Day: June 29, 2018

Although everything involved in facility management plays an important role in a retailer’s focus on maintaining brand image, paint is often one of the most critical components.

For this reason, Chris Murphy, Business Development Director for Harrison Contracting, recommends periodic washing and touch up of surfaces as part of an ongoing proactive maintenance program.

“The typical life span of accent colors and coatings is four to five years when left untouched,”Murphy said. “An annual program to wash and touch up painted areas can extend the lifespan to seven-plus years or even past 10 years,” he added. Developing an image maintenance program saves the retailer money over the life of the asset.

Reactive work in the painting industry is usually driven from a need to correct an image problem. Graffiti, faded walls, drive-in damage, or issues caused from storm damage or remodeling are all unexpected situations. “The other side of reactive painting is when maintenance has been deferred,” Murphy said. “At this point, there are typically very large expenses in removing failed coatings, addressing moisture damage, or using specialty products to address damage caused by neglect.”

“Painting contractors prefer well-planned, scheduled maintenance programs,” Murphy said. “These types of programs allow us to train staff on brand-specific expectations, schemes and other details that vary from client to client,” he said. “However, reactive is a very important part of the business, and we have created a team of technicians who just ‘get it’ when we have to go out on a moment’s notice and fix a painting issue.”

When asked to identify the top considerations when selecting a paint or painting supplier, Murphy recommends that retailers begin by discussing the paint specifications for the project. “Reputable painting contractors can ensure that what has been specified actually meets your needs,” he said.

Five key questions every FM should be able to answer when selecting a paint or painting contractor are:

1. How long do you want the repaint to last?

How often will you consider remodeling your buildings? Will you have a maintenance package for cleaning to take advantage of the longer lifespan products?

2. Does the project require a specialty product?

There are specialty products designed for coastal areas, high UV exposure areas, and other common issues some properties may face. Ask the supplier to explain why a specialty product is beneficial.

3. Is this specification developed for this project or is it a hand-me-down?

New construction departments all too often pass on the specs to maintenance departments, which lead to overpriced programs and improper product selection. Elastomeric is a great example, Murphy pointed out. “While it is a good product for certain conditions, it will cause major issues if applied to an older building that may already have problems. Be clear about the specifications.”

4. Is the supplier fully qualified and knowledgeable?

“Choose someone who can answer questions about paint specifications, best products to use and processes that ensure a quality job with as little impact to store employees and customers as possible. Be sure you are comfortable with their level of expertise and professionalism,” he said. “Don’t trust your image to someone who doesn’t know their trade.”

5. Can the contractor provide references?

“If your contractor cannot provide a list of references who are thoroughly pleased with their work, there will be plenty out there who can,” Murphy said. “Ask for references and CHECK those references. Every supplier has strengths and weaknesses you should know about before making a selection.”

By: Sheryl S. Jackson

Lots to consider when evaluating your store’s roof

If you’re a facilities manager who’s sick of dealing with a leaky roof, then take some advice from a seasoned roofing executive: read your lease, know which party is responsible for what and work with your landlord for positive action. That’s the message from Art Rankin, Chief Operations Officer for the Chalfont, Pa.-based roof management and contracting company CP Rankin Inc., who says retail tenants often underestimate their importance to the landlord and their willingness to support them.

“We often find retailers have not read their lease, or maybe the real estate department has read it but not the operations or facilities departments,” Rankin said. “The very first thing to do is to understand your rights and requirements as lessee. And if you’re a big anchor store, then you have a lot of clout, and your business is important to the landlord. A big problem for retailers is not knowing their rights or knowing the willingness of the landlord to take care of roofing issues based on their business.”

Facilities managers should document roofing problems, including repairs and expenditures, and contact the FMs at adjoining stores to see if they have had similar issues.

“It’s really about working together in close collaboration with the landlord to ensure the leak repair is done properly, and if the leaks continue, you need to request reroof options,” Rankin said.

For retail companies that own their facilities, the question of whether to repair or replace a damaged roof involves many factors, including:

• Extent of the damage. ”If one section of the roof has been punctured but the rest is in decent shape, a patch and some minor repair work might be all that’s needed. But if there is significant bubbling, delaminating or seam separation with the rubber roofing membrane – if it looks a bit like alligator skin and is no longer pliable – then significant leaking is possible, and the roof likely must be replaced,” Rankin said.

Degradation of the roofing membrane can allow water to seep into and waterlog the roofing insulation. From there, the water can reach the wood, metal or concrete roof interior and cause leaks throughout the store, making it difficult to pinpoint the source of the leak.

• Local building codes. If your store does need a new roof, one way to limit the cost is a reskin or go-over, in which a new rubber membrane is installed over the damaged one. But most building codes will not allow more than two roofs on one structure, so this is a one-time option. After that, the roofing materials must be removed down to the decking and the building reroofed.

• Long-term plans for the store. How committed is your company to the retail location? If your store is thriving, and will not relocate, investing in a new roof might be the best option. But if plans are uncertain, it might be wiser to patch the roof and try to extend its life, especially if the building might be sold.

• Age of the roof. Most roofs last 20 to 25 years, depending on the roofing materials, installation, whether roof maintenance has been performed regularly, and the weather the roof is subjected to. A preventative maintenance program can extend roof life, but if an older roof has been neglected or has required costly repairs in the past, a new roof might be in order.

Rankin recommended FMs contact a reputable roofing consultant to obtain a detailed report on their roof, complete with visual inspections and scans for moisture. A roofing consultant can determine the life expectancy of the roof and then work with a certified roofing management and construction company to develop strategies for maintenance, repair or replacement.

By: Nick Fortuna

Looking for new business? Don’t rely on social media posts on Facebook and Twitter to develop your contacts. Concentrate your efforts on social selling, which is a deliberate process of finding, connecting and developing business relationships online.

LinkedIn is the best place to develop your social selling strategy, according to Terry Sullivan, founder of BuzzPro, a digital marketing firm.

“In the B2B space, LinkedIn is the number one networking tool for finding good prospects and clients,” said Sullivan. It makes it easy to build trust and keep in touch with all of your key contacts and prospects.”

Where to start

The first step is to use LinkedIn on a daily basis, even if it’s just for five or 10 minutes. “Check your messages, check to see who has reached out to connect with you,” Sullivan said. “Make sure you click on the notifications tab and reach out to anyone who has a birthday a new job or a promotion.”

Find an article you think would benefit your contacts and share it with them to start building a trusting relationship. “People don’t want to be sold over the internet; they want to be helped. They want you to help them solve their problem,” Sullivan added.

Improve your own profile. How many contacts do you have? Sullivan said the optimal number of contacts on LinkedIn is 501-plus, because it demonstrates to other LinkedIn members that you are serious about building a professional network.

Don’t make the mistake of only listing your title in a 120-character phrase at the top of the LinkedIn page. “You have to have a strong brand; tell people who you are, what you do and how you can help them,” Sullivan said. “Write your summary section in first person. Remember that you’re not looking for a job; you’re trying to let people know you want to do business with them.”

Searching for prospects

When searching for prospects, look for people who have photos in their profiles and who have a summary section that defines their brand. When you’re ready to reach out to someone, send them a personalized message asking for the connection.

“Make it more about them than you,” Sullivan advised. “Once they connect with you, send them a thank-you note and give them something – an article, a link to your website – that can provide value.”

But making that LinkedIn connection isn’t enough. “Nothing really happens in the business world with LinkedIn until you take your online discussion offline,” Sullivan added. Pick up a phone and call that prospect once you’ve made the connection.

Finally, reach out at least once a month to your top prospects via email or phone. People like to do business with those they know, trust and like, and the best way to build that kind of relationship is to stay in contact with them, Sullivan advised.

By: Maru Lou Jay

 

Developing a fact-based, well-thought out snow and ice removal program requires some substantial upfront work, but the results are worth it. “Companies can realize 25 percent savings and even more on their costs,” said Sean Hartnett, Vice President, Business Development at SMS Assist, a technology-based solutions architect for maintenance needs.

1. Determine your scope of service based on your business needs.

Retailers that carry essential goods and supplies that customers will want before, during and after a storm – home improvement and grocery stores, for example – need to have snow and ice removal contractors on site early and often.

“But if I’m an apparel retailer or a jewelry store, I don’t need to pay to have my contractors catching the flakes out of the sky,” Hartnett said. “You won’t see an increase in revenue or foot traffic during the event to begin with, so you’d be compounding your losses.”

Time in the calendar year is also key in determining snow removal. About 40 percent of retailers’ revenues are generated in November and December, and nationally more than 30 percent of snow falls during that time. While you might want to beef up your snow removal during those two months, by late January you can adjust to a less aggressive trigger or clear less of your lot.

2. Base your decisions on good data. “When most organizations make the choice about going with a seasonal, per event or per push contract, based on either no data or poor data, they’re going to make bad decisions,” Hartnett said. “You need to understand the actual weather; the number of events, the types of events, the probability of those events and match that up with different cost structures.”

The problem is that much of the widely available snow data (including that from the National Weather Service) is based on inexact measurements. Retailers may also go back only five years or so to determine the average snowfall in an area; Hartnett recommends going back at least 50 years.

“FMs should consider working with a company that analyzes available data and can match that with pricing information,” he said. “It’s incredibly complex; people try to oversimplify this, and if you do that, you’re literally taking the dice and rolling them.”

3. Start the process early. Snow removal contractors are competing with a lot of other users, including municipalities and large retailers, for a finite supply of deicer. The longer they wait to order supplies, the more expensive those supplies may be.

The earlier you lock up a contract, the earlier the removal companies can get their supplier and the better the pricing you’re likely to get.

4. Audit on the back end. Snow removal is much more complex than janitorial and floor care service. With seasonal contracts, contractors have an incentive to work as infrequently as possible, while per push or per event contracts encourage them to provide more services.

“You want to make sure you audit their performance and compare it to other locations in that area,” Hartnett said.

5. Use centralized decision making. “When decision making on snow and ice removal is centralized, it’s more likely to be based on a very structured set of rules, even if those rules are flawed,” Hartnett said. “But they are likely to be better than individuals at stores randomly making decisions.”

To develop the best strategy for their companies, FMs must understand what it is they’re trying to achieve. Do they want to spend less and assume more risk? Or spend more and have less risk? The answers will help determine which type of snow and ice removal services are right for their stores.

By: Mary Lou Jay