The GOV

1. Case Design/Remodeling, Inc.: The GOV Understanding Sales, Administration and Production

2. Today’s Main Event • I want everyone’s involvement • Stop me as you have questions • The only “stupid question” is the one that isn’t asked…….. • Keep questions focused on topic • Let’s keep the event moving • Please take notes • Constructive comments are always welcome

3. Goal of GOV Training • Case-itized • Create a clear understanding of general roles and your specific role on the team • Discuss techniques that will allow you and Case to improve and grow • Discuss Corporate enforced policies & procedures

4. Setting The Agenda Introductions/Background/History Operations Training Team – Introduction Teams, what are they Mini-Case Culture (themes, vision, mission, etc) Team Expectations-Relationship Sales & Production (overview) Team Roles & Responsibilities Case Processes-Sales & Production (Flow Chart) Case Systems – RH and CJES HRS Training – Grassroots Summary

5. Operations Team and Introductions of your Team • Bruce Case – Vice President of HM – local and LLC • Dick Ortner – Director of Sales • Steve Todd – Director of Production • Heather DeLand – Director of Start-up • Richard Rocco – Asst Dir of Sales • Allison DeLand – Training & Support • Liz Rose – Franchise Operations & Support • Steve Bowman – Financial & Business Analyst • Midge Torres – Franchise Coordinator

6. Common Traits of Teams • Trust • Interdependence • Value Based • Accountable to One Another • Bounded and Stable Over Time • Operate in a Social system Context • Exist to Share a Common Goal • Authority to Manage Their Own Work and Internal Processes

7. Teamwork • One of the most important aspects of teamwork is, how do you judge if you are successful? • You are successful whenever you make a co-worker successful. • Look at the different roles today and the responsibilities of the roles then ask how can I help with a role that is not mine.

9. Our Corporate Mission is to….. • Provide quality advice, design, and craftsmanship in a professional manner to our clients • Assist each other to reach individual and collective goals • Grow this business in an aggressive and healthy manner, which will provide greater opportunity for all involved

10. If you give, you get 1+1=3 You have to invest time to improve It is our obligation to communicate, not others’ responsibility to understand Create clients and projects will follow If you fail to plan, plan to fail Exceed expectations Remodeling is a process / experience, not a product On time + on budget + delighted client = Success Aggressive, but realistic Listen / Learn / Respond People are our greatest assets Case Themes

11. Why is Case Different? • We are bringing a professional level of service to an industry that is overrun with unprofessional companies: • We show up on time • We are in uniform, with ID badges • Background checks • We answer the phone-office personnel • We do what we say • Our clients trust us • We tell our clients what will happen to them BEFORE it happens to them

12. Previous Client /Personal Refs Direct Marketing Signs (project and vehicles) Grassroots/Networking Other Where Will Our Business Come From?

13. 15 min Break

14. With Delighted Clients Comes …… • Repeat Business • Referrals • Profit and Expanded Benefits • Growth • Relationships • A fulfilling work environment Delighted Clients are our Future !

15. What Can you all do to Help Market Case? • Use Job Signs on EVERY project • Grassroots marketing (door hangers, flyers) • Cloverleaf – market the house around where you are working • Write thank you notes to clients • Networking – talk it up, pass out business cards • Ask for referrals • Exceed clients expectations • Wear your uniforms – Be professional

16. Grass Roots Marketing • Getting your name out in the community • Trucks/Signs • Water Bottles • Cash Cube • Flyers/Brochures in local delis, drycleaners • Local small signs • Door Hangers • Parking the truck over the weekend at the mall/busy intersection • Key to every successful Franchise

17. Alliances • Importance of alliances – What a good alliance can do for you and vice-versa • How to find a good alliance

18. Roles at Case • Home Remodeling Specialist –HRS • Owner- The Big ‘O’ • Office Manager- OM or the little ‘O’ • Remodeling Consultant- RC • Production Manager (future) - PM • Sales Manager (future) • General Manager (future)- GM • Helper (future)

19. Owner • Hiring, fire – HR functions • Manage staff & general business growth • Marketing • Networking • Compliance • Training • Review & oversee Financials • Review estimate and contract • Coordinate material, subs, craftsmen • Client relations • Team building • Pays the bills & signs the checks • Sales mgr • Project mgr • General mgr • Helper • Office Manager • Respond to initial phone calls • Enter & track clients in Red House • Schedule sales appointments • Enters Contracted/T&M sales in Red House • Schedules walk through, Job starts • Sells/Schedules T&M business • Assist with production • Assist with marketing efforts • Accounting / payroll • HR functions • Overall management of office • RC • Manages his/her schedule • Advise clients on projects • Follows the Sales Process • Follow the Production Process • Helps manage the client • Grassroots-Generate Leads • Networking • Improve knowledge & relationship with subs, suppliers, industry • Assist w/collections Who Does What? • Home Repair Specialists • Reads & reviews contract and scope of work • Pre-construction walk thru • Builds relationships with clients • Install job signs • Grassroots Marketing • Manages the job • Provide quality workmanship/ service • Communicates with the Team • Collects payments • Ask client for referrals/cloverleaf

20. Future Roles General Manager • Review estimate and contract • Coordinate material, subs, craftsmen • Address client questions • Schedule walk-through • Team Mentor • Run Sales/Team Meetings • Responsible for numbers-getting them, tracking them • HR-hires & fires • Marketing • Owner functions Production Manager • Pre-job visit • Review estimate and contract • Coordinate material, subs, craftsmen • Address client questions • Focus on collections, job status • Closes out allowances/open items & works with HRS & RC • Job visits • Team Mentor • Monitor & manage jobs-POC Sales Manager • Review estimate and contract • Responsible for numbers-getting them, tracking them • Address client questions • Runs leads with RC’s • Run Sales Meetings • Sets & tracks goals & contests • Tracks Health of Sales • Team Mentor Helper • Go-for • Material Pickups, Trash • Helps produce jobs • Apprentice • Takes shovel, demo hammers, etc out of Lead HRS’s hands • Set up/Clean up • Can go from job to job in order to assist

21. OK Let’s Get Started • Case Systems • CJES; Case Job Estimating System • Red House; The storehouse for all the information • Quick Books; Accounting and Bookkeeping Now let’s Follow the process

22. Case Systems Project Sales Tool Contract Creation Job Cost Estimates Client Management Application Lead Tracking Client Data Resource Employee Schedules Sales Data Customer Invoices / Payments Job Estimate vs Actual Job Profitability Analysis Job Costing Overhead Expense Tracking Budget vs Actual Reporting Cash Management Financial Statements Asset Tracking CJES

23. Systems Integration CJES 2) Job Estimates - Estimated Cost Data - Sale Price 1) Client Contact Information 4) Job Costs - Labor - Materials - Subcontractors (only COGS items are sent to Red House, overhead expenses are only in QuickBooks) 3) Job Information - Client Name - Client Number - Job Number Upload Estimates to Red House 5) Job Profitability Reports - Sales Commission - HRS Bonuses - Job Profitability Reports

24. The Lead • After initial client contact, the Office Manager determines if the lead is suited for T&M or contract by using the Lead Placing Matrix. • The client’s information is entered into Red House and a HRS or Remodeling Consultant is scheduled for the appointment. • Make sure you get all client info & that it is correct – home, work, cell numbers, address, lead source, email, notes etc

25. Entering New Client Into Red House and Scheduling a RC • Show Red House demonstration

26. 15 minute BREAK

27. Case Design/Remodeling, Inc.: Making the Sale Using the Sales Process The Job now has been scheduled so now: The Sales Process Steps

28. What are the steps of the Sales Process? • Warm-up Call • Pre-estimate • Introduction • Tour • Presentation Book • Budgeting • Proposal • Close • Follow-up

29. Goal of the Warm Up Call • Develop a relationship • How long have you lived in the area • Find out something personal about them • Tell them something personal about yourself • Qualify • Define scope of the job • Confirm time and length of an appointment • Find out if they are real

30. The Warm Up Call • 15 MINUTE SCRIPT FOR THE WARMUP • Introduce yourself and confirm schedule appointment time, state that you would like to ask a few question concerning the appointment. • Ask a little about the job. • When do you plan on getting the work done or when do you want it completed. • Ask how long they have been thinking about doing the work. • Will all parties be present to be able to make a decision, and to discuss your goals for attaining completion of this? • Have you done any research or sought any other advice? • Have you ever remodeled this house or any previous residences?

31. Warm Up Call Continued • When I get there we will: (Setting the agenda) • Find a place to set down my computer • Look at the work or tour. • Review scope. • Tell client a little about Case. • Discuss levels of investment. • If appropriate print contract and get into schedule • Most importantly the call is about building a relationship with the client, make the warm-up call yours

32. Pre-estimate • Pre-build the estimate based on the warm-up call before the sales call • To get an idea of costing • To cut down on the time it takes to produce the estimate in the home

33. The Introduction • What is the goal of the Introduction? • To make a good first impression • BE ON TIME! • To start building value and confidence • Develop a relationship • Be aware of the environment, kids, cars, house, furnishings, pets, landscaping.

34. The Tour 3rd step • What is the goal of the tour? • Non stop building of client relationship • To build trust and confidence • Scope of work, specifications • Take notes and measurements • Offer advice and counsel • Have they sought any other advice • When they hope to accomplish the work or have it completed by. • What are they looking for in a contractor? • If they have had any previous construction experience. • Find the sense of urgency. • This is when you need to overcome objections. • RESTATE THE AGENDA!

35. The Presentation Book Step #4 • What is the goal of the presentation Book. • To build value in Case. • Written word is believed twice as much as the spoken • Education • Tell our Story • Tell our processes and procedures

36. Budgeting is a Trial Close 4th step • Confirm scope • Confirm selection or allowances • Confirm client involvement • Then open the budget discussion • If the budget is confirmed then you would move forward to the next step • If the budget is not acceptable, pivot and figure out where you are in the process.

37. Proposal • Once you have gotten a budget affirmation, it is time to generate a proposal or PA • When and where to set up the computer • Ask Permission • Know when • Know where

38. The Pre-Sale Walk Through • What Did YOU Promise to the Client? • Budget ranges • Plans/ Scope • Selections • Client involvement • Organize Your Next Steps to Keep the Excitement Alive • Fail to plan – Plan to fail • What is YOUR outline to success?

39. The Pre-Sale Walk Through - Continued • Determine Who? • Subs, PM, HRS’s, Client, Owner/GM • Based on the scope of work, materials required, in-house abilities • Determine How? • The right vendors? • The right subs? • Understand the strengths & weaknesses of you production staff? • Right timing? – presentation – sub coordination • The client’s involvement? • Determine What? • What will be the drivers for the client? • What are the special order items? • What are our limitations? – Code – set backs – existing conditions – budget

40. The Pre-Sale Walk Through - Continued • Determine When? • Our production lead time – weather – client wishes • What are our product/material lead times • When the client wants the project completed • This Pre-Sale Walk Through needs to happen within days of signing the PA • Determine Where? • Where will materials be staged? • Where your special order materials will be ordered/purchased • Determine Why? • Now it’s time to sell this project to YOUR Case team • Sell this project to your subs • Give production a chance at success • Help ensure the projected vs actual stays in line • Ensure that all the time required to put this package together is ALL THE TIME THAT IS REQUIRED TO MAKE THIS PROJECT A SUCCESS

41. Once You Determine the 5 “W’s” & the “H” Schedule the Pre-Sale Walk Through with Client, PM, HRS or Owner/GM – Whomever will be accountable for “actual” production – RC is responsible for the Production Binder Contact the client Client involvement at this juncture is huge It will help further define budgets and selections – you have the experts with you! The Pre-Sale Walk Through - Continued

42. The Pre-Sale Walk Through - Continued • May Need More Than 1 Site Visit to Get All Production Staff on Board • It is tricky to get all the subs to the clients house on the same day at the same time • Does the client have to be there for ALL sub walk throughs? NO • What Do Sketches Look Like? • Not permit plans • The PA is for defining budgets in varying scopes in varying finishes • Graph paper • Surprise yourself and sit down with graph paper and a ruler • It will help you build the job (mentally) • It will help you think through process and recommendations • Digital picture & tracing paper • Helpful for understanding existing conditions • Useful for the Production Binder in selling this project to Case • A little less impressive to a client - ?

43. The Pre-Sale Walk Through - Continued • Pre-Sale Walk Through • Very similar to the standard Pre-Construction Walk Through • Introduction to the client • Measurements • Material list • Feedback • The “Hood of the Truck” • Hammer home the concerns – the questions – get the buy-in

44. The Pre-Sale Walk Through continued • Pre-Sale Walk Through: The Goals • Firm pricing from YOUR Subs – not exact – Firm • Best advice and guidance from YOUR production staff • Best advice and guidance for YOUR client • Additional thoughts and wants from the client to better define YOUR budget ranges • To get the answers YOU need to satisfy the PA and closer to presenting the final contract(s) to the client

45. The Close Step • Presenting the Contract(s) to YOUR Client • When you sold the PA you promised how many “Budget Ranges”? • No more than 3 • When you sold the PA you promised how many “Selections & Allowances”? • Are they per budget ranges and/or scope? • When you sold the PA you promised how many “Products & Samples”? • Are they per budget ranges and/or scope? • Be prepared & present the contract • All options and as many separate contracts as YOU promised • SIGNING IS A “NON-EVENT”

46. Close • Once you have generated a proposal with the client • Walk the project with the client explaining the proposal • Ask if there are any questions • The last place to build value • Present the Proposal and get authorization • Get all Legal papers signed • Get the payment

47. Follow-Up • What is the goal of the Follow-Up? • To prevent your clients from canceling • Continue building the relationship

48. The job now has been sold; what was sold and how does estimating work • Estimating • Cost Codes • Labor Burden • Time Cards • Lunch • Contracted Sale

49. Now Estimating the Project and How Cost Codes Work • An estimate is only as accurate as the project’s defined level of scope and specifications. • The sales process involves several evolving steps that lead the clients through increasing levels of design detail, project definition, and budgeting or estimating. • A good understanding of estimating is the first step to assuring the financial success of YOUR projects.

50. Estimating • The estimating process is based on the premise that one can make a list of all of the events necessary to complete any given task. • Once that list is compiled, the estimating process / system, must be able to forecast a cost for each item on the list. • A project’s sale price is determined by adding established overhead and profit factors to the estimated costs.