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🧼 ADD-ON WORK SOP (FOR CREWS)
🔴 THE RULE (Always Follow This)
If it’s not in the original scope, you MUST give a price before doing it.
No price = do not start the work
🟡 WHEN THIS APPLIES
Stop and follow this process if:
Customer asks: “Can you also do this?”
Area is worse than expected (heavy kitchen, pet hair, etc.)
Anything wasn’t clearly included in the original job
🟢 STEP-BY-STEP
1. STOP
Do not start the extra work yet.
2. GIVE A PRICE
Say this:
“We can take care of that — it would be about $X. Would you like us to add that?”
If unsure:
“That would be about $X–$Y depending on time — is that okay?”
3. GET A CLEAR YES
You need a clear answer.
✔️ OK:
“Yes”
“Go ahead”
❌ NOT OK:
Silence
“That’s fine I guess”
Nodding without confirmation
4. WRITE IT DOWN
Immediately add to notes (or text office):
What was added
Price given
Customer said yes
Example:
“Pet hair removal $75 – approved”
5. THEN DO THE WORK
🔵 IF YOU DON’T KNOW THE PRICE
Do NOT guess randomly.
Say:
“Let me confirm pricing so there are no surprises.”
Then:
Check your pricing sheet
Or call/text the office
🟠 IF CUSTOMER SAYS “JUST DO IT”
You still say the price:
“No problem — just so you know, that will be about $X. Is that okay?”
🔴 IF THEY DON’T APPROVE THE PRICE
Do NOT do the work.
Say:
“No problem, we’ll leave that out for now.”
⚠️ IMPORTANT
If you skip this process:
Customer may refuse to pay
Company may not be able to charge for the work
This becomes a crew error, not a customer issue
🧠 SIMPLE WAY TO REMEMBER
Say the price → Get approval → Write it down → Then do the work
💬 REAL EXAMPLE
Customer:
“Can you also do the windows?”You say:
“Yes, that would be about $80. Want us to add that?”
Customer:
“Yeah that’s fine”You write:
“Windows $80 approved”
Then you do it.
That’s it. No guesswork, no confusion, no unpaid work.
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Office Call-Handling — Pricing & Service Structure Transition
Applies To: Office staff, admin, management
1. Purpose
This SOP defines how all office staff must handle incoming calls, messages, emails, and in-person questions related to the transition from the legacy pricing system to the updated service structure.
The goal is:
Clarity
Consistency
Professionalism
—not persuasion or negotiation.
2. Core Principles (Memorize These)
Office staff must:
Stay calm and neutral
Repeat approved language
Offer choices—not opinions
Avoid defending or justifying
Document every outcome
Office staff must NOT:
Apologize for the change
Debate fairness
Explain labor or costs
Negotiate custom pricing
Create exceptions without approval
3. Call Flow Overview
All transition-related calls follow this structure:
Acknowledge the customer
Reassure (no immediate change)
Explain the options briefly
Redirect to written materials
Set expectations and next steps
Log the interaction
4. Approved Opening Script
“Thank you for calling [Company], this is [Name]. How can I help you today?”
If the call relates to the pricing update:
“I’m happy to help. This update is about transitioning existing customers to our new service structure, and nothing changes immediately.”
5. Standard Explanation (Use Verbatim)
“To make service more consistent and clearly defined, we’ve introduced structured service levels and add-ons. Because your plan was created under our older system, we’ve prepared two options for you—one that maintains your current price with a defined scope, and one that maintains your current level of service with adjusted pricing.”
Do not expand unless asked.
6. Handling Common Questions
Q: “Why are you changing this?”
“As we’ve grown, we needed a clearer and more consistent way to define services so expectations and quality are reliable for everyone.”
Q: “Which option do you recommend?”
“That depends on whether price or scope is more important to you. Both options are outlined in the estimates we provided.”
Q: “Can you adjust this a little?”
“We’re not making adjustments outside the new system, but we’re happy to create a new estimate if neither option fits.”
Q: “I’ve been a customer for years.”
“We truly appreciate that, and that’s why we’re giving everyone time and options during this transition.”
Q: “This feels like a price increase.”
“One option keeps pricing the same, and the other maintains the same level of service. The goal is clarity, not surprise changes.”
7. Emotional or Pushback Calls
If a customer becomes upset:
“I understand this is a change, and I want to make sure you have time to review everything. There’s no decision required today.”
If they continue:
“I’m happy to answer questions, but the options themselves aren’t negotiable outside the new system.”
8. Negotiation Attempts (Hard Stop)
If a customer asks for:
Partial add-ons included
Temporary discounts
“Just this once” exceptions
Grandfathering
Response:
“We’re not able to make exceptions outside the new structure, but you’re welcome to choose the option that works best for you.”
Repeat once if necessary. Do not rephrase.
9. Threats to Cancel
If a customer says:
“I’ll cancel if this changes.”
“I understand. We’d be sorry to see you go, and we’ll assist with a smooth transition if you decide that’s best.”
Do not:
Offer discounts
Extend deadlines
Argue
Escalate emotionally
Immediately escalate to management after the call.
10. Decision Deadlines
Customers have up to two months from notification
If no decision is received:
Follow up once
If still no response, escalate to management
No indefinite grandfathering
11. Documentation Requirements
Every interaction must be logged with:
Customer name
Date/time
Option discussed
Customer questions
Customer decision (if any)
Emotional tone (calm / concerned / upset)
Next action
This protects the company and ensures consistency.
12. Escalation Rules
Escalate to management if:
Customer becomes hostile
Customer demands an exception
Customer claims staff promised something
Customer requests custom pricing
Customer cancels immediately
13. What Success Looks Like
Success is:
Calm conversations
Clear boundaries
Documented decisions
No on-the-spot concessions
Predictable outcomes
14. Final Reminder to Staff
You are not responsible for:
Convincing customers
Retaining every account
Explaining internal costs
Your role is to:
Present options, enforce structure, and protect consistency.
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Customer Pricing & Service Structure Transition
Applies To: All field staff, office staff, and management
1. Purpose
This SOP defines how staff must handle customer communication and behavior during the transition from the legacy pricing system to the updated service structure.
Staff are NOT responsible for explaining pricing logic, defending changes, or negotiating services.
The goal is to provide consistent service while allowing customers time to review their options.
2. Overview of the Transition
All existing customers are being transitioned to a new service structure.
Customers receive:
A printed notice
Two estimates (Option A and Option B)
Customers have up to two months to decide.
No immediate changes to service unless directed by management.
3. Staff Responsibilities (Field Team)
At Time of Service
Field staff must:
Deliver the printed packet (if assigned)
Perform the scheduled cleaning as usual
Keep all conversations brief, neutral, and non-directive
Field staff must NOT:
Explain pricing
Compare options
Offer opinions
Promise exceptions
Modify scope
Say which option is “better”
4. What to Say (Approved Language Only)
If a Customer Asks:
“What is this about?”
“This explains an update to how our services are structured going forward. Nothing changes today, and the office is happy to answer any questions.”
If a Customer Asks:
“Which option should I choose?”
“That depends on your preferences. The information included explains both options, and the office can help if you’d like guidance.”
If a Customer Says:
“We’ve always had more done than this.”
“I understand. Today’s service will be completed as scheduled. The office can help review options going forward.”
If a Customer Says:
“I don’t want to pay more.”
“You don’t have to decide today. One option keeps pricing the same, and the office can walk you through it.”
If a Customer Tries to Negotiate On the Spot
“I’m not able to make changes or decisions in the home. The office handles all service plan questions.”
5. Hard Stop Rules (Non-Negotiable)
Staff must immediately redirect if:
A customer asks about time, labor, or fairness
A customer becomes emotional or upset
A customer asks for “just this once” extras
Approved redirect:
“I’m sorry—I don’t have the ability to change service plans, but the office will be happy to help.”
6. Scope Control During the Transition
Until management confirms a customer’s selected option:
Continue the existing scheduled service
Do NOT add extra tasks
Do NOT reduce tasks unless instructed
Do NOT “help them out” temporarily
Consistency is critical.
7. Office / Management Responsibilities
Office staff must:
Track when packets were delivered
Log customer responses
Answer questions calmly and consistently
Use the same language as customer announcements
Enforce decision deadlines
Office staff must NOT:
Negotiate outside the new system
Create custom pricing exceptions without approval
Extend deadlines without management sign-off
8. Escalation Rules
Immediately escalate to management if:
A customer threatens to cancel
A customer becomes aggressive
A customer claims they were told something different
A customer demands a special exception
Staff should document:
Customer name
Date
Summary of concern
9. Why This Matters (For Staff)
This transition:
Protects staff from rushed or unfair expectations
Prevents overworked or underpaid jobs
Creates consistent, predictable service
Supports long-term job stability
Staff are not responsible for customer pricing decisions—your role is service delivery only.
10. Acknowledgment
All staff must review and follow this SOP exactly.
Failure to follow this SOP may result in:
Customer confusion
Scope creep
Inconsistent service delivery
Disciplinary action
Questions about this SOP should be directed to management—not discussed with customers.
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🧼 DAMAGE / BREAKAGE SOP (FOR CREWS)
🔴 THE RULE (Always Follow This)
If something is damaged or broken during a job, you must document it and inform the customer immediately.
Do NOT ignore it, hide it, or “fix it later” without saying anything.
🟡 WHAT COUNTS AS DAMAGE
Item breaks (glass, blinds, decor, etc.)
Something stops working after handling
Pre-existing damage that gets worse during cleaning
Anything the customer could question later
If you’re unsure → treat it as damage and document it
🟢 STEP-BY-STEP
1. STOP
Pause work in that area.
Do not continue handling the damaged item.
2. TAKE PHOTOS (REQUIRED)
Take clear pictures:
Close-up of the damage
Wider shot showing location
Any pieces/fragments
⚠️ Good photos = protection for you and the company
3. CHECK FOR PRE-EXISTING ISSUES
Ask yourself:
Was this already loose, cracked, or worn?
Did it break from normal handling?
Note this in your report (do NOT guess or assume fault)
4. INFORM THE CUSTOMER (ASAP)
If they are home, say:
“I want to make you aware that this [item] was damaged while we were working. I’ve documented it and will make sure it’s reported so we can handle it properly.”
If they are NOT home:
Send message (text/email through office if needed)
Include photos
5. DO NOT ADMIT FAULT OR PROMISE PAYMENT
Do NOT say:
“This is our fault”
“We’ll pay for it”
“We’ll replace it”
Instead say:
“We’ve documented everything and will review it to determine the next steps.”
6. LOG IT IMMEDIATELY
Add to work order or send to office:
What item was damaged
Where it happened
What occurred (brief, factual)
Photos attached
Example:
“Bedroom blinds snapped while adjusting – appeared worn/fragile. Photos attached.”
7. CONTINUE WORK (IF APPROPRIATE)
Only continue once:
Area is safe
Damage is fully documented
🔵 IF DAMAGE WAS PRE-EXISTING
Still document it.
Say:
“We noticed this was already damaged/loose and wanted to make you aware.”
This prevents you from being blamed later.
🔴 IF CUSTOMER IS UPSET
Stay calm and say:
“I understand your concern. We’ve documented everything and will make sure it’s handled properly.”
Do NOT argue or get defensive.
⚠️ IMPORTANT
Failing to report damage:
Creates bigger problems later
Can result in full liability
Damages trust with customers
Reporting immediately = professional and expected
🧠 SIMPLE WAY TO REMEMBER
Stop → Photo → Inform → Report
💬 REAL EXAMPLE
While cleaning, a blind snaps.
You:
Stop
Take photos
Tell customer:
“I want to let you know this blind was damaged while we were adjusting it. I’ve documented it and will report it so we can handle it properly.”
Log:
“Bedroom blind broke during adjustment – appeared brittle. Photos attached.”
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🔍 QUALITY CHECK SOP (END OF JOB)
🔴 THE RULE
Do not leave the job without checking your work.
🟢 STEP-BY-STEP
1. WALK THE ENTIRE JOB
Do a full walkthrough before leaving.
2. CHECK COMMON PROBLEM AREAS
Streaks (appliances, glass, mirrors)
Dust left behind
Floors (edges, corners, debris)
Bathrooms (toilets, sinks, fixtures)
Kitchen surfaces
3. FIX ANY ISSUES
If you see it → fix it immediately.
4. FINAL LOOK
Ask yourself:
“Would I be happy paying for this?”
⚠️ IMPORTANT
Most complaints come from:
Missed details
Rushed finishing
Take 5 extra minutes → prevents callbacks
🧠 SIMPLE WAY TO REMEMBER
Check → Fix → Then Leave
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📸 BEFORE & AFTER PHOTO SOP
🔴 THE RULE
Take photos to protect the company and show results.
🟢 WHEN TO TAKE PHOTOS
BEFORE (when applicable)
First-time cleans
Deep cleans
Heavy buildup
Risky areas (damage, fragile items)
AFTER (REQUIRED)
Kitchen
Bathrooms
Any problem areas
Any add-on work
📷 PHOTO GUIDELINES
Clear and well-lit
Show full area (not just close-up)
Take multiple angles if needed
🟢 UPLOAD / SAVE
Attach to work order or send to office
Label if needed (before/after)
⚠️ IMPORTANT
Photos help when:
Customer disputes quality
Customer claims damage
Showing value of work completed
🧠 SIMPLE WAY TO REMEMBER
Before (if needed) → After (always)
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💬 CUSTOMER COMMUNICATION SOP
🔴 THE RULE
Be professional, clear, and do not make promises you can’t control.
🟢 GENERAL GUIDELINES
Be polite and respectful
Keep communication simple
Stay calm at all times
❌ DO NOT:
Argue with customers
Discuss pricing disputes on-site
Offer discounts
Admit fault for damage
Say “we’ll take care of it” without approval
🟢 WHAT TO SAY IN COMMON SITUATIONS
Customer asks for extra work:
→ Follow Add-On SOP
Customer questions quality:
“We can absolutely take care of that. I’ll make sure it’s addressed.”
Customer upset:
“I understand your concern. I’ll make sure this is handled properly.”
Customer asks about pricing:
“I’ll have the office go over that with you.”
🟠 WHEN TO ESCALATE
Contact office if:
Customer is unhappy
Pricing is questioned
Any conflict arises
🧠 SIMPLE WAY TO REMEMBER
Be calm → Be clear → Don’t promise
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🔁 RE-CLEAN / CALLBACK SOP
🔴 THE RULE
Fix the issue first, then review internally.
🟢 STEP-BY-STEP
1. RECEIVE COMPLAINT
Listen
Do not argue
Acknowledge concern
2. RESPOND
“We appreciate you letting us know. We’ll take care of that.”
3. SCHEDULE RE-CLEAN (IF VALID)
As soon as possible
Focus only on problem areas
4. DO NOT:
Debate the customer
Blame the customer
Discuss refunds on-site
5. COMPLETE RE-CLEAN
Address all concerns
Follow Quality Check SOP
6. DOCUMENT ISSUE
What was missed
Why it happened
Who was on the job
⚠️ IMPORTANT
A fast, professional re-clean:
Saves the relationship
Prevents bad reviews
Protects long-term business
🧠 SIMPLE WAY TO REMEMBER
Acknowledge → Fix → Review
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🧼 SCHEDULING POLICY SOP (FOR STAFF)
🔴 THE RULE
We only offer recurring schedules of weekly, every 2 weeks, or every 4 weeks.
No custom monthly dates, rotating weeks, or “as-needed” scheduling.
🟡 WHY (Internal Understanding)
Keeps routes consistent
Prevents missed/irregular service
Allows us to guarantee reliability
👉 Staff should understand this, but not over-explain it to customers
🟢 HOW TO COMMUNICATE (CORE SCRIPT)
Step 1: Acknowledge Request
“I understand what you’re looking for.”
Step 2: Set the Boundary (Calm + Confident)
“We’re not able to guarantee custom scheduling like that.”
Step 3: State What You DO Offer
“We schedule on a weekly, every 2 weeks, or every 4 weeks basis to keep service consistent and reliable.”
Step 4: Offer the Closest Option
“The closest option would be every 4 weeks…”
(Optional add-on if needed:)
“…and we can adjust occasionally if needed.”
Step 5: Close with a Simple Question
“Would that work for you?”
🧠 SIMPLE FORMULA
Acknowledge → Boundary → Offer → Close
💬 REAL EXAMPLES
❌ Customer:
“I want the second Thursday of every month”
✅ You:
“I understand what you’re looking for. We’re not able to guarantee specific monthly dates like that, but we do offer consistent scheduling on a weekly, every 2 weeks, or every 4 weeks basis. The closest option would be every 4 weeks. Would that work for you?”
⚠️ IMPORTANT RULES
DO:
Be confident
Keep it simple
Offer a clear alternative
DO NOT:
Over-explain
Apologize excessively
Say “we can’t do that” with no alternative
Offer “call us when needed” unless they insist
🔁 IF CUSTOMER PUSHES BACK
Response:
“I understand. We keep scheduling standardized so we can make sure service stays consistent and reliable for all of our customers.”
Then repeat the option:
“We can absolutely get you set up on an every 4 week schedule.”
🚫 “CALL AS NEEDED” POLICY
RULE:
Only offer this if the customer declines recurring service after being offered options.
If forced to offer:
“We can certainly do one-time cleanings as needed, but most customers prefer a set schedule so we can guarantee availability and keep things consistent.”
👉 This subtly pushes them back toward recurring