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.
Phone Call Script
“Hi [Name], this is [Your Name] from [Company]. I’m calling to let you know about a small update to how our cleaning services are structured going forward.
We’ve introduced clearer service levels and add-ons so pricing and time on each job are consistent. Because your current plan was created under our older system, we’ll be transitioning you to the new structure.
Nothing changes immediately—we’re providing two options: one that keeps your price the same with a defined scope, and one that keeps your current level of service with adjusted pricing.
We’ll provide both estimates in writing at your next visit, and you’ll have up to two months to decide what works best for you.”
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.