When I was younger, my mom always used to yell at me and my three brothers to take off our shoes before we came into the house. Although she was just trying to keep her house clean with four active boys and a labrador retriever, it seems that mom was actually on to something.

Who would have known that by her asking to take our shoes off at the door, she was preventing thousands of bacteria — including E. Coli — from being tracked in and transferred to floors and surfaces.

Dr. Charles Gerba, microbiologist and professor at the University of Arizona, and footwear manufacturer, The RockPort Company, recently conducted a study on how shoes play a significant role in the movement of bacteria from contaminated floor spaces to other surfaces.

The results are disgustingly shocking — 10 study participants wearing a new pair of shoes over the course of two weeks attracted large numbers of bacteria — 421,000 units of dwelling bacteria to be exact.

The study also found that the bacteria commonly found on the bottoms of shoes include those capable of causing urinary tract and intestinal infections. And, a high occurrence (96 percent) of coliform and E. Coli bacteria found on the bottoms of the participants shoes indicates frequent contact with fecal material, which in most cases can be directly pointed at improper cleaning of restroom floors.

Simply put, if the restroom floors aren’t clean, the rest of the facility’s floors — and surfaces — are at risk of being soiled with bacteria, which leads to health risks.

Distributors can help end users control these situations by promoting the use of spray-and-vac systems over damp mopping restroom floors. Instead of redistributing the soil, the spray-and-vac system, if used daily, dramatically lowers microbial counts from the floor.

To show the prevalence of bacteria on footwear, Rockport launched www.lifeofashoe.com, a site featuring a short video that follows a pair of feet navigating through an average day. You may be surprised how vulnerable shoes are to bacteria and how it is tracked to other locations.

Posted by: Nick Bragg | Date posted: 5/7/2008

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With fuel costs soaring to all-time highs, countless suppliers are trying to avoid raising the white flag.

And even though some businesses are offsetting the skyrocketing prices by passing down some of the costs to their customers, the pain at the pump should be a definite cause for concern for jan/san distributors and their fleet operations.

Thus, logistics experts are advising distributors develop money-saving standards specifically tailored on how they purchase and consume fuel.

Experts say distributors can alleviate the pump shock by first capturing a variety of important data on a daily basis. This includes the total volume of gallons consumed annually, the average price paid per gallon and the fuel economy of the company’s fleet. Distributors also need to then compare fuel bills to see if the price they are paying compares to what other trucks and drivers in the fleet are paying.

Distributors also need to leverage the fuel volumes they purchase. That can best be accomplished by developing a program with their fleet drivers. After all, they are the ones who are deciding on where to stop and refuel.

Posted by: Nick Bragg | Date posted: 5/1/2008

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When the Washington Nationals unveiled their new baseball stadium for the start of the 2008 season, the fireworks should have signaled more than just a new ballpark for distributors.

The Nationals joined a growing list of professional sports teams who are practicing green cleaning at their respective venues. In other examples, the Philadelphia Eagles offer hygiene-promoting eco-friendly sanitary paper dispenser systems. The Nationals are playing in the first green-built baseball stadium.

The emphasis on green cleaning is a trend with professional sports teams that distributors should take note of. Some reasons professional sports teams should be excitable prospects for distributors include:

The copycat syndrome: Professional sport franchises constantly borrow from one another. Whether it is halftime routines or promotional days, teams are looking at each other for innovations. With a number of franchises already administering green cleaning practices, it is a matter of time before every team follows suit.

Image control: Franchises are shaping their image all of the time to cover up for their player’s on and off-field blunders. Every little bit they can do to endear them in the good graces of their fans is an attractive notion.

Promotional Possibilities: Companies like to be associated with other organizations that adhere to similar business philosophies. Practicing green cleaning could afford franchises new advertisers with their green cleaning commitment being a major reason for the willingness to advertise.  

Posted by: Nick Matkovich | Date posted: 4/24/2008

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Like it or not, jan/san distributors are feeling the effects of a recessionary environment. And to throw salt in an already bleeding wound, the forecast for the coming months isn’t looking too promising.

Speaking to a number of distributors since “recession” has become a household vocabulary term, they say one way they are “recession-proofing” their businesses is by expanding their reach into other product sectors.

Distributors who are only promoting and selling niche-based product lines are no longer safe in today’s volatile market. To keep their businesses running strong during these trying times, successful distributors suggest suppliers expand beyond the stereotypical jan/san model and venture out into other sectors such as foodservice and maintenance, repair and operations (MRO). For those who have already made the move, they are sitting comfortably.

After all, it’s not rocket science. Why not offer your customers more than paper and cleaning supplies? It’s a value proposition for both you and your customers’ companies. Being that you already service their facility for their janitorial needs, and the customers themselves are looking to save a buck, why not make the purchasing process a whole lot easier for your customers and package everything into one purchase order while taking advantage of the increased revenue.

It may be easier said than done, but for those distributors who decide to take a “wait and see” approach, brace yourselves, you’re in for a bumpy ride.

Posted by: Nick Bragg | Date posted: 4/17/2008

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With graduation approaching, a new group of salespeople will be dumped into the business world.

For the candidates able to land an interview, they will entice the personnel handling the hiring with their energy, charisma and drive.

It is not difficult to spot the potential sales representative that has the basic skill set to be successful. The difficulty lies in sweetening the job offer to make them sign with your company.

The interview is as much about being sold on the interviewee as selling them. Chances are if your company is interested in a candidate, other companies are also courting that person.

It is up to the interviewer to convey that your company is a great place for someone to begin their foray into the world of sales.

Have them speak to younger salespeople about what your company can offer them and what the reps have taken from the company. Try to draw on similarities between the rep and the candidate to show the candidate they can succeed in this work environment.

A genuine interest and excitement in the candidate will make the job more enticing. It will also force the candidate to exhibit their finest sales qualities to show the interviewer they are well suited for the particular job.

However, if the interviewer spends too much time evaluating the candidate and showing little excitement in them, it could cause your company to miss out on a potentially great sales rep. 

Posted by: Nick Matkovich | Date posted: 4/10/2008

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Since the 1970s, the barcode has been the workhorse in automatic identification in distribution warehouses across the country. For the most part, it still is today, but an emerging technology, Radio Frequency Identification (RFID) is becoming increasingly tough for distributors to ignore.

Although today’s barcode systems provide an array of benefits, including operational efficiency, better customer service, and improved visibility of key business information to management, RFID technology is taking automatic identification to a higher level.

First, RFID technology doesn’t require the line of sight that barcodes do, so tags can be embedded anywhere in or on the product or packaging. RFID tags also have a much higher data capacity than its barcode counterparts and can store and reveal much more information. And, they are far more accurate than manual transcription. The system also has self-checking safeguards that help prevent errors.

Even though it may sound like a phenomenal concept, the majority of jan/san distributors have balked at implementing RFID technology in their warehouses. The main reasons: the high cost of implementation and lack of knowledge about the technology.

I’m sorry that I can’t help you foot the bill, but for those interested in learning more about RFID technology and how it can help streamline your operations, the Material Handling Industry of America posted a three-part multi-media presentation about the technology on its Web site.

Part 1: What RFID is.
Part 2: Who the leaders are in RFID and what the real benefits are.
Part 3: How to get started, plus insight from companies who have already successfully implemented RFID.

Posted by: Nick Bragg | Date posted: 4/4/2008

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If run correctly, meetings amongst your sales team can serve as an ideal way to share key information between sales reps and management. There are certain steps whoever is running the meeting should take to maximize the production and purpose of the meeting:

Assign a different task to each member of your sales team for each meeting: To familiarize your team with all the functions that go into the sales team, assign a specific task to each rep. Have someone present the sales numbers. Assign another rep to reflect on what they have found to be the most appealing features of the products they are selling. Make someone else on your sales team present the current objections they are hearing from people not wanting to purchase from your company.

Assigning one person to a specific task in each meeting helps avoid redundancy. If you have every rep speaking on the same subject (i.e. product features and customer objections) the group will basically say the same thing in a different way.

Don’t meet just to meet: Sales managers like to have a set schedule for meetings. Even on short work weeks or weeks where there is little going on, the sales group meets just for the sake of meeting. If there is not much to talk about, cancel the meeting to give your reps more time making calls or scheduling sales appointments.

Take a different approach to each meeting: If each meeting has the same formula to it your sales team will come into each meeting with a negative mindset. Dress up meetings with a theme and avoid a by-the-numbers meeting. Allow your sales team to maximize their creativity during the meetings.

Incorporating these practices into the sales meetings could lead to more enthusiasm and involvement from your team, bringing the productivity of the meeting to its highest potential.     

Posted by: Nick Matkovich | Date posted: 3/31/2008

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I’ve heard of end user companies not paying their bills on time — or is some cases not at all — but payment fraud, according to a recent survey, is also something distributors should be paying close attention to.

The survey, conducted by the Association of Financial Professionals (AFP) found that as many as 71 percent of organizations in the U.S. experienced payment fraud in 2007, and a third of those companies saw the number of incidents increase over the previous year.

With payment fraud becoming increasingly harder to control among all U.S. companies, the AFP offers a few helpful suggestions to combat fraud:

• The method of payment most susceptible to fraud is via check. Consider only taking electronic payments with debit and credit cards, as well as wire transfers.
• Keep tabs on employees. Separate the responsibilities of employees to ensure that different people are entering, keeping track of, and approving payments. Fifty percent of companies who participated in the survey said members of their own company were caught committing some kind of fraud.
• Delete user identifications and passwords from the computers of former employees.

Posted by: Nick Bragg | Date posted: 3/26/2008

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In his latest blog post, Deputy Editor Nick Bragg wrote about how its one thing to sell green cleaning products, but its another to back up those sales by making your own facilities environmentally conscious. It’s definitely an industry trend and jan/san distributors are not alone. Many manufacturers and building service contractors have already greened their operations.  

Obviously, not all distributors are able to “eco-overhaul” their office or warehouse space, but there are alternatives. One example is to reduce carbon emissions from shipping. Distributors wouldn’t even have to switch to hybrid vehicles or reroute deliveries. They can do it by simply investing in carbon offsets.

With carbon offsets, distributors would continue to ship products normally, but also invest in a third-party company that helps fund projects such as tree planting or renewable energy. By giving money to an operation that works to reduce emissions, you are actually offsetting your own.

This is just one way to become a sustainable company. For more on greening operations, check out our podcast, “A Green Culture Starts From Within.”

Posted by: Dan Weltin | Date posted: 3/20/2008

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Jan/san distributors, if you’re going to talk the talk, you’ve got to walk the walk.

For years, you’ve been selling, promoting and training end user customers on the benefits of going green. However, your credibility could get thrown right out the window because your company in fact hasn’t taken the steps to green your own facility.

I recently spoke with Teresa Farmer, a green program specialist with Kelsan Inc., a jan/san distributor from Knoxville, Tenn., who said that her company is in the process of greening its office for this particular reason.

The company, who has recently helped implement a significant green cleaning program for the University of Tennessee and is currently in a yearlong process of doing the same with Appalachian State University, has made it a goal to green its office space.

The company has done a lot of things already, starting with implementing a green cleaning program, but has plans to “green overhaul” its office space with eco-friendly offerings for the remainder of the year. So, the company now can turn to their customers and say, “hey, we’re doing it,  too.”

Little by little, jan/san distributors like Kelsan are going to realize that walking the green walk and not just preaching it can go a long way in separating their business from their competition.

Distributors, have you greened your facility yet?

Posted by: Nick Bragg | Date posted: 3/14/2008

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Business transactions have been simplified through time.        

The ease of the transaction is met head-on with the difficulty of developing rapport with the customer. Customers used to call up a distributor, chew the fat for 10 minutes and order products at the end of the conversation. Today, some businesses offer end users the choice to click the products into their possession, avoiding all interaction.

The convenience of purchasing the product online coincides with the justifiable, comfortable feeling of switching distributors if an order is incorrect or the price of the products exceed the customer’s range.

If distributors offer ease of purchase online for the customer, maintaining a personal relationship with that customer is crucial to keeping their business.

Continue to stop into the customer’s place of business. Call occasionally to develop a rapport with the customer. Don’t nag the customer into annoyance, but make it a point so that they attach a personality with the products they purchase. The personal relationship strengthens your business relationship to where a customer is not buying the product, they’re also buying the distributor’s personality.

This should strengthen the professional relationship between distributor and customer. It also makes it more difficult to switch distributors should a problem arise.

Posted by: Nick Matkovich | Date posted: 3/7/2008

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It’s well known that manufacturers can be subject to a wide variety of laws and regulations governing product liability. Things such as bodily injury and property damage losses may arise from the product itself, the product’s packaging, instructions, labels and warnings.

The manufacturer is usually held responsible for injuries that arise from a defective product. However, jan/san distributors should be aware that they too can be held liable for product defects.

According to a recent report released by The Hartford Financial Service Group, distributors can be held liable under these certain circumstances:

• Distributors who provide installation, service or repair work as a value added service for customers may increase their product liability exposure in the process.

• Distributors who modify, repackage or re-label products.

• Repackaging under the distributor’s name may increase the exposure substantially.

• When a distributor imports products from a foreign manufacturer who does not carry U.S. product liability coverage, they can assume the product liability exposure.

• When a distributor is directly responsible for damaging a product while repackaging or making modifications, they may be held liable for product liability.

• If a distributor had prior knowledge of a defective condition of a product prior to the sale and didn’t do anything, they can be held accountable.

• If a distributor recommended an unsuitable product for the job.

Recognizing these liability issues will help jan/san distributors avoid any unnecessary costly expenditures down the line. 

Posted by: Nick Bragg | Date posted: 3/3/2008

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I often hear from distributors that they have the edge over big box stores or buying direct from manufacturers because they offer value-added services such as on-site delivery or hands-on product training. But if the majority of distributors offer these free services, how do you differentiate yourself from other distributor competitors?

One idea would be to help end users out with one of their non-product challenges: immigration. Immigration reform is confusing to many and penalties for breaking the law are about to get stiffer (fines for federal contractors who hire illegal immigrants are set to increase by 25 percent).

Help end users by staying up to date with immigration reform laws and familiarize yourself with the proper documentations, including the new I-9 form. Encourage customers to register with the free Basic Pilot Employment Verification Program online. With this program, employers can audit their I-9 forms or verify that names match Social Security numbers.

A value-add like this would go a long way in solidifying the end user/vendor partnership.
 

Posted by: Dan Weltin | Date posted: 2/26/2008

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What you don’t ask, you don’t know.

As a jan/san distributor, when was the last time you asked your customers how you can better serve them? Or better yet, do you go out of the way to ask your customers how your company is doing?

These simple questions can either enhance or shatter a business relationship. In fact, research shows that two-thirds of customers are more apt to cut ties with their regular supplier and purchase from a competitor simply because they say their supplier “doesn’t respect their needs.”

Asking your customers these simple, yet important questions, shows that you view their business as a valuable piece of yours. It also gives your customers the opportunity to sound off. This feedback can help in identifying trends and pinpointing some problem areas that otherwise wouldn’t be brought up in day-to-day conversation with clients.
 
But if you find you’re not getting the results you’re looking for, it may be time to distribute a survey questionnaire where customers can answer anonymously. Your company may find the most truthful answers this way.

No matter the place and time, customers will almost always agree and say that it never hurts to ask what they expect from their supplier.

Posted by: Nick Bragg | Date posted: 2/20/2008

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As pitchers and catchers report to spring training, managers attempt to strike that perfect balance of speed, power and patience in their lineup. If they find the right mix, their team is bound to be playing late into October.

It is no different for distributors looking to assemble a sales team. Hire a group of no-nonsense, by the numbers salespeople and some end users will be searching for the rep’s personality during a visit. Compile a sales staff that sells entirely on personality and other end users will be turned off by their willingness to sell themselves more than the product.

Sales managers have to strike a balance. Find people with differing personalities. For every person who sells strictly on product information, hire someone who will inject a personal voice into his or her sales visit. The definitive sales professionals will take a little from each other to improve themselves as a representative of your company. Always willing to borrow from other successful salespeople, the good ones are looking to improve themselves and other members of the team.

Sales managers then need to ask themselves certain questions to maximize their team’s productivity. Who works well together? Who could benefit from going on a few sales visits with another representative whose sales technique differs from their own? What is the best sales quality of each individual and how can others incorporate it into their own presentations? Procuring the answers to these questions could lead to a very successful sales team.

For more information on assembling the right personalities for your sales team, click here.

Posted by: Nick Matkovich | Date posted: 2/13/2008

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Baby boomers hold the institutional memory of their organizations. Their business decisions, countless contacts, years of knowledge, as well as the expertise of running the company are irreplaceable.

Like many industries, the jan/san industry is bracing for the impact that will be dealt by the millions of baby boomers heading into retirement over the next couple of years. Undoubtedly, the aftershock will be felt for years — unless your company is planning well ahead of time.

Today, implementing a strategic plan where elder workers pass down their knowledge of the business and the industry is crucial in keeping a company from succumbing to failure when the boomers exit stage left.

The passing of knowledge is nothing new. In fact, it’s always been a norm in the business world. But with the gaping number of positions destined to go unfilled, it’s more important than ever for business owners to act now before it’s too late.

In the end, the more knowledge that gets passed down, the best suited a company will be for the transition.

SM showcased how some distributors are preparing in this cover story. I’d like to hear how others are preparing.

Posted by: Nick Bragg | Date posted: 2/7/2008

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A number of businesses are suffering from “presenteeism,” aka the drop in productivity from a worker when he or she reports to work when sick. Unfortunately, I’m not helping the cause.

For the past two days I’ve sat in my office feeling under the weather. If I had stayed home and taken better care of myself, I’m sure I would have gotten over my cold already. Instead, I have functioned at less than 100 percent for multiple days and I only can hope I haven’t already passed on my symptoms to my co-workers (causing even more presenteesim).

It may be tough for business owners to swallow, but when employees are sick, send them home. A sick employee functions no better than an absent one, and according to some studies, worse. A sales representative under the weather probably won’t deliver as great of a sales presentation; sick warehouse workers are more likely to pick the wrong order, or worse, cause an accident.

If workers are encouraged to stay home and rest when they are sick, when they come back, they’ll be more productive in a day than they would have been all week.

Now if you’ll excuse me, I need to go heed my own advice.

Posted by: Dan Weltin | Date posted: 1/29/2008

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The slowing economy and the possibility that the United States is heading for a recession are worrisome subjects for many small jan/san distributors, especially those whose biggest concerns are how they’re going to keep sales coming in when customers are strapped for cash.

With more and more end user customers facing budget cuts, small-sized distributors are forced to take the brunt of the blow. So instead of sitting back and watching business numbers steadily decline, many distributors should be scrambling for ways to attract new customer clientele to increase revenue.

Whether it’s through networking, offering existing or new customer discounts and value-added services, distributors must force themselves out of their comfort zone in these tough times.

For some “mom and pop” suppliers, that means launching a company Web site. A reputable Web site can help increase margins and help attract potential customers that otherwise wouldn’t know your business exists.

Customers nowadays like to search the Internet for product offerings more than ever and love to shop around online for the best prices. If customers notice you’re pricing is better than the competition, or you are offering educational tools and insight on certain cleaning procedures, you may have just attracted a new client.

Distributors, do yourself a favor and make an effort to step outside the box before it’s too late.

Posted by: Nick Bragg | Date posted: 1/24/2008

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Ok, I’ll admit it. I occasionally chit-chat with co-workers about things that aren’t work related. Who doesn’t?

Being that I’m an avid sports fan and others in my workplace are too, it’s hard for us not to talk about our local sports teams (like the Green Bay Packers, who just so happen to be en route to returning to the Super Bowl). But my co-workers and I know when to keep the sports talk at a minimum.

Some workplaces view this type of chit-chat as a distraction, however. They say the working day is strictly for working and not for personal conversation. But if your company is putting a muzzle on employees’ mouths and restricting office banter, it may be affecting your overall productivity as well as your employees’ morale.

When employees are able to talk with co-workers about non-work related topics it helps build camaraderie in the workplace. That then translates into more productivity around the office — as long as staffers aren’t abusing the privilege, productivity consultants say.

A smart business owner can tolerate some chatter, recognizing that employees who are happy in the workplace are likely to be more productive. So when you see your employees standing around the water cooler on a Monday morning discussing the outcome of the game, let it slide or take the time to jump into the conversation.

Posted by: Nick Bragg | Date posted: 1/17/2008

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Distributors’ number one problem is coping with price increases. With the costs of oil, fuel and other resources skyrocketing, manufacturers are raising their prices on a frequent basis. Distributors are forced to either absorb those costs or pass them along to customers, which is easier said then done.

To recoup higher prices, many distributors add fuel surcharges to their cost of delivery. Customers understand this additional charge when the price at the gas pump is high, however, when those prices eventually go down, customers will expect the fuel charge to decrease as well, or even go away entirely.

John Treat, president of Treat’s Solutions in Ada, Okla., has a different method. He looked to the grocery industry for his idea of charging a freight surcharge on all deliveries. People in that industry accept it, he said, why should jan/san be any different?

Unlike a fuel surcharge, the freight fee remains firm. It’s not a charge for gas, it’s a charge for the delivery. A lot of distributors offer free delivery as a value added, but according to Treat, just because his competitor isn’t doing something, doesn’t mean he shouldn’t. Rather, he feels that “when you give good service, you can charge for good service.”

And when Treat gets crunched with price increases, he can increase the freight charge to help ease the burden. In 2007 he raised this fee from $5.50 to $7.50 and he may raise it another dollar in 2008. How do his customers feel about the added fee? He told me that 80 percent of his customers understood the reasoning for the charge.

For more solutions to dealing with price increases, check out the January cover story of Sanitary Maintenance.

Posted by: Dan Weltin | Date posted: 1/14/2008

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Technology gurus said late last year that we shouldn’t be surprised if the smartphone soon kicks the laptop to the curb.

But as a distributor salesperson, are you willing and ready to replace your laptop — with its easy-to-see LCD screen, hard drive and a keyboard that you can type on rather than using your thumbs — with a multi-function wireless device that fits in your pocket?

The majority of distributor salespeople can’t imagine leaving their laptop back at the office and working solely on their smartphone. Their argument — the laptop is for working — while the smartphone is for quickly checking e-mails, reviewing documents and keeping in touch by voice communication. Salespeople also rely on laptops for sales presentations — something that most sales reps currently aren’t utilizing with smartphones.

However, there are always exceptions to the rule. Some salespeople have abandoned their laptops because they find that carrying a single handheld device that does everything on the road is much easier than having to carry multiple devices.

Today, distributors can tap into smartphones to do everything from locating salespeople with GPS-enabled devices to notifying customers of discounts, checking product inventory and placing orders. And that’s just the tip of the iceberg of what’s to come.

Smartphone manufacturers are expected to make life simpler with a growing-list of Web-based applications for accounting, human resources, sales and more being released in the coming months. These functions will allow distributors and their salespeople to be even more mobile than they already are.

Posted by: Nick Bragg | Date posted: 1/9/2008

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Distributors in a variety of industries, including jan/san, are still following the news of HD Supply very closely. The wholesale distribution company was bought from Home Depot by private equity firms last August. Though the supplier is no longer owned by a “big box” store, it still remains a tough competitor for many distributors.  

Since the sale, the new owners have sold its lumber and building materials division and now recently have signed a letter of intent to sell its HVAC division. For some, these two moves could continue to prove that the national wholesaler is simply too big to operate successfully. On the flip side, however, it could be seen that the wholesaler is simply selling off certain divisions so they can strengthen their focus on other areas, such as MRO or jan/san.

The reality is most likely closer to the latter as, according to reports, HD Supply is not planning any other divestments anytime soon. Jan/san distributors will have to continue to treat the wholesaler like any other national competitor.
 

Posted by: Dan Weltin | Date posted: 1/3/2008

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Are you blocking your employees from social networking Web sites?

If so, you’re not alone. A recent survey of Barracuda Networks’ customers found that nearly half of their customers’ businesses are setting up blocks to MySpace, Facebook and other networking sites.

The chief concern for these blocks is the potential damage from viruses and spyware. Another major concern is the fact that these sites have the potential to effect employee productivity.

Businesses, however, may find that social-networking sites can be leveraged for appropriate and advantageous business use. In fact, a number of business professionals already communicate with one another on LinkedIn, a popular business-oriented social-networking site.

Businesses are also using these sites to scout potential applicants. A business could learn a lot about a potential applicant just from visiting their personal page. For other uses check out SM’s December cover story.

So, rather than being quick to block employees from these sites, business owners should first get together and think of how they can turn social networking to their advantage.  

Posted by: Nick Bragg | Date posted: 12/19/2007

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According to a recent USA Today article, more employers and many of their English-speaking workers are showing an interest in learning Spanish customized to specific jobs and industries.

In fact, those employers who have taken the time to learn at least rudimentary workplace-Spanish say it has helped them communicate with Hispanic employees and customers who don’t have a good grasp of the English language.

For distributors in the jan/san industry, learning the Spanish language can be valuable. Having your sales staff learn basic Spanish can help when doing product demonstrations and training frontline workers.

In an industry where a large percentage of cleaning personnel speak Spanish as their first language, being able to communicate and train them on the proper ways of usage and handling of chemicals and equipment can help lower workplace injuries and costly expenditures. It also helps simplify day-to-day operations.

Most times a salesperson is forced to speak through a translator during training of a new employee. By having those responsible for training learn basic workplace-Spanish, it eliminates the middleman and helps avoid any errors in translation. Spanish-speaking employees appreciate receiving instructions first hand and it helps them learn better.

It may be a touchy subject for some, but as more Spanish-speaking workers enter into the workplace, taking the time to learn basic Spanish can be a boon to your business.

Posted by: Nick Bragg | Date posted: 12/12/2007

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Imagine this scenario: a building service contractor or in-house service provider is servicing a building late at night. He notices while restocking the restroom dispensers that he is almost out of toilet paper. He takes out his cell phone to access the Internet, logs onto his distributor’s Web site and places an order. Then he simply puts the cell phone back and continues cleaning the building.

Sound promising? This type of spur-of-the-moment product purchasing could be a thing of the immediate future. Currently only one percent of Americans have bought a product online with their cell phone, states communications research firm Telephia in a Fortune Small Business article, but that may soon change. Most people aren’t buying with their cell phone because its not user friendly. Companies are using the same Web site for both computers and phones, which means content is being reproduced on tiny screens making information hard to read and access.

To remedy this problem, businesses are also registering for a dot-mobi address, aka a Web site for use on cell phones. These Web sites don’t have the same bells and whistles as the regular site, but they are extremely user friendly. Dot-mobi addresses come cheap, too, so distributors will get a return on investment after only a couple of sales.  

Posted by: Dan Weltin | Date posted: 12/6/2007

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No matter the industry, a company’s budget should have revenue earmarked for training.

This especially holds true for end user companies in the jan/san industry, as companies are in a constant battle with employee turnover issues.

For the most part, incoming frontline workers are stepping into a foreign occupation. And that’s where proper training becomes most important. In an industry where product knowledge and specific techniques are crucial, training ensures not only a worker’s safety while on the job, but also the health of building occupants.

But most end user companies don’t have the means available to put new or current employees through proper training. That’s where end user companies look to their distributors to lend a helping hand.

Most distributors offer training as a value added service. However, some have dropped the ball. Remember, the next time you go on a sales call, ask your end user customers how you can best suit their training needs.

What helps drive their business will also be beneficial to yours.

Posted by: Nick Bragg | Date posted: 11/28/2007

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Fast Co. magazine released a list of 50 ways companies are “greening” their business in its November issue. Some examples that may be of interest to distributors include:

• Wal-Mart is providing funding to develop the first heavy-duty diesel-hybrid 18-wheeler truck.

• The Philadelphia Eagles has its stadium cleaning crew make two passes around Lincoln Financial Field — once for recyclables and another for trash.  

• Procter and Gamble is converting all of its liquid products to concentrate form.

• Timberland, Bank of America and Google all offer employee incentives for buying hybrid vehicles.

• Kaiser Permanente is replacing its vinyl floors with recycled rubber flooring which  reduces the amount of harsh chemicals needed to clean it and creates fewer slips and falls.

These are only a few of the 50 ways. To read more, click here. To read about how some cleaning-related manufacturers are embracing sustainability, check out this article from SM.

Posted by: Dan Weltin | Date posted: 11/21/2007

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Last month I had the pleasure of speaking with a handful of jan/san end user companies for Sanitary Maintenance magazine’s November cover story on purchasing. Although the premise of the article focuses on how end user companies are procuring their supplies and products, I took it as an opportunity to pose this question: How would you describe your current relationship with your supplier?

To my surprise, the responses I received made little or no reference to pricing as being a reason they would sever ties with their current suppliers. However, what I gathered is that these companies are looking beyond the products. They want their suppliers to “take the bull by the horns” and offer more value-added services.

Building service contractors (BSCs) and in-house service providers (ISPs) need you to take the time to understand their wants, needs and desires. They also ask that you take into account their input when rolling out new products and services. This requires that you, as a supplier, do your homework and really understand how your customers’ businesses operate.

In the end, listening to your customers and asking questions helps build a strong customer-supplier relationship.

Posted by: Nick Bragg | Date posted: 11/14/2007

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In years past, cost and technical issues have kept jan/san distribution houses from implementing warehouse management systems (WMS). Today however, with help from WMS software providers, these same distribution houses are able to effectively improve stock visibility, reduce the need for physical inventory counts, cut down on stock-outs and boost picking accuracy — through the Web.

Distributors now are able to pay an affordable monthly fee and pick from a handful of Web-based software developers to help run their operations. The vendor hosts and maintains the application and delivers the software as a service.

The advantages for distributors are that there’s no expensive hardware to buy, no software to install and no information technology (IT) staff to maintain. The monthly costs are low enough that most operations managers can fund them out of their operating budgets.

The developers also promise a quick and easy deployment — the software typically can be implemented in two days and requires little training. During implementation, the developers also work with the distribution house to help the software fit their needs.

When just about everything in today’s business world has shifted to the Web, I’m not surprised WMS has too.

Posted by: Nick Bragg | Date posted: 11/8/2007

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I just returned from ISSA/INTERCLEAN North America and it was clear which three topics were on everyone’s mind.

• Green: Does this one come as any surprise? From live trees at the booths to a green product revue, nearly every exhibitor touted sustainability. It is clear that the environment will play a critical role in shaping the cleaning industry for years to come.

• China: Even keynote speaker Newt Gingrich had something to say about China. From the economy to fuel consumption to the legitimacy and safety of its imports, U.S. distributors and manufacturers can’t ignore this powerful and influential country any longer.

• MRSA: Short for Methicillin-resistant Staphylococcus aureus, this was the word on almost every attendee’s lips. At least two students have recently died from MRSA and schools across the country are doing everything they can to prevent more infections. Distributors can help by educating clients about cross contamination.

Posted by: Dan Weltin | Date posted: 10/29/2007

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Distributors, the day has come — you too now have an online community.

Thanks to the Warehousing Education and Research Council (WERC), the distribution community now can channel its wealth of information into it’s own wiki — WERC-ipedia — an interactive online glossary.

Containing an extensive searchable collection of terminology, acronyms, abbreviations and other information, WERC-ipedia allows users to add new terms and modify definitions of existing ones.

Most importantly, the glossary allows members of the warehousing and logistics community to reference terms and define the language of the industry. Ensuring that content entries are factual, each entry goes through a strict process of peer review and approval.

The glossary is free to use and is openly accessible to the distribution community. So what are you waiting for? Start offering your two cents.

Posted by: Nick Bragg | Date posted: 10/18/2007

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A new Costco recently made its home in Wisconsin, right across the street from a Home Depot. Big box stores like this are popping up everywhere and they are threatening to steal your customers.

What differentiates distributors from retail giants such as Costco, Home Depot, Lowes, Sam’s Club, Walmart and others are the value-added services. Building service contractors and in-house service professionals appreciate the product training, warehousing and inventory storage, on-time delivery, after-hours service, new account walk-throughs and other additional services that come along with products and equipment. But are all your customers aware of such services?

I’ve spoken with many contractors over the years who didn’t know they could (and should) receive value-added services from their distributors. When making a sale, get customers to see past the price of the product and focus instead on the value ads. Otherwise, customers will start shopping at retail stores where prices are almost always lower.

Posted by: Dan Weltin | Date posted: 10/15/2007

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The Occupational Safety and Health Administration (OSHA) estimates that forklift operator errors result in about 85 fatalities and 34,900 serious accidents per year in warehouses across the country.

What’s most shocking about these numbers, however, is the fact that OSHA isn’t focusing much of its attention on lowering them. One way they can help is by employing specific training procedures.

Current OSHA regulations fail to provide guidance on who can give forklift driver training and does not require trainers to demonstrate licensing or certification requirements for their work. The agency only requires forklift training to be done “under the direct supervision of persons who have the knowledge, training and experience to train operators and evaluate their competence.”

OSHA regulations do, however step in and specify what guidelines must be addressed in a training program — “how-to” operational instructions, safety information and how that instruction should be provided. The regulations, put into effect in 1999, also outline how — and how often — trainers should evaluate drivers and when employers must send drivers to refresher training.

But why isn’t the agency going further than that? OSHA points to its lack of legal authority to regulate trainers -— an authority that would need to come from Congress.
But if other federal agencies are providing oversight of training and certifying workers in specific occupations, why is it so hard to implement a program for the warehouse?

Posted by: Nick Bragg | Date posted: 10/11/2007

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When it comes to your business, people are your number one asset. But what if your company’s greatest problem moving forward in the future relies solely on manpower, and there’s slim pickings to choose from?

Manpower is soon to become the number one problem going forward in distribution. Why? Because the distribution industry in general isn’t putting itself out there and capturing the interest of career searchers.

If you ask a college student to define distribution, they’ll most likely stumble for an answer because distribution courses are not on the curriculum at many colleges and universities.

So, what can you do to help attract new people into your company and distribution?
Start reaching out to high school and college students. Go to job fairs, offer internships, and spread the word of what your company does and what exciting opportunities distribution has to offer.

There’s a reason why you chose to be in distribution. So why aren’t you stepping up and promoting its value?

Posted by: Nick Bragg | Date posted: 10/5/2007

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Using search engines has become the norm when looking for answers or specific offerings on the Internet.

Great news right? Not if your company isn’t the top search result. Acquiring a top search engine ranking isn’t something that happens overnight — it takes time and a whole lot of persistence to avoid being buried in cyber space.

In order to increase your company’s Web site search engine ranking, you must first make sure your site is search-engine optimized. Search engine optimization (SEO) means that your Web site is as accessible as possible to search engines to improve the chances that they will serve it up when your potential customers type in specific search terms. It’s simple, the easier the search engines find your site, the higher up it appears on their results pages. Here are some tips for better rankings:

• Code your site clearly.
• Use keywords on your site that are popular search terms.
• Put keywords in URLs, page titles and the content of your Web pages.
• Page titles should be no longer than 75 words and keywords should be at the beginning.
• On each page, keywords and phrases should represent two percent to three percent of the total content.
• Don’t overuse search terms. If a search engine’s algorithms interpret your Web site as a keyword hog it will ignore it.
• Formally submit your Web site to the major search engines, which allows them to index it.

Posted by: Nick Bragg | Date posted: 9/25/2007

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You’ve probably thrown a soda can in the trash instead of a recycling bin. If you’re a smoker, you’ve probably thrown a cigarette butt out of your car window. If you’ve done either, you’ve rightfully committed what is referred to as an “eco-sin.”

But if you’re like most Americans who are just beginning to embrace the “green revolution,” you’re too embarrassed to come forward and admit your “green guilt.” That’s because not going green is considered more of a faux pas than women wearing white after Labor Day.

Luckily, for those who feel guilty for not being eco-responsible, they can rid the monkey from their backs — via a new Web site — www.truegreenconfessions.com.  

Created by former Hollywood producer Romi Lassally, the site offers visitors the opportunity to submit an anonymous confession where they can either let loose their guilt or vent frustration about others who fail to be eco-responsible.

I spent a considerable amount of time on the site reading some of the quirky and off-the-wall confessions. Some, however, really drove the point home on how continuing to ignore the use of eco-friendly products is only damaging the future of our environment.

When reading some confessions, I couldn’t help but think if decision makers at large companies in the jan/san industry could learn from some of these confessions. If you think so, share the Web site with your peers.

You never know, maybe a little quirkiness and from-the-heart comments by an “average Joe” can light a fire for those in the jan/san industry who are behind on going green.

Posted by: Nick Bragg | Date posted: 9/12/2007

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"All work and no play" seems to have reached its tipping point with some United States companies. 

Why? Because it appears that mixing in a little “play” time with work helps boost employee morale in the office.

While surfing the Web last week I came across a “Play List” composed by Inc. magazine that highlights “25 ways to keep things loose at work.” On the list are some wacky, but clever, ideas that companies across the United States have drawn on to boost spirit in their individual offices.

After reading the list I e-mailed it to my fiancée to get her reaction. To my dismay, she never responded. I asked her in conversation later on that day why she didn’t reply to my e-mail and she said that it wasn’t a surprise to her. See, it just so happens that her place of employment is rated as one of the best places to work in the city of Milwaukee for that reason in particular.

A few months ago the company set up a sumo wrestling ring in its warehouse where employees could wrestle co-workers in oversized inflatable sumo suits. A few months before that, the CEO was caught prancing around the office wearing a large sombrero accompanied by a group of Mariachi singers for “Mexican Fiesta” day.

The company also has an “Associate Appreciation Day” each month where different departments take turns thinking of some activity for the company to partake in. Some past suggestions were breakfast, ice cream or potato bars, a treasure hunt, and setting up a makeshift miniature golf course with holes scattered throughout the building. Topping the list, however, is when the company’s department heads got together and washed each employee’s vehicle in the parking lot. What employee wouldn’t get a kick out of watching their boss wash their car?

Behind all of these activities, my fiancée’ says that not only is it entertaining, it’s also a great time to interact with co-workers. In all, it makes for a better working environment.

So, as some of you struggle with unhappy employees or are looking for ways to liven up the mood in the office, take a peek at what Inc.’s “Play List” has to offer. Also be sure to take into consideration that “all work and no play” just may not be cutting it anymore.

Posted by: Nick Bragg | Date posted: 8/31/2007

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While writing the August 2007 cover story, “Got Sales?” I was provided with a good look at what jan/san sales managers can do to find and recruit talented salespeople. Unfortunately, I was given so much information, I couldn’t fit it all into the allotted space. One popular topic among the sales experts was employee motivation.

In my conversation with Bob Nelson, author of “1,0001 Ways to Reward Employees,” and president of Nelson Motivation, San Diego, he recalled an instance when motivation turned a low-performing salesperson into a high-performing, valuable employee.

“I was working with Gorgio Armani and I remember a sales manager told me that she had a young salesperson who was your classic slacker,” Nelson explains. “He didn’t seem to care at all, socialized all the time, was on his cell phone all the time and would come in late.”

Nelson went on to say that the sales manager lectured him and went over policies to get him to shape up, to no avail.

“One day, out of pure frustration, she said to him, ‘I am so disappointed in you. There is so much you could do, but you are letting it pass you by.’”

The sales manager was not sure what his response was going to be, and though he might just walk out of the job then and there.

“Instead the 22 year old kid came alive in a way she had never seen before,” Nelson continued. “He became their top selling salesperson in the store in the next accounting period, a role he held for several years.”

Nelson explains that managers never really know the experience they have had with authority figures, and given enough time, patience, creativity and attention, managers can get through to any type of employee.

I’d like to hear your experiences in motivating a tough employee — or, conversely, how a manager really got through to you and awakened your inner salesperson.

Posted by: Liz Greenawalt | Date posted: 8/28/2007

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Back in 1986 just about everyone who saw the movie Short Circuit had dreams about one day owning their own Johnny 5 — a walking, talking robot that could outperform a human in just about any task.

Twenty-one years ago when Johnny 5 first hit the big screen, robot technology was just starting to scratch the surface in large manufacturing plants across the globe. Nowadays, a large percentage of humans are getting the back seat to robot technology as manufacturers realize the value of these machines on the assembly line.

After reading an article from the latest issue of Fast Company magazine I quickly found out it’s not far fetched to count out the possibility of robots soon replacing humans in distribution warehouses. Just ask the warehouse employees in Staples’ 500,000-square-foot order-fulfillment facility in Chambersburg, Pa.

For close to a year, Staples, the largest distributor of office products in the United States, has been running its Pa.-based warehouse with help from robots. Carving out 50,000 square feet of its facility, Staples now has 150 free-roving robots scooting across the warehouse floor in search of products that ultimately end up in office buildings in the Mid-Atlantic states.

These robots, however, are not your typical assembly line robots though. These machines stand less than 2 feet high, are 3-foot-long and are encased in orange plastic shells.

The shocker behind the whole thing was just how productive these little guys are. When product orders come in, the warehouse’s central computer, which calculates order volumes in real time, instructs the robots where they can find the racks with the appropriate items. Helping them navigate is a set of evenly spaced barcode stickers that are spread out across the floor. The robots then locate the rack, slide underneath it, lift it, and carry it to picking stations where warehouse workers pull the products and place them in boxes for shipping.

After orders are filled, the robots then neatly park the racks back in their original place. The central computer also instructs the robots to place the racks that hold the most frequently ordered products in an easy and accessible space.

The robots also pretty much take care of themselves. When they are running low on power, they are programmed to head to battery-charging terminals to recharge.

For Staples, an $18.2 billion company, a $5 million investment in automating the warehouse was a no-brainer, especially after daily output numbers have shown a 60 percent daily increase. Staples has had so much success with this robot experiment that the company is going to start using the same machines in its Denver fulfillment center later this year.

For most jan/san distribution warehouses, footing a $5 million check for robots to run their warehouse just isn’t logical or even in their budget.  But these days, or even a few years down the road, I wouldn’t count it out.

Posted by: Nick Bragg | Date posted: 8/17/2007

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As an industry, many of our customers — building service contractors (BSCs) and in-house cleaning specialists — are subject to many forces on labor, specifically those that impact budgets. Two of the most notable in recent memory are the demands of unions and immigration reform.

While distributors generally do not feel a direct impact from new legislation on immigration, or the many considerations that need to be taken when unions form or negotiate contracts, there may be a ripple effect to distributor business.

While these factors are not affecting all BSCs and in-house cleaning departments — and others who are experiencing complications due to these factors find their competition is going through the same thing — the effect this has on end users’ budgets is — or could become — an issue for distributors, who are dependent upon end user dollars to thrive.

Talk with your customers to find out what experiences they are having. Are they still doing well, maintaining a status quo or are they being adversely affected. Determining this information, and helping them work a plan — often with a depleted budget — may help you keep a customer instead of them deciding to eliminate your service altogether.

Posted by: Liz Greenawalt | Date posted: 8/13/2007

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Communication mishaps happen quite often in office settings. So, it should come as no surprise that it occurs in the warehouse as well.

Speaking with several distributors over the last couple of months about their warehouse management systems (WMS) and how they run their warehouses in general, I was shocked to hear how many companies pinpointed communication as the source for most of their picking errors.

In his new distribution book, Facing the Forces of Change, Adam J. Fein, Ph.D., president of Philadelphia-based Pembroke Consulting Inc., projects that distributors will benefit greatly over the next couple of years as they begin to implement wireless technologies that transmit data from the warehouse floor into the business system.

Recently, it seems that a popular technology implementation choice — wireless voice directed picking — is helping reduce communication and order picking errors in the warehouse.

A distributor recently told me that after seeing a voice picking solution demonstrated at a trade show, his company proceeded to make the investment and launched the software in its warehouse. He said it took just four weeks for the company to get the system up and running, and just as studies have shown, he said his company has seen great results.

Recent studies on voice directed picking have shown that order picking accuracy is dramatic, and accuracy of 99.9 percent is usually achieved. Also, if a warehouse is moving from a paper-based system to voice directed picking, picking errors are usually reduced by between 80 and 90 percent.

For those who haven’t heard or seen a demonstration of how the software operates, here’s how it works: The solution uses speech recognition and speech synthesis to allow workers to communicate with the WMS. The warehouse operators use wireless headsets with microphones to receive instructions by voice and verbally confirm their actions back to the warehouse management software via radio frequency. So, the computer points the warehouse operator to the right location and the quantity of goods he or she is supposed to pick.

Most distributors I’ve spoken to said an added benefit of the voice picking software is the ability to have the warehouse operator receive and speak to the computer in a language they are most comfortable with. And, with a large population of immigrants speaking English as a second language, it breaks the communication barrier.

So far, I’ve only heard the positives about voice picking. I’d like to hear from the distributors out there who are currently using it and are not impressed by the results.

Posted by: Nick Bragg | Date posted: 8/2/2007

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This summer has brought the issue of globalization — specifically China — to the forefront. The list of tainted products coming out of China — from cough medicine and toothpaste to pet food and fish — seems to be growing by the week. Chinese officials maintain there is nothing to be concerned about and threatens trade action against the United States if it continues its “smear” campaign.

While I am well aware that the goods I purchase often originate in China, its concerning to see so many reports of sub-par products — some of them harboring the ability to cause disease or even death.

In the jan/san industry, I am aware there is some manufacturing being conducted by Chinese companies — as far as I am aware, mainly parts and equipment. The importance of quality equipment and parts cannot be downplayed, however, I am concerned about the integrity of cleaning chemicals formulated in China, especially when I read articles such as this.

I’m sure manufacture of cleaning chemicals has already been established in China and those chemicals are likely on our shelves and janitors’ closets. I believe it is wise for distributors who carry these products — or who are thinking about them — to become very familiar with the formulations — especially in the face of green cleaning and cleaning for health. These chemicals are likely cheaper, but are they really doing what they promise?

Posted by: Liz Greenawalt | Date posted: 7/26/2007

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I recently read an article reporting that when people travel and stay in hotels, they are less likely to retain “green” habits. Conserving water and electricity is not top of mind, in fact, the story reports that 6 in 10 hotel guests use more water and electricity because they know it is free.

This article screamed to me that conservation — for many people — is a priority only when it directly affects them. The green movement keeps forging forward, yet I wonder how long it will take for people to treat conservation as something they choose to practice — all the time — instead of just when there's something in it for them.

Posted by: Liz Greenawalt | Date posted: 7/17/2007

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Earlier this year I received a letter from my bank that said my debit card information had been stolen. Quite frankly, on first read, I thought it was a hoax — I never thought it could, nor would, ever happen to me. But after calling my financial institution, I was informed that, in deed, my card information had fallen into the wrong hands.

Framingham-Mass.-based TJX Co., Inc., which owns several of the most popular discount retail stores in the United States, is the company my bank said was solely responsible.

I couldn’t fathom how a company of this size could let outsiders steal my private information. Looking into the situation further, it turns out I was one of over 45 million TJX customers who had their credit and debit card numbers stolen from its IT systems over an 18-month period. According to the company’s Securities and Exchange Commission (SEC) filing in March of this year, it is the largest data breaching on record.

Hackers are believed to have breached the company’s network and loaded unauthorized software onto the computers used to process and store transaction data, making off with over 100 files filled with data from millions of customer accounts. The company thinks that the hackers were able to steal card information from its headquarters while transactions were being approved. Also, the company believes that hackers were able to access encrypted files because they had gained access to its decryption tool.

A $5 million cost was initially associated with the breaching to help cover the costs of containing and investigating the cyber theft, as well as patching the holes in its IT systems, communicating with customers and paying legal fees. However, the $5 million sum only marks the beginning of a slew of challenges to come, as TJX was hit in late April of this year with a class-action law suit seeking tens of millions of dollars by several large financial institutions.

Right or wrong, TJX has become the poster child for customer identity theft. Simply put, any company, regardless of its size can be exposed to embarrassing repercussions like TJX was. Here are a few tips from experts to help protect your company’s computer network from vulnerability:

- Install anti-virus, anti-spyware, anti-spam and firewall protection software, and keep them up to date.
- Use strong passwords – at least six characters, including at least one symbol and number. Don’t make any reference to your name or other personal information. Use different passwords and change passwords regularly.
- Never include a user name, password or other confidential information in an e-mail.
- Never open e-mails or attachments from unknown sources. Malware can be hidden in embedded attachments and graphics files.
- Ask employees to turn off their computer or place it on standby mode at the end of each shift.
- Only allow qualified and trusted people access to sensitive business data.
- Don’t keep employee information, customer information or sensitive business information on your main hard drive. Consider keeping it off site where it can be protected by a well-known and proven software company.
- When donating, re-selling or disposing unwanted or old computers, make sure the hard drive is wiped several times with a hard drive wiping software or as some experts suggest, remove the hard drive and destroy it. A new hard drive is relatively inexpensive compared to the price associated with the exposure of sensitive data.
- When an employee leaves, resigns, or leaves on bad terms, make sure their access to the company’s server is terminated immediately.
- Consider having a licensed company perform a penetration study to help patch any holes that may exist in your network security.

Posted by: Nick Bragg | Date posted: 7/11/2007

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Lately, every time I turn on the TV or surf the Internet, there is something new about the greening of the world. Most recently, there has been a deluge of news about Live Earth , a multi-continental campaign by the Alliance for Climate Protection which will hold 24 hours of concerts to raise awareness and gain partners in the fight against global warming.

“Green” has been a term in my vocabulary since sixth grade when we first learned about chlorofluorocarbons (CFCs) in class. Since then, I’ve seen the baby steps forward — and the large steps back — that have been made by our society

In general, the jan/san industry seems to be making great strides. It is not adopting a “green label” just for kicks. It is slowly and carefully evaluating what is best. Overall, I think the steady approach to embracing green will ensure the industry truly adopts environmentally preferable products instead of paying it lip service as many others have done.

Posted by: Liz Greenawalt | Date posted: 7/5/2007

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Before traveling to Italy earlier this month for PULIRE 2007, I took the luxury of doing some research on the European cleaning market so I wasn’t walking blindfolded into the market’s product barrage.

While surfing the Web, I came across an article on CleanLink from SM’s sister publication, Housekeeping Solutions that piqued my attention. The November 2006 article “A World Of Difference ” focused on product innovation and the “Euro-Edge” when it comes to the cleaning industry in Europe. The article also made reference to how a surprising number of tomorrow’s cleaning innovations are already in widespread use in Europe and how Europe is typically three to five years ahead of the U.S. in product innovation.

I’ve traveled to Europe several times before and from my experiences, noticed that the Europeans have a leg up on art, architecture, fashion and high-powered automobiles. So, I shouldn’t have been surprised to find out that the cleaning industry follows right in stride — but quite frankly I was.

See, my previous traveling to Europe came before I was engulfed in the cleaning industry and I wasn’t really aware of what the industry entailed or really thought to take notice. This time, however, I didn’t have any other choice but to surround myself in the several facets the European market brings to the cleaning industry.

Walking the PULIRE show floor and mingling with European manufacturers, I’ll admit I got a little giddy when seeing the sleek, elegant designs and functionality of innovative product offerings.

In Europe they not only have a knack for innovation, they also reward it. PULIRE’s organizers specifically designated a booth catering to such design. Exhibiting manufacturers showcased their specialized cart systems, bio-active innovative toilet tissue, a touch-free sanitary bin, environmentally-friendly hand cleaners and chemicals, a green designed vacuum, floor pads and autoscrubbers — products that are well ahead of the times and current offerings in the U.S., but are likely to pop up on our radar in years to come.

The show’s “Premio Innovazione 2007” (Innovation Award) went to companies in four categories: machines, chemicals, equipment and services. Comac SpA, RARO Srl, Cartiera Lucchese SpA and fumacare took home top honors in those categories, respectively.

Italy is known and respected for its machine engineering, so it came as no surprise that Comac SpA was awarded top prize by nearly 24,000 show visitors for its Vispa 35B, a small autoscrubber that has 14 inches of working width and allows the user to transport the unit with hardly any effort.

No, the innovation award winners from the PULIRE 2007 show won’t take your breath away like a Vatican masterpiece or the waterways in Venice, but the European market does a great job at trying to bring its history of art and leading innovation into its product offerings. So, if you are someone who has never been to a cleaning industry show in Europe and have a liking for novelty, take my advice, plan your budget for a trip to PULIRE 2009.

Posted by: Nick Bragg | Date posted: 6/28/2007

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For months, the possible sale of HD Supply, the arm of Home Depot that focuses on needs of professionals in the construction, infrastructure, repair and maintenance of buildings — including cleaning professionals — has been rumored. Though a recent press release states that executives began a strategic review of the business in February 2007, I myself have heard rumors stretching back well into 2006.

It was no surprise to anyone that the business — which sold for $10.3 billion to private equity firms Bain Capital Partners, the Carlyle Group and Clayton, Dubilier & Rice — has had some rough times and was looking to sell. It grew fast through several acquisitions of supply houses, including some in the jan/san business.

While this buyout does not spell the end for Home Depot — it will now be operate under the name HD Supply Facilities Maintenance — it could be construed that it was growing too big for its britches and could not be controlled any longer.

I am not naïve enough to believe that this is the first step in the dissolution of big box stores, but in a certain respect, it enforces the importance of the smaller “mom and pop” stores that make the jan/san industry so strong. What do you think?

Posted by: Liz Greenawalt | Date posted: 6/26/2007

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Comments

Posted by Dana on 8/8/2007 1:53:37 PM

It was my understanding that Home Depot sold off the facility maintenance supply division of it's business only, HD Supply (formerly HD Maintenance Warehouse), and not it's retail home improvement division Home Depot. I seem to recall hearing last year Home Depot releasing the results of a study they performed indicating that double-digit profits were likely in the years ahead for their Retail Home Improvement division but that thefuture was not bright for HD Supply. Therefore they were going to sell off that division. In which case the big box store is expected to become bigger than ever. Am I missing something?

Posted by Liz on 8/9/2007 8:35:35 AM

Dana, Indeed, Home Depot did sell off the facility maintenance supply division. At the end your comment, you say that selling off HD Supply will make the Home Depot bigger than ever. I have two thoughts on this — perhaps monetarily, it a boost to Home Depot, in which case, yes, they are bigger than ever. As for my second thought, as far as I know, HD Supply will not be operated by Home Depot any longer, rather it will be left to the private equity firms that purchased it, in which case it will have fewer locations. I'm not sure if I have answered your question or not; if I haven't, or if you would like to discuss further, please leave another comment. Thanks, Liz

Posted by Linda on 11/23/2007 5:02:46 PM

HD Supply Facilities Maintenance is bigger and better than ever after this sell went through. They are the top notch professionals of thier field. The Home Depot will survive on it's own but HD Supply will do more than survive. They are going to take the top of the competition.

“He’s so good, he could sell snow to an Eskimo.” This is a saying I’ve heard many times that describes a salesperson who is so well-acquainted with his audience, that a customer’s need for the good or service being sold is often secondary or tertiary.

Every salesperson loves to make a sale. It is in their nature. However, overlooking (or simply not knowing) the needs of a customer will likely become problematic in the future.

Perhaps that need to acquire more and more knowledge about the customer, and subsequently sell based on end user need, is the reason why I found a recent survey in SM’s sister publication, Housekeeping Solutions (HS), particularly interesting. The survey polled readers on trends and other work-related subjects that “keep them up at night.”

Most survey respondents are familiar with working alongside a distributor — 66 percent use distributors at least part of the time — so their answers to the survey can largely be taken as an indication as to how well distributors are doing. I suggest distributors take some time and peruse the information derived from the HS survey.

Posted by: Liz Greenawalt | Date posted: 6/19/2007

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Spread the word — I’ve officially been baptized into the cleaning industry. And for the record, I didn’t kick and scream during the process.

I had the privilege of being selected by the Italian Trade Commission as one of six United States delegates who attended the PULIRE 2007 trade show in Verona, Italy last week in the interest of promoting trade between the United States and Italy.

It took roughly 10 hours of flight time to reach the trade show from my hometown, but in the end it was a time worth spent that yielded what can only be described as an “information overload.”

Although I’ve only been in the cleaning industry for a little over six months and have been doing my best to catch up on what the industry trends are in the North American market, the Italian show and how the cleaning industry operates in another country, let alone another continent, was nothing short but enlightening to take in.

Walking into my first industry trade show, I expected to get my hands on some of Europe’s latest innovative product offerings and pick the brains of the manufacturers who were exhibiting at the show. Accomplishing both was easily done.

I didn’t walk the showroom less than two minutes before noticing many new products inside booths accompanied by friendly exhibitors who wanted to show visitors what their new product or product lines offered.

The biggest surprise to me was the hospitality the Europeans delivered to the show’s diverse international crowd. Speaking with industry experts in the states, I have come to know the jan/san industry in the U.S. as a tight-knit community, but had no idea that the same relationships are consistent overseas. Simply put, it was a delightful surprise for me as well as several North American manufacturers who made the trip to exhibit at the show for the first time.

Those in attendance not only were encouraged to visit a manufacturer’s booth, take a floor machine for a test drive and view their latest product offerings, but were also encouraged to pull up a chair at a bar in some booths for a “refreshment” or a bite to eat. The overall consensus from the visitors seemed to be that it helped make for a relaxed atmosphere to conduct business.

Although I’m new to the industry’s trade show scene, myself and those in attendance would agree that the Italians may have something that the entire world can grasp and run with.. I’m anxious to make my rounds in October at ISSA/INTERCLEAN 2007 in Orlando to see how the U.S. stacks up.

Posted by: Nick Bragg | Date posted: 6/13/2007

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Setting forth on new ventures is often a frightening prospect. To keep up, however, you have to rely on your knowledge, preparation and a little bit of luck. I recently received an e-mail from a reader who is looking to start distributing green products.

As much as we focus on green cleaning in the industry — mainly in the form of how customers can implement green cleaning into their cleaning programs — not much mention has been made about how to introduce green cleaning lines into a distributor’s business.

I provided a couple of ideas to the reader — among them talking with our industry’s green cleaning experts and the manufacturers themselves. I’m sure there are other ways in which distributors prepared their businesses for the introduction of green products.

So, the question that’s left to be begged is, “How did you do it?”

Posted by: Liz Greenawalt | Date posted: 6/11/2007

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Since the disaster caused by hurricanes Katrina and Rita in 2005, more awareness has been raised as to what business owners can — and should — do to help the community and their own livelihood in the face of a killer storm.

The 2005 Atlantic hurricane season was the most active since records have been kept. With 15 storms and approximately $130 billion in damage, the season proved disastrous for many. In 2006, relative calm set in with only 5 hurricanes and approximately $500 million in damage.

In some respects, 2006 may have allowed us to let our collective guard down. We were told by major media sources at the beginning of that season that it was going to be another active year, and while the devastation that was wrought from the storms in 2006 should not be ignored, it was nothing compared to 2005.

Now that the 2007 season has begun, I hope that distributors of jan/san supplies — especially those on the coasts — have a plan in place. For those who haven’t developed a plan for this year, this Web site will provide you with the basics.

Posted by: Liz Greenawalt | Date posted: 6/6/2007

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Last year, the cleaning community in the United States was keeping tabs on a new regulation that requires documentation of a risk assessment on chemicals known as endocrine disruptors. Now, a year later, that program — Registration, Evaluation, Authorization and Restriction of Chemicals (REACH) — has gone into effect.

I myself had forgotten about the program until I saw an article in my local paper, the Milwaukee Journal Sentinel , this morning. Within the article, there is a debate over the effectiveness of the program.

I found the article interesting, and while it is not specific to the jan/san industry, it does have potential repercussions, especially as the global environment is growing.

As the populace in general becomes more aware of the potential dangers associated with chemicals in our environment, the cleaning community as a whole needs to have educated answers — and solutions to inquiries from consumers with ever-increasing familiarity with toxins in the environment that can cause damage to humans and wildlife.

Posted by: Liz Greenawalt | Date posted: 6/1/2007

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As a business, serving customers is crucial. However, for many small businesses, difficulties arise when people with disabilities want access to your facilities. Having facilities that are not compliant with guidelines developed by the Americans with Disabilities Act (ADA) can pose a two-sided problem — on one hand, you may be unwittingly alienating potential customers, and on the other, you may be setting your business up for a lawsuit.

According to a recent press release from the National Federation of Independent Business Legal Foundation (NFIB), it is important for business owners to become familiar with ADA guidelines and meet with your attorney or accountant regarding the tax breaks and credits that are available to small businesses.

Elizabeth Gaudio, senior executive counsel at the NFIB, says the Internal Revenue Service (IRS) offers tax credits and deductions to businesses looking to make their facilities compliant with ADA guidelines.

Gaudio outlines the basics of the credit and the deduction:

How the credit works:
The first incentive, the credit for disabled access, can be used only by a small business. In this case, the IRS defines a small business as a business that has less than 30 employees or $1 million or less in gross revenue in the past year. So, even if your business grossed $4 million, if you only have 20 employees, you can qualify as a small business. On the other hand, if you have 40 employees, but grossed less than $1 million, you are still eligible for the disabled access credit.

The disabled access credit for small businesses lets you take a credit for 50 percent of costs for certain ADA compliance expenditures over a total $250. This means that for every dollar you spend on ADA compliance over $250 a year, you get 50 cents back. The maximum you can get back per year on this credit is $5,000. To receive the maximum, you would have to spend at least $10,250 on compliance like barrier removal or provision of auxiliary aids and services to disabled customers or employees. Practically speaking, this could take the form of wheelchair ramps or Braille menus, as long as the modifications comply with the ADA guidelines.

How the deduction works:
The second incentive, the tax deduction, can by used by every business, every tax year. All businesses can get a deduction of up to $15,000 on all expenditures removing physical barriers to the disabled. It works by allowing you to expense that $15,000 of barrier removal instead of counting the removal in the capitalized or depreciated column. Physical barriers could be either architecture- or transportation-related. Removal might include widening doors, putting wheelchair lifts on delivery vans or installing handrails. Check with your accountant if you have questions about precisely which barrier removal falls under the IRS deduction or see Internal Revenue Code Regulation 1.190-2.

As a business owner or manager, it could behoove you to take advantage of these incentives. It could both enhance your customer base and protect your business into the future.

Posted by: Liz Greenawalt | Date posted: 5/30/2007

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Everywhere I look, it seems China is in the news. W