6 tips for maximizing your vehicle packaging as a marketing tool.
The landscape contractor can sympathize with the time wasted in traffic jams and burn gasoline to go to the next job.
But what if this traffic can become a source of new business instead of a headache? What if your trailer or vehicle can advertise your services for you? The right packaging can do this.
“Vehicle packaging is very suitable for landscape trailers, especially because whether your company is residential or commercial, every time you provide services, the trailer will (park) in front of the customer’s neighbors,” said Torri Westmoreland, who created In-Depth Wraps for 18 years Ex and her husband are in Atlanta. "Car film has been marketing."
According to the American Outdoor Advertising Association, a single vehicle package can generate 30,000 to 70,000 impressions per day. This means that every dollar invested can generate more than 2,000 impressions—compared to outdoor advertising, radio, television, or print media advertising, packaging has the lowest cost per thousand impressions.
But your mobile billboard may only appear in front of someone for a few seconds when they drive by, so maximizing your marketing potential is crucial. Here are six tips from professionals that can enhance your brand image through packaging.
The biggest mistake Westmoreland has seen is that the company just wants to "put some stickers on the trailer" and then think carefully about the brand story they want to tell.
Capital Wraps, an automotive packaging company based in Raleigh, North Carolina, fills out a creative brief to define their ideal customers and the messages they want to send, helping customers develop strategies.
"You have to clearly understand what your company is and how you want to portray it," said Keoni Denison, director of business development. "You need to understand your target audience so that we can make the design more attractive to these audiences."
The image on the packaging should showcase the solution for your target demographic, whether it's a young family playing in the backyard, an older couple relaxing on a terrace, or an entrance to the original landscape.
Consistency is key, but this does not mean that the same image is repeated on each side of every trailer. For example, "If a company does residential and commercial work equally," Westmoreland said, "we can design different sides of the trailer for different demographics."
Once you decide what to portray on your packaging, reduce your message to a minimum.
"Design it so that you can get most of the key information in less than three seconds while driving," Denison said. "Who are they, what do they do, what is their contact method? If it is messy or the text is hidden in the graphics, it will be unrecognizable."
One of the biggest mistakes Westmoreland has seen is putting too much information into the package, such as a complete list of services instead of some.
"Vehicle packaging is not a brochure. It is a mobile billboard, so you need the least information, but will have the greatest impact," Westmoreland said. "One area we might suggest to put extra text behind is because when someone is trapped behind you in traffic, you have more time to pay attention to their eyeballs. But when it comes to trailers, we try to limit our customers to Three kinds of services."
Denison and Westmoreland agree that the most common misunderstanding of packages is to assume that they are all or nothing. Don't ignore the potential of partial packaging to maximize the use of a limited budget.
"As long as the design is effective, there is no need to cover every square foot of the trailer," Westmoreland said. "Maybe you can partially pack two trailers at the same cost as fully packing one trailer."
If your budget can only cover one truck or one trailer, Westmoreland may prefer towing.
“Trailers are the easiest opportunity for vehicle packaging because they are actually rolling billboards. Compared to packaged trucks, you have fewer obstacles and body angles to consider,” she said. "I recommend engraving on the truck and packaging the trailer so that they all have the brand, but the billboard tells the story."
You won't cover up billboards at night, so don't hide your vehicle packaging.
"After we returned the children's keys, one thing we told all customers was not to hide it," Westmoreland said. "You have this beautiful mobile billboard, so go use it."
She encourages her clients to show off their clothing at community events, trade shows, and other high-traffic places. Wrapped trailers can increase your brand awareness, even when you are off work.
"Wherever you go, take your truck or trailer with you. If you rest on the weekend, park it in a great place, such as an outdoor event or festival," she said. "If you have the opportunity to park it, you have the opportunity to market."
By using high-quality materials and protecting them over time, ensure that your wrapper presents the best possible image.
"Most landscaping companies will use their vehicles until they can no longer be used, so the longevity of the packaging is critical," Westmoreland said.
Denison said that inferior materials may fail or fade within a year. Even if they can hold it, when you unload the trailer, they can pull the paint off the trailer. Both In-Depth Wraps and Capital Wraps rely on high-quality materials that last about five years. Trailer films usually last longer than other vehicle films, "because all surfaces are vertical," Westmoreland said, "so if we talk about life, trailers will be more cost-effective."
During that life cycle, proper care helps protect the package of elements. Denison recommends using silicone spray wax after installation, and then regular cleaning with soap and water. "Keeping it clean will extend its lifespan," he said, "but when it starts to look bad, you need to make it look better because it represents your company brand."
In fact, Westmoreland said, after washing, the wraps tend to get more attention. "If your mobile billboard has dirt, salt or clay forming a layer of dirt on it, then your information will be difficult to see-and it speaks to your company's reputation," she said. "You don't pass a broken business card with coffee stains to others. Likewise, you want to display your vehicle packaging as professionally as possible."
Vehicle packaging may be the key to unlocking growth.
Denison's customers report that they have increased their call rate by 75% within a month after packing the vehicle. He said that another customer “will receive 10 additional calls every month after putting the car on the road—that is, 120 calls per year and 600 calls in five years.” "When you break down the costs, it's about $50-60 per month."
According to the company's website, some In-Depth Wraps customers generate half of their business through vehicle graphics. One customer even used packaging to build a new business. "It sounds like putting the cart before the horse, but it does work," Westmoreland said. "They first package a car and then use it to create a market."
Whether you are driving on a congested highway or conveniently parked in a neighborhood where you see growth potential, a well-packed trailer can attract attention and build credibility.
Westmoreland said: “I believe that a landscape company that displays a professional image on a truck is much easier than a company that has magnets that can be easily removed.” “(Vehicle packaging) provides legitimacy, which is for the landscape industry. It’s a real benefit."
The author is a freelance writer based in Ohio.
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Delays in ordering parts have slowed down contractors across the country, but the actual impact of COVID-19 may remain to be seen.
Jody O'Donnell from LMI Landscapes is preparing to enter this season with about 30 new trucks.
O'Donnell said that the governments of Texas and Colorado (where LMI operates) both consider landscaping to be an essential job, so when it comes to business, they have never really skipped the beat. The client did not really cancel — O'Donnell said that many of his clients actually want work to be completed faster — and it’s not difficult to arrange social distancing from his staff. He said that internal security adjustments are somewhat easy.
But the tricky things boil down to those new trucks. When the truck manufacturer closed its facilities due to the COVID-19 pandemic, O'Donnell said his company had spent weeks scrambling to figure out logistics. This has nothing to do with owning a shiny new truck-O'Donnell said they plan to retire several trucks they own, and in order to maintain social distancing, they will need to reroute and spread the staff across multiple vehicles anyway In the car.
Everything went well: O'Donnell stated that they will eventually be able to get 2019 truck models from manufacturers in various parts of Missouri and Florida, instead of getting trucks from a factory as usual. But for a while, O'Donnell said that the problem of finding the right work tool was real. These problems also exist in other parts of the country.
"We are buying what we can get. I'm very satisfied with the way it works. Six weeks later,'what are we going to do now?'" O'Donnell said. "(The pandemic) is far beyond your usual thoughts."
Billy Van Eaton of Cumberland Landscape in Atlanta has not experienced a sharp decline in new jobs, although he said there has been a reduction in enhancements. They usually install seasonal colors, but the customer request is temporarily postponed.
"We are seeing a slowdown in our new sales," Van Eaton said. "Our pipeline stalled when the initial quarantine began."
But as competing gardeners cut their services, some of them have changed. Cumberland recently noticed a surge in maintenance requests. They also launched an outdoor disinfection service, not only to provide their community with the services needed to clean benches and handrails, but also additional services for the company.
Van Eaton said that predicting whether these good fortunes will last is futile. He has no difficulty keeping the garage inventory, but he knows he can move on, especially as their workload increases. Finding the right equipment for disinfection services is tricky because they don’t want to take away personal protective equipment that is in short supply from doctors and other key employees. "(We asked),'What can we do to provide this service to our customers without robbing them?'"
But who can say that the service will always exist? Like anything else during COVID-19, it is relatively unpredictable.
"I do think that in times like this, as an entrepreneur, you have to figure out how to make it work," he said. "In such a turmoil, there is still a big chance. You only need to screen through the mess to find it. We will either become geniuses or idiots, and we won't know until six months later."
O'Donnell said his company has supported repetitive maintenance work in recent quarters. He agrees with Van Eaton's view because it is not clear where this work will go in a few months. Will the retail space continue to operate? He said that due to online shopping, shopping malls and other places have been affected before the pandemic. If the company chooses to let more employees work remotely, where will the office space go? Since manufacturing is still essential, will industrial premises continue to be safe?
He said: "In 2021 we have a considerable backlog of work, but of course I see gaps in work."
Robbie Parker of the Colorado Environmental Land Project describes this pandemic era as a "wait and see game." They saw that some maintenance contracts were cancelled, but the entire backlog of commercial construction kept the staff busy.
When the state government asked companies to reduce office staff by 50%, they set a rotating schedule to allow office members to work from home. Any visitor to the office must log in so that they can trace back to the source of COVID-19 during the outbreak, and they require staff to wear masks on the job site.
Like Van Eaton, Pike stated that they will not know how this will affect the company in a few months. Parker said his company usually competes with the same three to four main contractors in bidding, and they know how to bid with them because they are familiar with their pricing strategy. But as things progress, Parker hopes that other small contractors will continue work they don’t normally do.
"As jobs disappear, the market will become more competitive," he said. "They will lower profit margins, and I think there will be an adjustment in market pricing. I think it will become more competitive."
The competition does not end with the customer: contractors are looking for the same equipment and parts that are increasingly scarce. Parker said that until recently, they encountered delays in obtaining equipment because irrigation materials were difficult to obtain. He said that manufacturers either shut down during the quarantine period or significantly shortened production schedules, so the industry now feels that these parts are in short supply.
He said the head and valve are particularly difficult to find. The rotor head order they placed in February did not even enter the production stage in late June.
"It will be interesting to see if we see this in multiple markets," Parker said.
Parker also said that his suppliers did not allow internal procurement until recently, and he expects that this situation may disappear as the number of COVID-19 cases increases again. Instead, the supplier opted for e-mail and telephone communication and roadside delivery. Pike said this is not particularly a problem, but for smaller pickup trucks, it is usually easiest to walk in and order instead of using technology to arrange it.
At the same time, in Texas, O'Donnell stated that his team at LMI also had trouble ordering these new trucks because they had to make so many calls from different locations across the country. All things considered, this was a success for them, but the delay started to be worrying because the company had been in a "huge growth mode" before the pandemic, and their revenue increased by 30-35%.
"(This) is how the cards fall. We anticipated most of them, but we got a lot of new projects," O'Donnell said. "We need more people, we need more trucks, we need more everything."
His concerns are certainly consistent across the company, but O'Donnell said that transparent communication with the entire team helped guide them through this unprecedented period. Whether it's a Zoom meeting or a conference call, getting all 250 employees to participate is a challenge, but it's a necessary challenge. He said that transparency is the key, and came up with great ideas when they stumbled upon a new truck and evaluated each option.
"Once I was notified of the vehicle delay, we collectively convened a meeting of managers to determine how we could solve the problem," he said. "My team did a great job."
O'Donnell admits that many changes may occur between now and the end of the pandemic. He remains optimistic, but he knows that there is still a lot of hard work to do. Safety is still the number one issue.
"This is an unprecedented period in our history, and I hope we look back and wonder how we survived all this," he said. "Be safe, wear a mask, maintain social distancing, and do what you can."
Last year, Lawn & Landscape hosted a virtual conference on lawn care. This is what we learned.
Below are some excerpts from the meeting. To watch the full four-hour event, please visit bit.ly/lawncarell.
Reardon: Of course we should be upset about where we are. We have approximately 600 jurisdictions that have implemented bans, including towns in approximately 80,000 cities and towns in the United States. But in fact, the core problem is the destruction of our state and federal regulatory procedures, as well as the general tendency of society to distrust institutions. If you want, I think we are an easy goal, a fruit at your fingertips. This really should attract everyone's attention, especially professional applicators.
Wenger: In Montgomery County, Maryland, we are one of the main jurisdictions that ban the use of pesticides. As for how we should look at it, as Karen said, we should feel uneasy. The industry is now constantly changing. Not to beat a very popular punching bag, but I do have to use the term "mainstream media" because this is where a lot of things are squandered-places like Facebook and other media tend to promote anti-pesticides and Anti-GMO platform. Although scientific data and even anecdotal data show that this is not the case, people tend to accept this anti-pesticide stance.
Despite the facts, we should all feel very upset. This is the way of legislation, and I don't think Montgomery County intends to stand still. I think they want to see this spread.
Mann: There is a strong correlation between the anti-pesticide activities in each state and the existence of a pesticide priority purchase law. Forty-five states provide for the right of first refusal in their laws, stipulating that only the state and the federal government can regulate pesticides. But in states where this is not the case, such as Maine, which has an autonomous tradition, and Maryland, which has a similar tradition—this is where anti-pesticide activists focus their efforts against this.
Then take the model used in Ontario to ban pesticides as an example. They used local forces to achieve change at the state level. In Massachusetts, when we talk about pesticide seizure, we hear how wonderful the situation in Maine is, and they can supervise it at the local level. The local level means that things will be forbidden. I mean, after the EPA and state regulators have completed their work, there is really nowhere to go. The only thing left is to ban the product. So this is what we are currently focusing on.
Wenger: The first thing that LCOs who care about these things within their jurisdiction should do is immediately participate in their local politics, understand who their politicians are, who their representatives are and show up-not just send them Check support.
Of course you can send money, but you need to have a sense of presence. You need to prove that you are a person and that you are a real person-a company that supports the community. You need to know who your representative is, you need to try to make friends with them, or at least show them that you are an important part of their constituency.
I can't emphasize enough. This is something we haven't seen, and we don't have many friends on the local political level. Therefore, please conduct your due diligence as a local. Know who your political leader is and your representative. Meet them in person. Attend fundraising events, participate in social events, and let them know that you are a real person.
Reardon: Everything Eric said, and I really think that LCO must consider becoming an extender. This is especially important in Montgomery County and other jurisdictions that consider bans. You must also attract your customers, which depends on a good, trusting relationship between you and them-in some cases, this relationship may be more personal than normal. In Montgomery County, this is a numbers game, and the numbers are not astronomical.
We needed constituent letters in. You've got to understand what motivates your elected officials at the county and city level. So, to have this insight. Join a league, join your state association, as Eric said, get to know everyone, understand what kind of targeted activities will have an impact, and then do it.
Whether or not we hold a letter-writing event for customers and residents at night-no one has lost customers because of people asking them to vote and appreciate the well-maintained yards and public spaces. Everyone is willing to come. You just need to make a request.
I would say to be bold and understand that some of these things are simple, because the supporters of the ban may have received 500 letters, and we have received 450 letters. In some cases, this is just a small part of the problem that can dominate. .
Enger: I think it's very good for Bob to come out to inspect the lawn care business by inviting the EPA to understand what we are doing, because many people don't know what we are doing.
As I always say, I think many customers think that we have big pots in this big warehouse and we are mixing all these exotic chemicals. They can buy the same products at the hardware store we use. So maybe you can invite someone from your county or anyone out to spend a day with you, take a look at the lawn, see how you operate, see how, yes, we will not overuse these products. When we apply these things, we will use appropriate protective equipment so that they understand how we do things.
Mann: NALP has about 40 EPA scientists from their Pesticide Program Office-we brought them to Virginia... (LCO's house), we have (equipment)... we have people who can apply. There are all virtual applications-water and lime, that kind of thing.
But we showed our work, showed how we work, and showed them the accuracy of the equipment we have.
We showed the deflection device integrated in our equipment so that the product does not go where it shouldn't be. I think at that particular moment, we made a breakthrough with them to some extent.
We begin to get actual substantive questions about what we do and how we do it. The important part is that when they go back to the office and sit in the cubicle and do what they do, our results have improved in terms of the products we can use and the rates we can use. All the different things that EPA interacts with. So I think this is a huge victory for us. two
Jennifer Lemcke, Chief Operating Officer of Weed Man, remembers to make a zero-based budget by writing everything down on the drawing. Lemcke said it would take five days to complete the budget with a box of pencils and a bunch of erasers before they got the program to help them.
"When we moved it to a spreadsheet, it worked very well," Lemcke said. "Everything we do, we want to measure, and then be able to adjust and maneuver. The budget... really goes back to the day I started in the 90s. We did exactly the same thing, we just used paper and pencil."
Lemcke believes in zero-based budgeting, and aims to conduct an in-depth study of every function of the company every year. Users of this approach should start with "zero basis" and add the cost of each company function as they proceed. Lemcke said it can help Weed Man focus on its operations and expenditure control, and it also allows people who use the method to determine when the annual cash flow will be higher or lower.
Zero-based budgeting is her first choice, but Lemcke said that every LCO should use at least some validated budget format. Whether it is incremental budget, fixed budget, capital budget or other methods, tracking your expenditures is an important way to keep your business growing.
"Of course, doing nothing is really not an option. I know many LCO operators don't budget. They just let the flow go," Lemke said. "In general, I see that more and more people are considering budgeting and business planning. Of course, the maturity of our industry has come a long way.
Lemcke said: "You should ensure that you are on the right track for yourself and your employees."
Lemcke said that zero-based budgeting is essentially based on the assumption that you have nothing to budget for your business from January 1st.
Lemcke said that one of the main benefits is that each year is completely treated as a whitelist. If a company performs well this year, they will enter the new season with some motivation and have a new and optimistic view of many areas of the company. If the company is not doing well, zero-based budgeting is an easy way to clear the slate and identify specific areas of failure.
"It allows you to be very involved in the whole process, from measuring how your indicators will be on the bottom line and the top line. It allows ownership and management personnel to really gain access during the previous year," Lemcke said. "(But) it allows people to forget their past."
For self-righteous micro-managers like Lemcke, zero-based budgeting helps management sit down and truly analyze their company's operating conditions, but she believes that this type of budgeting also includes everyone in the Weed Man management team. Recycling everyone in the management team into the process helps each department understand each other's needs and deliverables. Zero-based budgeting is a process throughout the year and requires attention throughout the season.
"The reason we adopted zero-based budgeting is to eliminate waste and to find some effective ways to improve operations in the process," Lemke said. "We call it a business plan. Some people might argue that this is a budget, but we think we combine the two... We are not talking about "hypotheses." We are not throwing numbers, it is really methodical Done. (We) are not speaking intuitively, we are talking about clear measurements taken throughout the year."
Lemcke said the trick to effective zero-based budgeting is to clearly define each category so that the exact same thing can be measured year after year. For example, Lemcke said Weed Man analyzes customer renewals and subsequent customer retention, but people can define repeat customers in many ways. For Weed Man, repeat customers are customers from the previous year and participated in one of their major projects. Using Weed Man's proprietary system to identify these customers, Lemcke was able to track time spans of up to several years.
Companies that use zero-based budgets can and should develop their own formulas that suit them. Lemcke recommends joining a peer group that uses the same type of budget to cross-reference how each company measures each category in the budget. She has seen some companies claim that they have 100% retention, but she knows that these companies are just distorting the definition of retention and unrealistic for their customer base.
"The key to doing this is to measure what is very precise, so you can compare apples to apples every year," Lemke said.
Lemcke said that after completing these measurements in the winter, it is easy to put them aside. However, she said that at least regular budget reviews can help management identify areas where the company's performance is lower than expected. For Lemcke and Weed Man, the whole point of a zero-based budget is as a business plan, which means that it should be adjusted throughout the year according to the budget.
"There are a lot of people working on a budget, which is great, but once it's done, you leave the room, you put it on a shelf or save it to a file, until you really see it at the mid-year or...end of the year," Lem Ke said. "I think this is a huge mistake." Two
Teed & Brown started like many other lawn care companies: a truck and some equipment. But after growing into a company with 35 employees, more than 2,000 customers, and more than $6 million in revenue, owners Christopher Brown and Peter Tied faced all the growth hurdles you can imagine. As they had to make harder decisions and overcome bigger problems, the two learned how to solve these problems strategically while continuing to run the business.
"When we started, it was only me and my partner. Continue along this straight line and we will become very rich," Brown said. "I think you (many people) will understand how unwise this idea is." Brown said that after some reflections and conversations with other companies, he realized that they are dealing with the growing pain that is very common throughout the industry.
Looking back—after receiving formal education in the form of an MBA—Brown and Tide noticed what successful companies need to focus on at each stage of growth. "I can look back and see clearly (when we have a problem) that one of the things is not in place," he said.
Brown said earlier that companies should focus on strategy, shared values and styles. When you first started, your business may be just you and another person. Brown said that when they explored these business areas, his company was slightly larger, but growth stagnated.
They turn their attention to formulating the company's business strategy (what they are doing to give them a competitive advantage), company values (what they are trying to achieve), and their business style (their culture.) Are you selling services or selling experiences? According to Brown, there is no "correct" answer to this. The important thing is that you know what you want to sell and are committed to it.
"Every successful business has one or the other. They either sell products or services, or they sell experience," he said.
Brown admitted that in the early days of his business, he found it difficult to ask for money. He thinks this may be offensive or greedy, so asking customers for money is almost wrong for him. "If you feel that way, you have to overcome it," he said.
"I can't think of many companies that do a terrible job of charging customers.
They are not charging enough. Cash is the blood of enterprises. "
At this point, you have a team managed by you, and there may be 5 to 10 employees helping you with your work. You know how you want to run your business and what culture you want your company to represent. Now, your focus should shift to the skills and employees you have. Now other people are going out to do what you are used to doing every day.
"The employees and skills you need are aligned with the company's values, strategy, and style," Brown said. Brown often hears complaints about the company "becoming too big," he said.
But in the final analysis, it's not that the company has become too big; the reason is that they don't have the right employees and skills to match their growth.
Before your clients feel that you have surpassed yourself, fine-tune your training and recruitment efforts. At Teed & Brown, they break down skill sets and training into different levels. As the level increases, employees learn more about the work they are doing. Moreover, to ensure that employees are fully prepared for the job, they use local universities for higher-level training.
At this point in your company, you can stay away from work a little bit. Brown said that those 60-hour work weeks have passed, and your time is spent checking operations, not in the trenches.
You are running what Brown calls a "lifestyle business" and you can use one of the following two methods.
"I am a dog lover," he said. "But in business, dogs are not a good thing." This kind of business owner is firm and independent, and doesn't put a lot of work into the business. Things quickly went downhill. You can take advantage of the freedom to leave the business. "You are getting profit from the business," he said. "And you have only been in this lifestyle business for so many years." If this situation continues for too long, the company's image will be affected.
This type of business is well taken care of and allows you to benefit from it. Although each time may not be a huge profit, it will only help in the long run.
"You manage the system, you lead the people," Brown said. Now, your company’s employees should know how to manage your deployed system.
"When the trucks come back at the end of the day, do you have a system to clean them up and prepare them for the next day?" he said. "Is it crazy or chaotic, or is there a clear process?"
You have enough customers and enough staff to ensure that there are several different locations in a considerable area.
Brown said that your business may be rooted in multiple locations in multiple states or regions at this time.
To manage multiple branches and more employees than before, the focus should be on the organizational structure of the implementation personnel.
Retaining customers is important, but retaining employees is equally important.
Brown said that when the company's growth reaches a certain level, establishing a clear growth path for the company should be a focus.
"This makes it easy for new employees to enter the company and see their path," he said. "This gives them motivation to improve." Two
Security agreements are an important part of an enterprise, but your company’s culture is its starting point.
Chris Testa, general manager of United Right of Way, said that many years ago, people did not take safety so seriously. Your staff is expected to make the best judgment on hazardous equipment, but today the company offers more programs and training than ever before. This is a good thing.
"Now, our staff has decreased," Testa said. For Testa, fewer people means more responsibility falls on one person.
His company is mainly engaged in municipal work, so in recent years, they have developed a safety plan to reduce missed working days. This reduces the risk of understaffing in an already scarce labor market.
"Years ago, we thought it was not a big deal, but when you apply for workers' compensation, it may cause employees to continue to see a chiropractor for a while," Testa said. "Next, you know, we were hit in this regard."
At Trio Outdoor Maintenance in Clemens Hills, Michigan, owner Bryan Buero said that before the company started to provide tree care services, site safety was not very complicated and this could be a dangerous industry.
"We have always been safety-oriented," he said. "But when it comes to tree work, it has new aspects." Trio Outdoor Maintenance started tree work around 2006. After observing several tasks of his staff, Buero said he saw too many red flags. He realized that it was time to strengthen the security agreement.
The same goes for Curby's Lawn and Garden in Gardner, Kansas. Safety manager Larry Craig (Larry Craig) said that safety has always been a top priority.
In fact, Craig said the company has not had a safety incident for at least 15 years.
The first thing United Right of Way did to strengthen its security program was to seek help from its state business association.
"In Arizona, we have a small business association, and we participate in the program with other companies and companies in other fields to share resources with each other," Testa said.
Buero first brought his company's work to a climax by educating himself and his employees. "I considered what the most logical starting point would be and chose industry magazines," he said. Buero browsed through the death reports of the tree workers and posted them throughout the store, even in the bathroom.
Once he mastered a better agreement, he participated in a national security challenge. They adopted the motto of "Look, Listen, Feel", and he made a poster with a new safety slogan.
"These guys are wearing headphones, but you can stop and see if the device is running or hear it. If you can't hear it, you can put your hand on it," he said. "(That motto) really broke the deadlock for a better security conversation."
Many professionals in the industry hold regular safety meetings to ensure that every crew member is on the same page. Whether you are in contact with staff before deployment or meeting at a conference table, these discussions are critical.
"This is a great way for us to talk about things that might go wrong," Testa said. At his safety meeting, he found that many accidents on the construction site were caused by people who were not paying attention.
"Your staff will not intentionally hurt others when they leave in the morning," he said. "But more often, it's because you didn't pay attention." Even the smallest accidents are reviewed at safety meetings.
At Curby's, the staff will check all the equipment in the morning before leaving.
"We remind them every morning," Larry said. "They check the lights every day to make sure everything is fastened and safe."
The company uses materials from the National Association of Landscape Professionals to hold a tailgate safety meeting once a week to keep everyone consistent. They also hold larger monthly meetings to cover a wider range of topics. United Right of Way breaks down the meeting into smaller meetings and allows the crew leader or supervisor to be responsible for the content. According to Testa, it turns out that this is easier than gathering everyone in a large group and trying to cover everything at once.
The staff of Trio Outdoor Maintenance are looking forward to safety meetings that will be held irregularly throughout the month.
"It shows them that this company cares about them," Buero said. Any serious safety issues will also be submitted to the crew separately.
Buero said that a large part of a successful security plan is to ensure that it is intertwined with the company's culture. "My company is as good as my worst employee," he said. Buero admits that some new employees cannot be unable to work in Trio just because of the importance they attach to safety.
When the safety performance reaches the standard, Buero will reward his team with lunch and doughnuts in the morning meeting. He said the smallest gesture will have the greatest impact.
"I gave them all the shirts-matching shirts. It was like Christmas morning to them," he said. "It's easy to add to the team culture."
At United Right of Way, security agreements extend far beyond the scope of the store. Sometimes the work requires staff to travel to different states, and the supervisor’s job is always to track the local emergency room.
"They will track the nearest hospital or the nearest clinic, and if something happens, they will deal with it with the staff," Testa said. "We have an internal reporting system. Regardless of its severity, whether it is fragments or just someone observing something, there is a report filled out by an individual."
Testa does not have a security incentive system, but he focuses on ensuring that the protocol is universally understood.
He said: "I worked hard in the training section to make sure that what we did caught their attention." At company gatherings, he made sure to recognize those who did well at work, including compliance with safety regulations.
"I don't like to seduce fate," Buero said.