Category: Connexus Magazine

 

When Troy Batchelor started working in retail operations three decades ago, a camera and a yellow notepad were among an FM’s most valuable tools for performing site inspections. Making a punch list involved writing down detailed notes in the field and then going back to the office to type them up and share them with the team. The process was slow, and good luck finding a note from several weeks ago buried somewhere in that thick, coffee-stained pad. 

Fast forward to 2018, and things have changed remarkably. Over the summer, Batchelor, the Director of Business Development for French Co., was planning a soft launch of his company’s new mobile app, which aims to make sense of the wealth of data available to FM managers. 

French Co. specializes in preventive maintenance for shopping carts, grocery-cart fleets, rolling stock and material-handling equipment for large companies. The company uses data analytics and reporting from its proprietary software to analyze the total maintenance costs across each category of equipment maintained, allowing retailers to make better purchasing decisions.

The new app will provide a single place to store pictures, video, audio and written notes and will apply that information to a mapping program so FMs and technicians can zero in on a specific problem. The app should lead to better consistency in the information being collected and will allow members of a large field team to work together more easily. 

“It’s about time savings and efficiency, but it’s also about giving context to the information that’s been collected,” Batchelor said. “For the end user, the facility manager sitting at his desk and managing a thousand locations, it’s being able to quickly review data collected across all locations and make sense of it and make it actionable. Information is not helpful unless it’s actionable.”

According to the global research and advisory firm Gartner, there will be more than 25 billion “smart” devices in use by 2020, up from only 4.88 billion in 2015, with businesses such as retail stores driving much of that growth. The amount of data available to FMs is exponentially greater than ever before and is certain to increase dramatically. 

Batchelor said FMs who are hesitant to embrace mobile apps risk missing out on increased efficiency. 

“A lot of these apps are bringing the old school into the present day,” he said. “It’s important to be able to quickly share information so you can address issues immediately. The question I would ask is what’s your time worth? Things move very quickly when you’re managing many locations, and you have to be able to react, but you also have to be able to go back and follow up on things. Today’s new technology provides better accessibility.”

By: Nick Fortuna

 

 

The term “Internet of Things” has been around since 1999, when it was used as a title for a presentation describing the use of RFID in the consumer goods manufacturing supply chain.¹

The term now applies to a myriad of new capabilities. Everything from a smartphone application that reads what you pick up from the grocery shelf and automatically charges your credit card (which means no more waiting in checkout lines at Amazon Go stores) and Marriott’s use of Echo speakers (which enable hotel guests to have Alexa order room service, ask for more towels or get restaurant recommendations) – that serve as a personal, in-room concierge. 

The basic definition of IoT is the interconnection via the Internet of computing devices embedded in everyday objects, enabling them to send and receive data. In facilities management, sensors collect information in areas such as energy use, equipment performance, lighting and temperature management. 

“There is a high percentage of retail FMs using IoT in the broadest definition, with web-based and mobile applications helping to improve efficiencies, but a great deal of the data is siloed – captured and kept separate from other data,” said Tom Kay, Vice President of Sales and Marketing for ENTOUCH. To fully leverage the technology, FMs need to change the traditional perspective of reacting to information and adopt a culture of proactivity, which means combining data from multiple systems to get a holistic view, he said. 

When data is aggregated and analyzed to predict potential breakdowns, increased energy use or maintenance requirements, the data is actionable, and can be used to address issues before they become emergencies or affect the customer experience, Kay pointed out. “This turns the facilities management department into a cost avoidance center as opposed to a cost center,” he said. 

Facilities management has shifted as a result of access to technology that can monitor a building’s systems, said Chris Mendez, Facilities Category Development at Staples. “These days, FMs often manage multiple sites from a home office with technology that captures data about lighting, HVAC equipment, fleet maintenance and more,” he added. “The ability to track how many hours the burnishing machine has been used not only helps an FM predict when maintenance must be performed but also identifies underused machines that might be needed at another location.” Ensuring the right number of machines are at each store helps FMs avoid unnecessarily purchasing extra equipment.

Bathroom maintenance also benefits from IoT, Mendez said. Monitoring paper towel, hand sanitizer and soap dispensers to determine when they need refills allows FMs to schedule resupply trips appropriately. Clean, well-stocked bathrooms are important to retailers, he pointed out. In fact, in the commercial property sector, 73 percent of tenants report that a poorly maintained bathroom equals poor building management, and 60 percent say an unhygienic bathroom lowers their opinion of the entire building.²

There are various solutions that offer sensor technology that relies on predictive analytics to identify when soap and sanitizer dispensers require refills, which supports creation of better service routes and ordering the right levels of inventory at the right time. 

The amount of data collected by smart systems can be overwhelming, which increases the importance of analytics to FMs, Kay said. “Only about 1 percent of the deluge of data collected by smart building systems can be consumed without predictive analytics programs,” he explained. The use of predictive analytics applied to data collected in all systems throughout buildings allows FMs to make intelligent decisions about maintenance, repairs, capital investment and renovations. 

Investing in an enterprise management platform that pulls all of the data into one location in a format that enables the use of analytics software does require capital investment, but the return on investment is tangible and easily demonstrated. “Most FMs are familiar with energy savings programs that predict high periods of use but total building automation systems that rely on IoT technology to control HVAC and lighting systems to reflect actual need can lowers costs,” Kay said. 

It is not just energy costs that can be reduced with IoT technology. “Improving maintenance reduces not just time and labor costs but also improves the overall customer experience, which results in improved results throughout the organization,” Mendez said. Knowing how often to schedule maintenance visits based on store traffic improves efficiency and eliminates unnecessary visits, he said. “For example, after a certain number of people have used a bathroom faucet, it needs to be checked to see if the handles are loose,” he explained. Building that information into predictive models for maintenance checks allows an FM to schedule visits based on store traffic rather than a one-size-fits-all schedule for all stores, which eliminates unnecessary trips and frees staff to handle other calls.

Although IoT is a hot topic right now, Mendez warned FMs to carefully research smart systems. Find out if the technology’s benefits address a gap in information that is needed and if it will improve overall facility management, he advised. “Don’t get caught up in the terminology. Focus on the actual solution and whether or not it is what you need for your situation,” he said. “Be sure the new solution complements other capabilities.”

The continual emergence of new smart technology that can add to information available to help FMs better manage their organizations may be daunting, but Mendez reminds FMs to focus on the savings in time, labor and supply costs that remote management and predictive analytics can provide. 

The emergence of IoT in the FM arena is another example of how the FMs role in retail is changing, Kay said. “FMs also have to fill the role of data scientist and put systems in place to extract data from multiple systems and integrate data to provide a complete picture of the health of the buildings in the retail organization.” 

By: Sheryl S. Jackson

E-commerce.

In 1999, Peter Drucker wrote “Beyond the Information Revolution” for The Atlantic magazine. In the article, he argued it would be e-commerce, more than computing power, information availability, or even AI, that would have the most revolutionary impact on societies, politics and the way we live. He was writing just five years after the founding of Amazon, before it became the juggernaut it is today. The e-commerce Drucker envisioned eliminated distance-related barriers and disrupted who customers were and even what customers wanted to buy. Drucker foresaw the continued commoditization of anything that a computer could make routine. As usual, Drucker was correct.

Fundamental Change.

Beginning in June 2017, the PRSM Team and PRSM Board of Directors embarked on a journey to fundamentally change PRSM. We began this process from a position of association market and financial strength, with a clear-eyed view that planning for the future is best done when times are good. That journey produced PRSM2023 – our association roadmap for the next five-plus years. As we enter the second half of 2018, PRSM is beginning the execution phase of PRSM2023. A central pillar of PRSM2023 revolves around technology. 

PRSM: Technology.

PRSM technology involves internal and external dynamics. Internally, PRSM technology is built upon our database and website. Much as Drucker predicted, association members now take for granted that an association will deliver the basics of membership online – paying dues, registering for conferences. The truly valuable association will deliver a customized member experience, which includes tools and resources members can use in the office or in the field. Externally, PRSM strives to provide the knowledge and resources our FM members need to successfully navigate an increasingly complex FM world. PRSM events, education and resources will continue to evolve by offering more content on technology topics, including education and speakers on the cutting-edge of multi-site facility management.

Not Just for Retail Anymore.

Another strategic direction PRSM2023 embraces is an expanded definition of retail. Increasingly, multi-site facility management cuts across various industries. For example, many of our PRSM retail members are adding food and beverage operations to their facility management portfolios. PRSM must evolve to serve these members. And, the more complex multi-site management needs become, the more reliant our FMs will be on advanced technology tools. More technology = more data. More data = an increasing need for supplier partners able to translate that data into usable information.

Customization Rules.

Nearly 20 years ago, Peter Drucker concluded that e-commerce was to the Information Revolution what the railroad was to the Industrial Revolution. And, like the Industrial Revolution, e-commerce would rapidly change the economy, society and politics. E-commerce and technology continue to impact PRSM, much like the FM industry at-large. Your team at PRSM is customizing and innovating to meet the challenges of our technology-dominated world.

By: Bill Yanek

 

Choosing the best cleaning tool for the job saves time and money

Did you know there are three kinds of dirt in your store? Bob Robinson Jr., VP of Sales for the Hamilton, Ohio-based cleaning equipment manufacturer Kaivac Cleaning Systems, knows a lot about each of them, which is why he said facilities managers should choose the right kind of cleaning tool for the task at hand.

Loose dirt is the stuff that accumulates from everyday things like dust, foot traffic, opening doors and handling boxes. Stuck dirt is just that – a mess such as spilled soda that sticks to the floor. Embedded soil is the gross stuff that accumulates over time due to inadequate cleaning practices and can lead to the extensive cleaning projects that drain FM budgets.

Robinson said a daily cleaning program is essential for retail stores, but using cleaning equipment such as a floor scrubber based on a set schedule and not on need can lead to unnecessary floor damage.

“The auto-scrubber really isn’t made to remove loose dirt, so it will streak it or move it around, and it grinds away and scratches the floor finish. Then, it requires we burnish the floor, and all we were trying to do in the beginning was remove loose dirt,” Robinson said. “By using the proper tool for the soil that we’re trying to remove, we save a lot of money by not having to recoat floors.”

Here are two more tips for keeping stores clean:

• Stop the mop. Robinson said Kaivac’s “Stop the Mop” marketing campaign aims to make FMs aware that mops were invented for two things – and cleaning your store isn’t one of them.

Mops originally were used to swab the decks of wooden ships and to spread tar on rooftops, Robinson said. By spreading saltwater across the deck, a ship’s crew could keep the wooden boards swollen and tightly pressed together instead of allowing gaps to form as wood dries out. That’s a really good idea when you’re trying to cross an ocean, but since your store hopefully isn’t taking on water, Robinson said you should relegate the mop to the ash heap of history – just don’t expect it to clean it up.

“Somehow, we decided that this great spreading tool was going to be a great soil-removal tool, and it’s not,” Robinson said. “Mops give germs a free ride around the building, they stay wet, they harbor bacteria, and they move soil around but don’t remove it. They don’t work, they’re gross, and no one likes to use them, so let’s stop it and use tools that focus on recovery and removal of soil.”

Robinson said spray-and-vacuum systems, which use a cleaning solution that briefly settles on the floor before being vacuumed up, are preferable because they actually collect the dirt.

• Equip your employees and spread the responsibility. Store employees typically know they should clean up a spill in a busy aisle, but too often, store managers leave the cleaning to vendors instead of being more proactive, Robinson said. By providing employees with the proper cleaning tools, FMs can keep their stores sparkling from open to close.

“We rely on our contract cleaners, but most of the time, they clean at night, when no customers are in the store,” he said. “But what about when customers are there? The best practice is to use your staff to do light-duty cleaning functions because that’s when it matters most – when the customers are in the store – so give them simple and effective tools that they can use.”

By: Nick Fortuna

Since assuming the role of PRSM CEO in September 2016, we’ve experienced two PRSM National Conferences (Dallas and Nashville), two Mid-Year Conferences (Schaumburg and Indianapolis), multiple R2R Best Practices Roundtables and countless other PRSM programs. I learned a lot during these first 18-plus months. And, by and large, PRSM is succeeding in a chaotic environment for brick-and-mortar retail facilities management.

Initially, as CEO, I focused on an Educate, Evaluate and Elevate agenda. My education will never cease, nor will my evaluation of PRSM and its programs. Organizations never stay the same. They improve or they decline. Post PRSM2018, it’s safe to say, PRSM is improving. PRSM2018 was a record-breaking event exceeding both financial and experiential goals.

So, for the time being, PRSM is elevating. But, the march never ends. And, in some ways, the challenging work is just beginning. The May-June issue of Harvard Business Review contains a fascinating article, which certainly applies to PRSM circa 2018: “How Successful CEOs Manage Their Middle Act.” PRSM Association is about to enter this phase under my tenure as CEO. The article outlined five strategies employed by CEOs who successfully navigated their middle act, which is the part of a CEOs tenure after an initial “get to know you phase.”

1. Raise PRSM’s Level of Ambition. Let’s build upon the success of PRSM2018. This will involve growing PRSM across its membership base of retailers and suppliers. The Board of Directors and PRSM HQ Team are making strategic moves to keep PRSM ahead of the changing retail environment. The most visible changes will be in the implementation of a new, five-year strategic plan.

2. Attack Silos and Broken Processes. While PRSM embarks on its new, five-year strategic journey, we will also continue to improve operational processes. PRSM adheres to a Policy Governance framework that aligns the board in a strategic stance and the PRSM staff in an operational mode. PRSM is now in the third year of this framework.

3. Rejuvenate Talent. The PRSM HQ Team is extremely talented and experienced. In 2018, you will see some fresh faces at manager and senior manager levels take on increased responsibilities and gain PRSM-wide visibility.

4. Create Mechanisms for Disruptive Ideas. Now that we have gotten to know each other, I will remain vigilant that member feedback reaches my office, and that I will explore innovative ideas to improve PRSM. The most direct way to communicate with me is through voice@prsm.com. Every email to this address is responded to and I review all issues identified.

5. Invest Political Capital in Long-Term Bets. Association change does not occur overnight. Our PRSM2023 Strategic Plan will take years to play out. However, the strong operational and financial condition of PRSM affords us the luxury of making decisions with a long-term perspective.

This issue. The five strategies above are a proactive way to manage the threat of complacency once the shine of a leadership transition wears off. Much the same can be said in the FM industry, whether it is a new client partnership or a relationship that spans years. Those companies who approach operations and relationships proactively succeed more than those who are reactive. Inside, you will see how being proactive can impact the FM industry.

There is no facility manager who prefers a chaotic approach to facility maintenance versus an organized one, but the reality is that FM staffs often find themselves scrambling to handle emergencies. The complexity of the FM role doesn’t always leave time for planning ahead. However, successful FM organizations have preventive maintenance programs in place to minimize air conditioning failures in the middle of the summer, or other similar emergencies, including well-designed reactive programs for unpredictable emergencies.

Tom Buiocchi, Executive Director and CEO of ServiceChannel, and Kevin Smith, Chief Operating Officer of Ferrandino & Son, were asked to describe some of the trends and best practices they’ve observed.

Q: How does a retail FM balance proactive and reactive plans?

Buiocchi: “Our customers run both proactive programs, such as planned, scheduled maintenance, as well as more reactive programs to handle emergency programs. Our more forward-thinking customers make sure to emphasize planned maintenance as much as possible across their locations.”

Smith: “The best programs offer an element of both. Proactive allows for day-to-day brand maintenance and reduces the out-of-pocket spend. Structured reactive maintenance with a thought toward long-term budgetary goals provides balance on cost while tackling the larger projects that simply don’t fit into a preventative program.”

Q: How has technology improved an FM’s ability to be proactive?

Buiocchi: “By analyzing data across stores, they often are able to identify trends and see where there’s a pattern of reactive work. For example, they can see if it’s a particular equipment model that’s failing. With that information, they can proactively service those models ahead of time or even replace them to eliminate continued failure elsewhere. The Internet of Things (IoT) is also impacting maintenance. With more equipment internet-enabled or integrated with connected devices, FMs can get automated warnings of sub-optimal operating conditions and take proactive action before facing expensive equipment downtime.”

Q: What are the most important programs You’ve seen in recent years?

Smith: “We have seen a trend in building landscaping budgets in three-year terms, and identifying traditional out-of-scope spend like high tree trimming, retention pond maintenance or capital improvements. A rolling three-year budget is developed with this information. Clients have captured a larger share of capital spend for their facilities through better planning, strategic pricing and better developed project plans for their properties.”

Q: What are the most important reactive FM programs?

Smith: “For our company, it has to be snow removal. While snow removal is always categorized as a facility program, it truly is disaster recovery where service failure prevents stores from opening and can risk the safety of employees and customers. Other service programs, like HVAC, could argue that if a store is 110 degrees, nobody will shop there — and that is probably true. However, no one will be injured in this situation and they could still stay open. So from a safety and store operations perspective, snow removal is the most critical.”

Q: How can a reluctant store manager be convinced to spend proactive money now to prevent larger reactive expenses later?

Buiocchi: “Our FM customers can show reports to store managers that compare planned maintenance vs. emergency repair. By analyzing those locations that spend proactive money, it’s often apparent that they’re reducing the likelihood of larger reactive expenses in the future.”

Smith: “If I knew the answer to that, our company would be three times larger than we are now! The best way to approach it is to simply lay out in detail the value proposition of both scenarios. However, the challenge is typically in companies where enterprise decisions involve 10 to 15 decision makers. We typically don’t have access to that group, so our ability to turn the ship is often limited to educating those on the front lines — our facility partners that we work with every day.”

Q: Is there a typical range of how much of a maintenance budget should be used for proactive maintenance? Is it based on store size, volume, other?

Buiocchi: “It really varies based upon customer and store type. Similar sized stores can have varying traffic and different equipment levels, which leads to vastly different maintenance obligations. Once retailers are able to analyze their spend appropriately, most move more toward proactive, because it becomes easier to justify such spend quantitatively against greater and inconsistent reactive spend.”

By: Sheryl S. Jackson

It takes a village to maximize store design

It’s no secret store design can make or break a retailer. Not only does a brilliant design have the power to entice shoppers to step inside, but a clever layout can also encourage shoppers to browse for longer periods of time and ultimately purchase armloads of products. However, effective store design is about much more than eye-catching displays, well-placed lighting and other aesthetics. It’s also about reinforcing the retailer’s brand image, creating a memorable customer experience and minimizing overall operating costs.

Of course, creating and implementing a winning store design is easier said than done. With so many moving parts, this formidable feat requires a team effort between facilities management, suppliers, store operations personnel and other vendors.

“When it comes to maximizing store design, I think communication is key,” emphasized Steven Spencer, Global Procurement for Forever 21. “It all starts with a good owner.”

Whether you’re undertaking a refresh or a full-blown remodel, here are some tips to optimize store design through careful collaboration.

Tip #1: Clearly Define the Scope of Work

Spencer says effective store design begins with identifying the scope of work, which means clearly defining the who, what, when, where and how.

“Properly identifying the ‘scope of work’ enables the identification of the activities and tasks involved in separate work packages and their relationships to one another and the end-product,” he explained.

Tip #2: Speak the Same Language

Optimizing store design involves an array of professionals, from FMs and architects to suppliers and store operations specialists. With so many different team members from a wide range of industries, messages often get lost in translation. This is why it’s critical for everyone to speak the same language.

“Store Design and Architecture need to consistently understand and communicate the Scope of Work using an industry standard, universally understood language: the Uniformat II and AIA Masterformat CSI WBS,” Spencer said. “The adoption of this ‘industry standards mutual language’ ensures everyone inside and outside the company is on the same page.”

Spencer says these tools are essential to succeeding in retail. “This communication system is the most powerful companywide management tool because it provides the basis for planning, leasing, scheduling, estimating costs, configuring, procuring, monitoring, reporting, directing and controlling projects,” he explained.

Tip #3: Rally the Team

Again, optimizing store design requires coordination between a variety of team members. To foster a collaborative environment, Spencer says it’s critical all team members to treat each other fairly and professionally. “Treat all vendors with respect while requiring the same treatment,” he said. “They are in reality an extension of your team.”

He also offers this invaluable advice: “Write clear contracts, using very specific language instead of generalizations. Also, demand prompt invoicing and pay all contractors promptly, per your contracts.”

He says a web-based retail designed maintenance system will also prove helpful for these types of projects. “This allows you to schedule reoccurring and preventative work, track maintenance requests, work status, closeout and payment,” he explained.

Last but not least, keep the lines of communication open with operations employees. “Make it easy for operations  staff to ask for help – they have a difficult job already,” he said.

Tip #4: Hold Frequent Team Meetings

When tackling a store design project, it’s essential all team members meet as frequently as possible. “Contractors and vendors should meet often with the owner’s entire team,” Spencer emphasized. “Invite each other to meet regularly to discuss the hot topics, new ideas and technology and trends that are happening in our industry.”

Last but not least, take time to form connections with other industry professionals – even when you’re not working on a major store design project. “Network, network, network,” Spencer advised. “Grow those personal relationships. The place to do that is PRSM!”

By: Amy Bell

Choosing the best cleaning tool for the job saves time and money

Did you know there are three kinds of dirt in your store? Bob Robinson Jr., VP of Sales for the Hamilton, Ohio-based cleaning equipment manufacturer Kaivac Cleaning Systems, knows a lot about each of them, which is why he said facilities managers should choose the right kind of cleaning tool for the task at hand.

Loose dirt is the stuff that accumulates from everyday things like dust, foot traffic, opening doors and handling boxes. Stuck dirt is just that – a mess such as spilled soda that sticks to the floor. Embedded soil is the gross stuff that accumulates over time due to inadequate cleaning practices and can lead to the extensive cleaning projects that drain FM budgets.

Robinson said a daily cleaning program is essential for retail stores, but using cleaning equipment such as a floor scrubber based on a set schedule and not on need can lead to unnecessary floor damage.

“The auto-scrubber really isn’t made to remove loose dirt, so it will streak it or move it around, and it grinds away and scratches the floor finish. Then, it requires we burnish the floor, and all we were trying to do in the beginning was remove loose dirt,” Robinson said. “By using the proper tool for the soil that we’re trying to remove, we save a lot of money by not having to recoat floors.”

Here are two more tips for keeping stores clean:

• Stop the mop. Robinson said Kaivac’s “Stop the Mop” marketing campaign aims to make FMs aware that mops were invented for two things – and cleaning your store isn’t one of them.

Mops originally were used to swab the decks of wooden ships and to spread tar on rooftops, Robinson said. By spreading saltwater across the deck, a ship’s crew could keep the wooden boards swollen and tightly pressed together instead of allowing gaps to form as wood dries out. That’s a really good idea when you’re trying to cross an ocean, but since your store hopefully isn’t taking on water, Robinson said you should relegate the mop to the ash heap of history – just don’t expect it to clean it up.

“Somehow, we decided that this great spreading tool was going to be a great soil-removal tool, and it’s not,” Robinson said. “Mops give germs a free ride around the building, they stay wet, they harbor bacteria, and they move soil around but don’t remove it. They don’t work, they’re gross, and no one likes to use them, so let’s stop it and use tools that focus on recovery and removal of soil.”

Robinson said spray-and-vacuum systems, which use a cleaning solution that briefly settles on the floor before being vacuumed up, are preferable because they actually collect the dirt.

• Equip your employees and spread the responsibility. Store employees typically know they should clean up a spill in a busy aisle, but too often, store managers leave the cleaning to vendors instead of being more proactive, Robinson said. By providing employees with the proper cleaning tools, FMs can keep their stores sparkling from open to close.

“We rely on our contract cleaners, but most of the time, they clean at night, when no customers are in the store,” he said. “But what about when customers are there? The best practice is to use your staff to do light-duty cleaning functions because that’s when it matters most – when the customers are in the store – so give them simple and effective tools that they can use.”

By: Nick Fortuna

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