are still procedures to implement. If the call center does not contact or does not close the office should continue follow up as follows: No contact o 1 st contact (phone) immediately, within 5 minutes, leave message o 2 nd contact (email), immediately after 1 st call No sale o Send LMS email template: Dear
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Note: If an estimate closes from prior weeks, move the estimate to the current week in an area that will not disrupt your estimate availability internally or with your call center (i.e. Saturday). Color code the estimate as a closed estimate This color coding will allow you to quickly count the closed and unclosed estimates in the current week for Royalty Reporting and record keeping 5.5 Converting Occasional Customers When a customer calls for an occasional clean, we have the opportunity to convert the customer to recurring service. The below strategy has proven to be successful. After the occasional cleaning is complete, the team calls office The office fills out the Estimate Pricing Worksheet (self-calculating excel version) The team fills out a MOLLY MAID card with pricing for weekly, bi-weekly and monthly service The office places a task in CCS to make an outbound customer satisfaction call to the customer and mentions prices for recurring service were left if they choose to use MOLLY MAID on a more frequent basis. Team bonus of $50 after 3rd regular cleaning o NOTE: When the customer accepts recurring service, place the customer name and date of third cleaning on a white board. This will act as a reminder to bonus the team o NOTE: Each morning staple the card for recurring service prices to the Team Leader schedule and reinforce to the team that they need to call the office when finished. This will act as a reminder for them to call the office. 5.6 Post Recurring Service Cleaning An important part of the MOLLY MAID system is leaving a note for the customer after every cleaning (if the customer is not at home during the time of the cleaning). The HSPs should be sure to mention any “extras” done that day and compliment the customer on recent improvements (for example, new wallpaper, new furniture, new landscaping, etc.). This shows the customer that the HSPs take a personal interest in the customer’s house. 5.7 Gifts Gifts can be left or sent to customers on holidays or special occasions. A small box of chocolates or a pink carnation left with your note is appropriate. This shows customers that you take a personal interest in them and thanks them for allowing you to perform your service.
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MOLLY MAID General Operations Manual Copyright 2015, Molly Maid, Inc. 5.9 Managing Customer Complaints When a customer calls with a complaint, listen carefully to help determine how it should be professionally addressed. The first rule is to never argue with a customer, as this will make them more defensive. View complaints and problems as opportunities to demonstrate your responsibility to the customer and strengthen your relationship with them. Customer complaints will provide you with general insight on what is happening within your business. Customer complaints occur for a number of reasons that are usually controllable. The may include things such as: Not understanding the customer’s perceived needs and expectations Unrealistic expectations Non-uniformity/inconsistency of the cleaning effort from visit to visit Improper use of procedures and/or supplies Excessive workload that results in hurried efforts Page 19 Proprietary and Confidential Information 5.8 New Customer Follow-Up It’s important to assure the maids have delivered what was covered during the estimate. When a customer is acquired, there is time and money into the acquisition. It’s important to make sure MOLLY MAID and the customer get off to a good start. We recommend the following procedures for new customer follow-up: Send a welcome packet which includes: o Welcome letter o Policies or FAQ o Cleaning calendar o MOLLY MAID magnet The following steps can be managed through the Quality Check Schedule in CCS by “flagging” the appointment (right click and select “Edit Appointment”). When an appointment is flagged for a Quality Check it feeds the Quality Check Schedule. Flag 1 st Clean. In the comments write: 1 st Clean, In-Home QC o This is to remind you what clean the customer is on and what the action will be (i.e. In-Home QC) Flag 2 nd Clean. In the comments write: 2 nd Clean, follow-up satisfaction call Flag 3 rd Clean. In the comments write: 3 rd Clean, follow-up satisfaction call Flag 4 th Clean. In the comments write: 4 th Clean, follow-up satisfaction call The Quality Check Schedule should be printed daily, one copy for the office staff/owner performing the in-home quality checks and one copy for the office staff performing follow up calls
Poor training and/or a need for re-training Poor work ethic and/or attitude Proper follow-up is a critical part of the complaint resolution. We recommend the following procedures to assure proper follow-up. Offer to send the team back to finish the job properly o Change teams if necessary Discuss the nature of the complaint with the team Flag the next three cleans for the following: o Flag 1 st Clean. In the comments write: 1 st Clean, In-Home QC, Complaint (include details of complaint in comments and in appointment comments so the teams will see the detail on the Team Leader Schedule) o Flag 2 nd Clean. In the comments write: 2 nd Clean, follow-up satisfaction call on complaint o Flag 3 rd Clean. In the comments write: 3 rd Clean, follow-up satisfaction call on complaint o Note: If the Quality Check Schedule is printed daily, this will allow you to cover the complaint BEFORE the cleaning to assure the team is aware of the past issue 5.10 Surveys Our survey system is an automated system that pulls data from CCS and is referred to as Listen 360. The response rate to the survey system is approximately 1/3. Each customer will receive one emailed survey after a cleaning every 90 days. The survey consists of two questions as follows: How likely would the customer be to refer MOLLY MAID to a fried or business associate o Rating 0-6 (detractors) Next question: How can MOLLY MAID make it right? o Rating 7-8 (Passives) Next question: What can MOLLY MAID do to get to a 10? o Rating 9-10 (Promoters) Next question: Thanks the customer for their business and reminds the customer of the referral program.
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5.11 Employee Inquiries That first phone call from a potential employee is a critical step in Employee recruiting. This is when a first impression of the company is formed and whether or not it is a good place to work. It is important that the prospective employee is pre-qualified with a couple questions and urged to visit the office to fill out an applications. A sample telephone dialogue with the candidate follows: Good morning! Thank you for calling MOLLY MAID. This is ____________ speaking; how may I help you? Oh, that’s great! Do you have a few minutes to answer some questions? May I ask for your name? _______, thanks for calling. I don’t know how much you know about MOLLY MAID, but our team members tell me the thing they like best about MOLLY MAID is the schedule – we work Monday through Friday, from eight to five with no evenings, weekends, or holidays. We work hard and we have fun, too. We help our customers find more free time by keeping their homes clean. How does that kind of schedule sound? May I ask you a few questions? Are you legally eligible to work in the US? Because we enter the homes of customers, our team members are bondedand insured. This means we perform full background checks including criminal an d driving histories. Is there anything we would find that would prevent you fr om being bonded or insured? Are you at least 18 years old? Do you have a valid driver’s license? How is your driving record? I’d like to get together with you to tell you more about the MOLLY MAID opportunity. Could you come in later this afternoon to fill out an application? I’ll be here from one to four today. Would that be convenient? Just in case I need to get in touch with you, may I have your phone number? Let me give you directions to the office. Thanks so much for calling! I look forward to seeing you. 5.12 Weekly Closing & Report Review The purpose for report review before closing each week is to review for errors or inconsistencies to help you operate efficiently without errors and allows you to identify areas of the business that could be improved. Review the Cleaning Efficiency Report looking for:
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o Incorrect team members assigned to the wrong house or route o Incorrect or no time in/out of the home recorded o Unusually high or low hourly rates while in the home (i.e. 21% pay rate * $80 per hour target rate = $16.80 target team leader pay rate while cleaning) o If the teams hourly rate is higher than target, it can indicate: o The team is rushing through the home o The home was estimated to high o If the teams hourly rate is lower than target, it can indicate: o The team is new to the home and getting familiar with the home o The team is new and not has not become efficient o The team is a slower team with low working rates overall o The home was under estimated o The customer is adding rooms or additional work without the offices knowledge o The time in/out is the office time stamp that: o The clean was performed o Used to calculate working rates (i.e. if your hourly rate is $80 per hour, the target working rate is $40 per maid). Review the Adjustments Report looking for: o Tips paid to the team through check or credit card. These will need to be paid out through payroll o Review for unauthorized write-offs, errors and coupons not applied during the Route Activity Entry process (entering customer payments, adjustments and time in/out) Review the Customer Balances Report looking for: o This report will show all customers that owe a balance. It is extremely important to contact the customer by phone and send an invoice to get collected immediately. Waiting will only cause problems when trying to collect on an intangible product. Review for: o Inaccurate customer balances (payment applied to the incorrect customer) o Invoice and call all customers showing a balance o Suspend service to any customer showing a balance for more than one or two cleans (if the team shows up to home with one outstanding clean and no payment is left, have the team leave the home and contact the customer)
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Now that your week has been reviewed, it’s time to close the week out. Try to have your week closed out by Monday or Tuesday the following week to assure automated systems run timely (i.e. Listen 360 surveys and Kirkwood back marketing run off posted data). Post CCS activity Submit Royalty Report 5.13 Monthly Close, QuickBooks & Accounting Closing out your month will consist of reviewing the following: Reconcile QuickBooks cash accounts to the bank statement o Note: A bank feed can be set up to import transactions with most banks Reconcile QuickBooks to credit card statement o Note: A bank feed can be set up to import transactions with most banks Review monthly P&L and Balance Sheet looking for misclassifications & errors Review quarterly P&L and Balance Sheet looking for overspending in areas of concern. (I.e. labor, cleaning supplies, etc.). Send quarterly and year-to-date P&L to RSM for review 5.14 Monthly Employee Recognition It’s important to have a monthly process in place to incentivize and recognize employees. Print Anniversary Report from CCS and order Anniversary Certificates, Pins, etc. for employee Print the Customer Cancellations by Employee and post cancellation rates In the second weekly meeting of the month, recognize: o Top retention teams o Perfect attendance HSP’s
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MOLLY MAID General Operations Manual Copyright 2015, Molly Maid, Inc. Lead Management System is designed to manage all incoming leads and track them until they convert to customer or are no longer valid, which is referred to as a Dead Lead. Your target Phone Conversion Rate is: Call Conversion to Estimate = 80% Call Conversion to One Time Clean = 50% In-Home Estimates You will need to track and report your total In-Home estimates closed vs. performed to ensure your closing effectively. Please report In-Home estimates only and estimates performed in prior months even though they are reported in the current week. For example, one week you may have six estimate closes and only 5 estimates. This is fine because we view estimate close rates over a 13 week rolling average. You can track your estimate closes by shading them green (or any color to indicate closed) on your LMS Estimates Calendar. If a customer closes from a previous week, move that customer to the current week, place them on a day you do not perform estimates and shade the appointment green. For example, put prior week’s closes on Saturday. This will ensure you know it was from a prior week; it was closed and will not interfere with the call centers appointment availability. Page 25 Proprietary and Confidential Information MOLLY MAID has designed and developed an integrated system of forms and procedures that is fundamental to a successful business. It is essential that each item be completed and properly documented. Through extensive testing and refining, the system has been highly simplified and streamlined, yet it is thoroughly comprehensive and creates a clear, up to date and complete record of all activities. When the system is properly maintained, you and the home office can quickly and accurately analyze the current status of your business and identify trends and patterns that warrant special attention. Consequently, any error or omission in these procedures will significantly hinder the manageability of your business. Careful attention must be paid to ensure an accurate analysis. The importance of proper documentation of business activity cannot be stressed enough. The majority of business record keeping is done through the Customer Care system, LMS, and QuickBooks. 6.1 Form Descriptions and Instructions 6.1.1 Tracking Sales Phone Conversion & Estimate Close Phone Conversion Rates Tracking sales conversion, both telephone and internet leads, is a key indicator in your business. It is essential that you use these two systems to track your sales conversion performance.
MOLLY MAID General Operations Manual Copyright 2015, Molly Maid, Inc. Estimate Close to new recurring customer target is = 70% If either percentage differs substantially from the national averages, it could indicate that you are not operating at maximum efficiency. Possible reasons should be analyzed and appropriate changes made. 6.1.2 Service Estimate Sheet The Service Estimate Sheet is used to gather information shared between the customer and MOLLY MAID about the cleaning services during the In-Home Estimate. The Service Estimate Sheet can be generated directly from LMS or you can use the Service Estimate Sheet preprinted and supplied in the initial package. It is prepared in duplicate for multiple copies for the office and customer. The top sheet is given to the customer; the second sheet is the office copy. The office copies should be kept in alphabetical order or can be scanned and kept electronically. The Service Estimate Sheet contains the: Customer’s contact information and address Specific instructions for particular rooms or for the entire house are documented by listing the floor level and the room to be serviced. Pets Window of arrival Day of service Key received Price and hour range for the initial cleaning Flat rates for recurring service fee for two frequencies Our guarantee 6.1.3 Estimate Pricing Worksheet The Estimate Pricing Worksheet is a guide to assist you with the pricing during the in home estimate. Your prices must be adjusted to your local conditions and economy. A price analysis must be done for all local competition in order to set your hourly price. The square footage base price does include the kitchen, as we assume that all homes will have at least one kitchen. You will customize the sheet, based on your local market, and the market research you have conducted in the Right Start process. The “Other” field is to reflect the unique features of each home that make cleaning more difficult. It includes such things as: density of furnishings, kinds of furnishings, disproportionate room sizes, condition of surfaces, customer requests beyond standard service, general care and condition of the home, presence of collectibles or antiques, environment (dust/mold), clutter, excessive pet hair, etc. One-time cleanings and initial cleans are priced by the hour. Once the home has been brought up to the home owner’s standard, ongoing cleanings are priced at a flat rate. Page 26 Proprietary and Confidential Information
MOLLY MAID General Operations Manual Copyright 2015, Molly Maid, Inc. Place the recurring service on a team that will be in the same area that day This will allow your cleaning teams to achieve a more consistent workload each week, less drive time (more time to make money) and normalized pay check. It will also allow you to maximize sales and profit by operating efficiently. 6.1.6 In-Home Estimate Leave Behinds MOLLY MAID Tri-Fold: This is a professional, high gloss brochure that has all the important aspects to consider when hiring MOLLY MAID. This brochure includes: Who will be cleaning the home? How will the relationship work (no contract) What time will MOLLY MAID arrive What needs to be o e before the maids arrive? Page 27 Proprietary and Confidential Information You will find it necessary to price weekly and monthly cleans at a percent or dollar above monthly cleans. A recommended range increase is ten dollars from weekly to alternate weekly and twenty five from weekly to monthly. This range may vary so consult your RSM. Use of the estimate pricing worksheet is the only control you have to make sure you are accurately pricing cleans. You can evaluate the working rate to see if the home was priced accurately or the teams are not working efficiently. 6.1.4 Rough Pricing Worksheet The Rough Pricing Worksheet is a sheet with various house sizes, beds and baths and is used to quote price ranges for recurring service, one time cleans and move in/out cleans. You will use the sheet when: Estimating the initial clean during an in-home estimate, quoting the range of hours, price range in total and hourly billing rate should you go over the estimated time. Quoting a one-time clean over the phone, quoting the range of hours, price range in total and hourly billing rate should you go over the estimated time. Quoting move in/out and Saturday cleans over the phone, quoting the range of hours, price range in total and hourly billing rate should you go over the estimated time 6.1.5 Route Schedule A print out of the Route Schedule from CCS is an important piece to have in the field while performing in-home estimates. It’s important to use the current week’s route schedule and following weeks to schedule the customers initial cleaning and recurring service schedule while you are at the home. This insures: The slower days of the week are attempted to be filled first (typically Monday & Tuesday) The recurring service schedule is placed on the slower weeks of the month
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