BFF Part 4 - Gain

Bestway Rental, Inc.
Best Foot Forward

“Gain”
Version 1.15.14
Best Foot Forward
©Copyright 1996, 1997, 1998, 1999, 2000, 2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011, 2012, 2013,
by Bestway Rental, Inc. All rights reserved. No parts of this material – written, audio or video – may be reproduced, stored in a
retrieval system or transmitted in any form by an electronic, mechanical, photocopying, recording means or otherwise, without
permission from Bestway Rental, Inc.
Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 0 of 98

Contents
Section One ........................................................................................................................................................................ 4

“Home of the Low Price Guarantee or It’s Free” ........................................................................................................... 4
The Traits of a Bestway Sales Person............................................................................................................................. 7
Understanding Our Customers ...................................................................................................................................... 7
Features and Benefits .................................................................................................................................................... 8
Seven Steps To A Rental Sale ......................................................................................................................................... 9
Developing Great Sales People .................................................................................................................................... 11
Bestway to Explain a Rental Agreement...................................................................................................................... 12
Best Reasons for Closing a Rental Agreement in the Store ......................................................................................... 13
BestCare Plus Program ................................................................................................................................................ 14
Damage Waiver Program ............................................................................................................................................. 16
Comparing the Costs .................................................................................................................................................... 16
Bestway Referral Program ........................................................................................................................................... 17
Section Two...................................................................................................................................................................... 18
Bestway Standards....................................................................................................................................................... 18
Rental Order ................................................................................................................................................................ 20
Verifying the Rental Order ........................................................................................................................................... 24
Telephone Sale............................................................................................................................................................. 26
In-Store Customer........................................................................................................................................................ 27
Customer File ............................................................................................................................................................... 28
File Flow ....................................................................................................................................................................... 29
Delivery CallBacks ........................................................................................................................................................ 30
Inventory Identification ............................................................................................................................................... 34
Maintaining Customer Files ......................................................................................................................................... 35
Returns and Payouts .................................................................................................................................................... 36
Switch-Outs and Extensions ........................................................................................................................................ 37
Releasing Customer Information ................................................................................................................................. 37
Accurint Reporting ....................................................................................................................................................... 38
Inventory Auditing Procedures .................................................................................................................................... 38
Frequency ................................................................................................................................................................ 38
Documentation ........................................................................................................................................................ 38
Manual Inventory Audit ........................................................................................................................................... 39
Scanning Inventory .................................................................................................................................................. 39

Service Inventory ..................................................................................................................................................... 41
Loaner Inventory...................................................................................................................................................... 42
Section Three ................................................................................................................................................................... 45
Flowing the Goods ....................................................................................................................................................... 45
Cash Sales .................................................................................................................................................................... 46
90 Days Same As Cash Transactions............................................................................................................................ 46
Inventory Ordering ...................................................................................................................................................... 47
Product Catalogs ...................................................................................................................................................... 47
Model Ranking List................................................................................................................................................... 47
Stock Balancing Report ............................................................................................................................................ 48
Order Forms ............................................................................................................................................................. 49
Inventory Identification ........................................................................................................................................... 49
Receiving New Inventory ............................................................................................................................................. 50
Inventory Management ............................................................................................................................................... 51
Flowing the Goods ................................................................................................................................................... 51
Inventory Auditing ................................................................................................................................................... 53
Inventory Pricing / Perceived Value......................................................................................................................... 53
Inventory Depreciation ............................................................................................................................................ 54
Q2OWN (Super Saver) ................................................................................................................................................. 56
PRICE TAGS .................................................................................................................................................................. 57
PACKAGE TAG .............................................................................................................................................................. 58
Understanding APB ...................................................................................................................................................... 59
Merchandising the Bestway ........................................................................................................................................ 60
Section Four ..................................................................................................................................................................... 61
Bestway Sales Minutes ................................................................................................................................................ 61
Daily Sales Tools........................................................................................................................................................... 65
The Sales Lead Sheet ............................................................................................................................................... 65
Sales Call Guide ........................................................................................................................................................ 66
Successful Selling ......................................................................................................................................................... 67
Proper Planning and Preparation ............................................................................................................................ 67
Recognizing and Responding to ALL Sales Opportunities ........................................................................................ 68
Overcoming Objection ............................................................................................................................................. 68
Focusing on Ownership as the Goal ........................................................................................................................ 70
How to Close More Sales ......................................................................................................................................... 70

Ideas to Grow you store .............................................................................................................................................. 71
Top Closes ................................................................................................................................................................ 71
Monday Morning Sales Meetings ................................................................................................................................ 72
Daily Idle Inventory ...................................................................................................................................................... 74
Manager’s Special List.................................................................................................................................................. 74
Merchandising Materials ............................................................................................................................................. 75
Price Tags and Holders............................................................................................................................................. 75
Tag Toppers.............................................................................................................................................................. 76
Pending Order Forms ............................................................................................................................................... 76
Door Hangers, Flyers, and Brochures ...................................................................................................................... 76
Bestway Business Cards ........................................................................................................................................... 77
7-Day Money-Back Guarantee ................................................................................................................................. 77
The High Touch System................................................................................................................................................ 77
P.U.S.H. ........................................................................................................................................................................ 78
Mystery Shops ............................................................................................................................................................. 78
Section Five ...................................................................................................................................................................... 79
The Advertising Calendar ............................................................................................................................................. 79
The Advertising Planner ............................................................................................................................................... 80
The Direct Mail Plan..................................................................................................................................................... 81
The Sales Binder........................................................................................................................................................... 82
The Sales Program ....................................................................................................................................................... 82
Sales Call Basics........................................................................................................................................................ 83
Working the Sales Program ..................................................................................................................................... 84
The Sales Manager Mission ..................................................................................................................................... 84
Contacting Sales Leads............................................................................................................................................. 85
Contacting Returns ...................................................................................................................................................... 85
Bestway’s Lifetime Reinstatement Program ............................................................................................................... 86
Contacting References ................................................................................................................................................. 87
Contacting Potential EPOs ........................................................................................................................................... 88
Contacting Recent Payouts .......................................................................................................................................... 88
Contacting Inactive Payouts ........................................................................................................................................ 88
Contacting Single-Agreement Customers .................................................................................................................... 89
Updating System Records ............................................................................................................................................ 89
Sales Program .............................................................................................................................................................. 90

Section One
“Home of the Low Price Guarantee or It’s Free”
Bestway’s goal is to be the low cost provider…and more! We understand that we must have products and
services that meet or exceeds our customers’ needs. We will deliver the product in a manner that makes
our customers feel important and welcome and that they are receiving a fair deal. One of the best offers for
our customers is our “Low Price Guarantee.” Compared to the competition, Bestway has more flexibility
in our payment options and a lower cost of ownership on most products. In some cases, the same products
we offer are half as much as those of our competition are. We must communicate these exceptional deals
to our customers. Informing them of these great deals will help them to realize how important their business
is to us. Great prices will help to bring in customers, but quality products and great customer service will
keep them.
What does Bestway Rent to Own mean to you, or more importantly, to our customers? We see ourselves
as the rent to own company with the best products, programs, people, and prices. Wow, now that is a sure
recipe for success, right? You bet it is, but as we all know, if we do not walk the walk, it does not matter
whether we talk the talk. It has often been said, “perception is reality.” It does not matter what we think of
ourselves. What matters is our customers’ perception of us. Therefore, we must be committed to providing
great products at great prices through great customer service. We deliver the best products in the industry,
and we offer them at extremely reasonable prices. This will show customers that we appreciate them and
care about their business. Our customers want to deal with rent-to-own professionals. They expect us to
be positive, courteous, and great at our jobs. It has been proven over time that customers buy from people,
not companies. Every conversation and interaction we have with our customers must communicate how
important he or she is to us. The best way to keep a customer is to “under-promise and over-deliver.” We
all have to think as though we were the customer and evaluate how we would want to be treated. Exceed
their expectations and make them into customers for life. The measurement of how well we are doing can
be answered by asking…are we keeping the customers we already have? Are they so impressed that they
send their friends and family? When you are great at delivering more than is expected, you will experience
the business and professional growth you desire. Together, we all can make Bestway great by putting
people first, both employees and customers, and providing the best products, programs, and prices in the
industry.
Commit to delivering incredible customer service. Never miss an opportunity to speak about the great
products we have at an industry low “cost of ownership.” Make sure we know the dollar savings our low
cost guarantee provides to the customer versus the competition’s prices, and emphasize it to every
customer. Bestway is proud of our “Low Price Guarantee.” Now let’s ensure that all of our existing and
potential customers know what it means:
Bestway’s Low Price Guarantee or It’s Free
Bestway’s Low Price Guarantee or It’s Free initiative demonstrates our commitment to provide our
customers with the best quality products at the best prices. It is a very powerful sales tool when renting our
products. This guarantee provides us with a “brand” that separates us from the competition. Communicate
this initiative during all sales inquiries. The following provides the details:
Customers will not find the same new item advertised at another rent-to-own store with a lower cost
of ownership. If they do within 30 days of their new Bestway rental agreement, we will beat the deal
or give them the item FREE!
The guarantee applies when comparing Bestway’s total cost of ownership for any item with the
advertised total cost of rental or lease ownership of the same new item (brand and model).
Any claim for free merchandise must be made within 30 days of the new agreement date, and must
be accompanied by a copy of the local competitor’s recent advertisement.
To properly honor this guarantee, we must first understand our competition and their pricing structure. For
instance, Bestway includes product service when quoting the total cost of ownership. Another company
might advertise a total cost of ownership that does not include the fees it charges to include product service
as part of the agreement. See example 1 below.
Example 1 Example 2
42’’ LCD TV
New Bestway
(Same Brand—Same Competitor Bestway Competitor
Agreement
Model)
Monthly Rate $139.99 $144.99 $139.99 $144.99
Term 30 Months 30 Months 30 Months 29.5 Months
Total Fee for Product $269.70 $119.70
$0 $0
Service (8.99/month) ($3.99/month)
Total Cost of
$4,469.40 $4,349.70 $4,319.40 $4,277.21
Ownership
Remember, in order to qualify for this Bestway’s Low Price Guarantee or It’s Free, customers are required
to bring us the competitor’s ad for new merchandise that identifies a lower total cost of ownership within 30
days of opening their agreement at Bestway. In addition, in order for us to know what information we need
to get the “big picture,” we must be familiar with how our competitors do business.
Review all information carefully to discover the TRUE total cost of ownership.
 Consider the brand and ensure you are comparing “apples to apples.” At Bestway, we pride ourselves
on providing only the best brands for our customers. Some competitors offer brands that are of lesser
quality.
 Consider the model and features (remember, “apples to apples”). What software is loaded on that
computer that is advertised at a lower price? What is the processor speed? What is the memory
capacity?
Now let us say the customer has indeed found a lower total cost of ownership. (See Example 2.) Let us
assume the customer pays monthly and has made one monthly payment.
 Copy the information provided by the customer.
 Access the customer’s rental payment screen and “back out” the number of number of days necessary
to get the customer due today. Post this negative receipt.
 Return the customers agreement in the system.
 Process a new agreement that maintains the weekly rate but lowers the payout term. Reduce the
term in weekly increments until the total cost of ownership is lower than that of the competitor.
 Post the money that was “backed out” toward the new agreement. Attach the copies of the documents
provided by the customer to the store’s copy of the negative receipt, and the store’s copy of the receipt
posted to the new agreement. Place these in the manager’s inbox; these must be attached to receipt
audit trail.
 Review the new agreement with the customer, get her signature, and place the new agreement in the
manager’s inbox for the appropriate review and filing.

The Traits of a Bestway Sales Person
1. Have complete understanding and passion about your products and programs.
2. Maintain a positive attitude.
3. Have pride in what you do, desire to do better, and have commitment to your job.
4. Be honest and have integrity.
5. Be energetic and full of enthusiasm.
6. Deliver the best possible service to your customer.
7. Be a good listener.
8. Be current; have up-to-date product knowledge.
9. Utilize your free time productively.
10. Use basic and correct principles of selling.
11. Exercise self-discipline.
12. Develop a professional relationship with your customers; this gets them to come back and to refer
friends and family.
Understanding Our Customers
As we have discussed, it is essential that we get to know our Customers as individuals in order to build
long-term relationships.
Recognizing and responding to their individual purchasing power, and understanding the differences in
what they expect from their business relationships, are critical steps in this process.
Consider these findings from the book Re-Imagine by Tom Peters:
 Women are the sole or primary decision makers for 83% of all consumer purchases. They also
make the purchasing decisions for :
 94% of Home Furnishings  92% Of Vacations  91% Of New Homes
 80% of Home Improvement Projects  51% Of Electronics  60% Of Vehicle Purchases
 Even in areas where women make fewer of the actual purchases; they were more often involved in the
decision.
 Men will generally consult with a woman prior to a purchasing decision; so will women.
 Men and women communicate differently.

 Women tend to speak and hear in terms of connection and intimacy; men tend to speak and
hear in terms of information and independence.
 Men and women do not make purchases for the same reasons.
 Women often shop because they want to; men tend to shop because they have to.
 Men are enticed by comfort and technical features; women lean towards appearance and
quality.
 Women tend to “browse” - while most men prefer to “get in and get out.”
 Men prefer efficiency and convenience; women are more affected by selection and
presentation.
 When asked what is most important in a shopping experience, most men responded “service”;
most women responded “satisfaction.”
 Women do not buy a “brand”; they join them.

 Men often chase the “newest, hottest, fastest”; while women tend to “stick with what’s proven.”
While the Customer’s gender is certainly not the only factor we consider when individualizing our
services, we can use these findings to help us “open the door” to more effective communication.
In addition to Tom Peter’s thoughts, we also know:

 Our Customers may be credit strapped;
 And/or may have just had a life changing event.
Features and Benefits
1. Low Price Guarantee—nobody offers a lower total cost of ownership.

2. No Long-Term Obligation—Customers can return the merchandise at any time, for any reason,
with no penalty.
3. Name Brand Products—Ensures that our customers always get the highest quality merchandise.
4. 100% Service, Within 24 Hours, During the Term of the Agreement—we respond to service
requests quickly, at no additional charge, for the life of the agreement.
5. Flexible Payment Program—big Savings on monthly accounts or the convenience of paying
weekly, biweekly, or semimonthly.
6. 90 Days Same as Cash—all rental payments are applied toward the cash price in the first 90 days
of the agreement.
7. No Down Payment—allows customers to get the product of their choice for as little as one weekly
payment; ask for a month, however, because is the best deal.
8. Early Purchase Discounts—offers our customers a lower cost of ownership by paying out the
agreement early.
9. Savings on Pre-Rented Merchandise—we reduce the ownership term to allow customers to own
pre-rented merchandise sooner.
10. Delivery Included—we deliver the merchandise to the customer’s home and install it at no
additional charge.
11. Same Day Delivery—guaranteed if the order is received by 5:00 p.m.
12. Loaner Program—our customers are never without merchandise if there is a service problem. If
the product has to be brought in for service, a loaner unit is provided at no charge.
13. BestCare Plus Program—BestCare Plus offers many discounts and additional benefits to our
customers.
14. Referral Program—allows current customers to receive a free week on their most expensive
account for referring family, friends, neighbors, and employees to Bestway.
15. Quick and Easy Approval—customers can get the merchandise today; hassle free, with no credit
check.
16. Package Rental Savings—customers save substantially by adding on merchandise to enhance a
single unit, or taking advantage of premium packaging to add a roomful of merchandise.
17. Honest, Trustworthy, and Friendly People—Attentive to the needs of our customers.
18. Easy Pay Program—preauthorized credit transactions offer our customers the convenience of
paying from home to save time in their busy schedules.
19. Quick to Own—some products can be owned in as little as 12 months.
20. Lifetime Reinstatement—paid-out customers or customers who have returned merchandise are
eligible for reinstatement.
21. Seven-Day Money-Back Guarantee—customers can switch to another unit or have their initial
payment refunded if they are not happy with the product.
Seven Steps To A Rental Sale
1. Meet, Greet, and Qualify the customer - Establish rapport.
 Smile when greeting a customer, on the phone or in the store.
 Ask the customer's name and use it often.
 All customers should be enthusiastically greeted within 5 seconds and not from behind the
counter.
 Always greet with a handshake and the question "what can I help you find today", not “Can I
help you" (response is always "just looking")
 Build rapport while asking qualifying questions;
o Where is the TV going?
o What type of shows do you watch...fast motion?
2. Ask for the order (trial close)
 At times, we can get an order started prior to discussing products and price
o Trial close: what time today can I bring one out?
o Let us get this order filled out and we can get it to you today!
3. Be A Bestway Ambassador
 Use our WHY BESTWAY spider sign to tell our story-
o Home of the low price guarantee
o Same day delivery
o No long term obligation
o Service included
 Be specific - talk about things that relate to what the customer wants.
 Know the competition and explain why our programs, products, and people are better. Aarons
adds 10% to all agreements - Rent-A-Center is the most expensive.
4. Attempt to close -Get the Order and don't oversell ·
 Are you getting the 50" or 60" LED?
 Try a choice close; i.e. "Would 3-5p.m. or 4-6p.m. be better for the delivery?" Get the order!
 Use 7 day money back guarantee or our low cost of ownership promise to close.
 Do not be discouraged if the Customer says "No." This just means they want more information.
5. SELL the product- Know the features and benefits
 You already qualified where and what, now match the features & benefits to their needs.
 "Actively Listen" to the customer's responses.
 Get them engaged...sit on the sofa...hold the remote.
 Explanation without demonstration is simply conversation...
6. Close Again - Overcome objections.
 Objections mean they need more information.
 Emphasize our 30 day low price guarantee.
 Emphasize our 7 day money back guarantee.
 Ask to get an order completed so when they decide to buy, we will have it processed. Good way
to bring them back if they are shopping the competition.
 Do not hesitate to “turnover” the sale to another associate (preferably the store manager).
Sometimes a second person is all it takes!
7. Get Name, Address, Phone Number (NAP)
 In one last close attempt, ask what we could have done better to earn their business.
 Get a name, address, and phone numbers…enter it into the sales minutes and High Touch as a
reference for future sales.
Do’s and Don’ts when handling Phone Sales.

 Never “wing it” be prepared. Have your sales book in front of you.
 Have order forms by every phone and near the counter.
 Take a deep breath and smile before you pick up the phone.
 Be enthusiastic – you only get one opportunity to make a first impression.
 Create urgency – First you must have a sense of urgency. “We can do it now!”
 Have a “Pecking Order.” Have your best salesperson answer the phone. If he/she is
unavailable, have the second-best answer the phone, and so forth.
 Never allow an employee who is not trained to answer the phone. Remember 50% of
our deliveries called us before they walked in the door – your best opportunity for
growth is reducing “missed opportunities.”
 Know your program and products features and benefits.
 Have your manager special list handy, and ask for the order early and often.
Knowledge + Practice + Commitment = Great Sales People

We know that great salespeople are the key to growing our business; and we cannot develop great
salespeople if we allow our coworkers to just jump in the driver’s seat and “wing it.” While some people
seem to have a natural ability to sell, it is only through knowledge, practice, and commitment that they
become great. We must ensure the proper development of each coworker, creating a competent, confident,
and creative team of experts, ready to sell our products and service our customers.
Knowledge
To become great sales people, all coworkers must master these key areas:
1. The set-up and operation of each of the products we carry, along with all product features &
benefits.
 You cannot sell it if you do not understand it. You might get lucky and sell it based upon what
the customer expects from it, but you will not be able to assist the customer with questions or
service issues after the sale. In addition, if you cannot do that, it is unlikely the customer will
keep the product.
 Work with each coworker daily and whenever new products arrive, to ensure everyone in the
store can communicate the features and benefits of each product in our lineup, and understands
the set up and operation of each.
2. The features and benefits of each of the programs and services we offer.
 Everyone must understand and communicate the value of these services. These define our
commitment to Quality Customer Care and set us apart from our competition (Low Price
Guarantee, No Credit Check, No Long Term Obligation, Fast & Easy Approval, Service &
Loaner Programs, BestCare Plus, Easy Pay, Referral Program, etc.).
3. Master the Seven Steps to a Rental Sale.

 Coworkers must role play at every opportunity; using evaluation Forms B & C. Document
comments and provide the proper follow up to ensure all coworkers master the steps and are
comfortable using them. Remember, the end goal of a great salesperson is to close the sale
through the proper execution of these steps:
 Meet, Greet, and Qualify the customer - Establish rapport.

 Ask for the order (trial close)
 Be A Bestway Ambassador
 Attempt to close -Get the Order and don't oversell
 SELL the product- Know the features and benefits
 Close Again - Overcome objections.
 Get Name, Address, Phone Number (NAP)

4. Effective Merchandising
 The goal is to WOW our customers!
 Our showrooms must reflect the Bestway pride in our workplace and the products and services
we provide.
Developing Great Sales People
While the preceding pages explain what every employee must know, two additional elements
remain in developing employees into great salespeople.
Practice
Consider these facts:
1. The more we do something, the better we become at doing it. Practice, repetition, and the application of
knowledge to practical use are key elements in the learning process.
2. When we master new information and perfect our skills, we feel a sense of pride and accomplishment.
This affects the way we feel about our job and ourselves and the way we present ourselves to others.
3. People who feel confident that they have mastered a skill usually perform better than those who do not.
To be great at selling, we must use this information as we recognize and take advantage of the
many opportunities for sales training that will arise during our daily routines, so we can properly
develop all employees in our stores to become great salespeople.
We must create a sales culture in our stores, ensuring that all employees understand that everything we
do during the course of the day is part of our effort to grow the business. This is reinforced in our weekly
sales meetings.
This culture should be reflected in the following:

 A clean, professional store atmosphere - an environment where customers enjoy shopping and
employees enjoy working.
 A complete line of new and “like new” merchandise, offering quality products our customers will be
proud to own.
 A friendly, professional, knowledgeable staff prepared to fill the needs of our customers with the
correct products, programs, and services.
To maintain this culture, it is imperative that we assess our knowledge and skills on an ongoing basis.
When performing these exercises, keep the following three suggestions in mind:
1. Keep it professional, but make it fun.

 Show some creativity; produce scenarios to make each sales training activity unique. Today you
might assume the role of a customer who has no idea of exactly what he is looking for; next week,
you are the customer who knows exactly what he wants, and we do not have it.
 Do not be easily “sold.” If we are going to be great, we are going to have to work for it.
2. Shake things up.

 Switch roles. Sometimes the training partner is the employee; other times she is the customer.
Have employees evaluate the training partner’s sales skills.
 Create obstacles. “Sell” an older unit to your training partner, or complete a customer order form
listing your occupation as self-employed. Master ways to overcome obstacles and make the sale.

3. Create some excitement.
 Congratulate employees as they successfully execute the sales process. Shake their hand and give
them a well-deserved pat on the back; ensure every “delivery,” whether real or practiced, is properly
recognized. Share their success with the team.
 Get in the game. Is there a sales contest? Does your team want to win? Do you communicate your
goals and results; and how you stack up to the competition? Does your team have what it takes to
win this one? How about the next one?
Bestway to Explain a Rental Agreement

All things are difficult before they are easy
Although it is not always possible, we must make every effort to close all rental agreements in the store.
1) Make sure wherever you explain the agreement; there are few or no distractions.
2) Ask the customer to confirm the proper spelling of her name, and ensure that we have her correct
address and phone number.
3) Review the agreement with the customer.
a. Rental Rate/Term- gives weekly / monthly rates and term.

i. Payment amounts and frequency.
b. Other Charges
i. All applicable charges other than rent.
c. Condition of Merchandise
i. Either new if never rented before or used if rented even one day.
d. Ownership (Cost of Lease)

i. The total dollars paid during the entire agreement required for ownership.
e. Cost of Lease Services

i. Ownership cost minus the fair market value.
f. Your Liability for Loss or Damage

i. The renter’s responsibility if the merchandise is lost or damaged.
g. Service
i. Outlines our responsibility for service on the rented item.
h. Purchase Option
i. The terms and conditions under which an EARLY PURCHASE OPTION can be
exercised.
i. Termination
i. The renter’s right to terminate the agreement at any time.
j. Right to Reinstate
i. If the agreement expires, the renter has the right to reinstate the agreement within a given
period and pick up where he left off.
k. In-Home Collection Fee

i. A charge for collecting or attempting to collect a payment at the customer’s home.

l. Damage Waiver Option
i. If a customer elects to take this option, there is a nominal fee, but this relieves her of her
responsibility if the item is lost or damaged.
m. Location of Property
i. Explains that the property must remain at the address it was delivered.
n. Use of the Merchandise

i. The merchandise is for the renter’s use and cannot be sold or pawned.
o. Reimbursement of Costs
i. A disclosure that the renter is liable for additional costs incurred for recovery of the
merchandise.
p. Repossession
i. We have the right to ask for the return of our property in the event that payment is not
made in a timely manner.
q. Comerica Assignment
i. Each agreement is assigned as collateral to Comerica Bank.
In addition to explanations of the rental agreement, a few key areas need to be emphasized to the
customer and reviewed. When reviewing these areas, customers retain the information longer if you insert
a subtle pause after making key points. The idea is to make a key point and then ask the customer if he
understands it, then pause for a response. The key areas to review are the following:
1. Importance of on-time renewals. No Grace Period!

2. First payment renewal date and amount. No Grace Period!
3. Location of property.
4. Termination rights by either party.
Best Reasons for Closing a Rental Agreement in the Store
We cannot direct the wind, but we can adjust the sails.
1) Closing the agreement in the store, face-to-face, will prevent any possible confusion with the
understanding of the rental agreement terms and due dates.
2) Begin to establish customer rapport and project a positive image of our company.
3) Offers fewer distractions when we explain the rental agreement in the store.
4) Enables us to make additional rentals to the customer when she sees our entire product line in
person.
5) Asking a customer to bring friends and relatives into the store with him increases the opportunity of
additional rentals.
a. Increases our opportunity to rent 90-day idle inventory and previously rented merchandise
without any unexpected customer disappointment.
b. Eliminates most switch-out problems, reducing our delivery expense and increasing the
productivity of our employees.

c. Lessens the chance of a customer not being at home to accept delivery during our agreed-upon
time.
d. First payment defaults will decrease dramatically.
e. Good renewal habits start by having the customers come into the store to close the agreement.
f. Customers can complete an Easy Pay Form so future payments can be made without coming into the
store.
BestCare Plus Program
The BestCare Plus program is designed to provide a variety of services that are in addition to the great
programs and benefits provided to all Bestway customers. Participation in the program is optional, and
open to all customers.
This program should be recommended to all customers to provide them with the opportunity to save money
and to make life a bit easier with this exclusive package of benefits not available at a price like this
anywhere else! There is a $4 weekly fee for customers on a weekly payment schedule or $16 monthly for
customers on a monthly payment schedule.
Upon enrollment, customers receive a membership benefits handbook that details the services offered
within the program. Members should be encouraged to thoroughly read all information provided and to
contact the store manager with any related questions.
Each store is provided with a binder to detail the program procedures and outline certain restrictions. It is
essential that all employees know and understand the information and the related procedures for the proper
processing or redemption of benefits.
Benefits apply to all registered merchandise meeting the terms and conditions of the program,
provided that rental payments, BestCare Plus, and registration fees are current.
The following information provides a general description of the BestCare Plus program benefits.
Complete information is contained in the Program Handbook and Procedural Manual.
1. Rental Payment Waiver

 In the event that BestCare Plus customers experience a salary interruption due to an involuntary
work stoppage as identified below, Bestway will waive the rental payment(s) due for up to one
full month per interruption. (See Handbook for details/restrictions regarding this benefit.)
 Involuntary work stoppages include layoff, termination, (through no fault of the customer) strike
or labor disputes, seasonal plant shutdowns, sickness, or injury.
2. Bonus Bucks
 Bonus bucks are awarded to the BestCare Plus customer upon enrollment when renewal
payments are made on time, and with each new agreement opened.
 Bonus bucks can be spent like cash to make renewal payments or apply to a new agreement,
once sufficient bonus bucks have been accumulated to post a full payment.
3. Paid-Out Product Service Protection
 BestCare Plus customers receive a one-year extended service agreement on parts and labor for
all merchandise paid out while registered under the BestCare Plus program.
 Comparably, many extended service programs alone cost more than the price of this entire
package of benefits!
4. Merchandise Protection Plan
 All payments made on merchandise covered under the program will be credited toward a
replacement item of like kind and quality in the event of a covered loss.
 This gives BestCare Plus customers the option to continue renting as though no loss occurred.
5. Accidental Death and Dismemberment Insurance
 BestCare Plus customers will receive $10,000 of group AD&D insurance in the event of an
accidental death.
 For BestCare Plus accounts held jointly, the benefit payable is $5,000.
6. Personalized Trip Routing
 Detailed maps, customized and clearly marked with easy-to-follow directions for use in planning
trips for business or pleasure, are provided within the program.
7. Bestway Coupons
 BestCare Plus customers are eligible to receive special savings when opening a new agreement
or referring a new customer.
8. Health Care Savings
 While this is not health care insurance, BestCare Plus customers can save money on health
care costs by taking advantage of the following:
 Retail Pharmacy—Members can receive discounts on prescription drugs at participating
pharmacies nationwide.
 Prepaid Lab and Diagnostic—this program provides DIRECT access to discounted lab work—
without a prescription!
 Vision Care and Eyewear—Members and their immediate family can save money on
eyeglasses, contacts, eye exams, and even surgical procedures when using participating
providers nationwide.
 Chiropractic Care—Members and their immediate family can save on chiropractic care when
using participating providers nationwide.
9. Grocery Coupons
 BestCare Plus customers can save money on the groceries they plan to buy using the grocery
coupon program (even more through “double coupon” programs).
10. Roadside Assistance—Car and Truck Rental Savings—Auto Theft Reward
 BestCare Plus customers can receive discounted rates should they experience a breakdown or
require any type of automotive help, 24-hours a day, and seven days a week.
 BestCare Plus customers can save money when renting a car using participating providers.
 To help recover a stolen vehicle, a reward of $1000 will be paid to any person giving information
to law enforcement officials that directly leads to arrest and conviction of anyone stealing the
automobile of a BestCare Plus customer.
11. Flower—Hotel—Amusement and Entertainment Discounts
 BestCare Plus members have access to an online site that provides information and coupons for
receiving discounts for up to 50% off at participating restaurants and retailers.
 Members can also save as much as 20% on dining, shopping, travel, events, and attractions by
presenting their card at participating providers.
 Members can receive a 15% discount when ordering from Flowers.com.
 BestCare Plus customers are eligible for discounted rates when booking a hotel stay with
participating providers.
Unless each agreement is properly registered, customers enrolled in the BestCare Plus program receive
benefits for only the merchandise included in the first agreement opened.
To receive BestCare Plus benefits for merchandise included in additional rental agreements, BestCare Plus
customers must pay a product registration fee for each additional agreement.
Product Registration
The fee is calculated at 8.5% of the rental payment, with a minimum requirement of $1 weekly. (Example:
Rental payment @ $29.99 weekly = Registration Fee of $2.55 weekly)

Benefits apply only to merchandise for which rental payments, BestCare Plus payments, and
registration fees are current.
Damage Waiver Program

The Damage Waiver Program is provided to protect customers from liability in the event of theft by forced
entry or of fire, flood, or other natural disaster. This program is also optional, and should be recommended
as an alternative to all customers who decline enrollment in BestCare Plus. Participation in either the
waiver program or the BestCare Plus program should be strongly recommended to our customers.
The “waiver” excuses the customer from further rental payments necessary to complete the purchase of
rental merchandise that is lost or damaged. The fee for this protection is calculated at 8.5% of the rental
payment, with a minimum requirement of $1 weekly (example: rental payment @ $34.99 weekly = waiver
fee of $2.97 weekly).
Benefits apply only to merchandise for which both rental payments and waiver fees are current.
Comparing the Costs
Let’s review these facts:

 The Waiver fee is 8.5% of the rental rate. The average waiver fee is $2.30 weekly.
 The BestCare Plus Program is $4 weekly. With every on-time payment, $1 is “banked” for future use.
Therefore, the actual “cost” to the Customer is $3 weekly.
For an additional 70 cents a week, our Customers can receive the many benefits of the BestCare Plus
Program as opposed to the single benefit of the Waiver Program.
Which is a better value for our Customer; the Waiver Program or BestCare Plus?
Now consider this:
Bob Brown has been a long time Customer; he has a Big Screen TV on rent that is due to pay out in six
months; he chose the Waiver Option when he opened the account. A recent storm with heavy winds
caused severe damage to Bob’s home. While he was able to salvage many of his belongings, his prized
Big Screen was in an area that received heavy water damage and is beyond repair. Bob has no additional
product coverage in addition to the waiver program.
Bob has met all the criteria to be eligible for the Waiver benefit. He will no longer have to make payments
on the TV. Bob is relieved; but he feels cheated somehow. He paid for that TV for a very long time; and
now he has nothing at all to show for it.
How would you feel?
Bob has suffered a loss and is likely looking for someone or something to blame. Although he understood
the terms of the Waiver program, he might feel that Bestway owes him something; and it’s possible that
we will lose his business because we will be unable to do anything more than deliver him another Big
Screen and let him start all over.
Are we to blame for how Bob feels?
Of course, not, we ensured that he understood the terms of both the Waiver Program and BestCare Plus
and we provided him the opportunity every time he made a payment to “trade up” to BestCare Plus.
Although we can certainly empathize with Bob’s situation, and we will do everything we can to keep his
business, choosing the Waiver program over BestCare Plus was his decision.
What can we do to keep other Customers from repeating Bob’s mistake?

 Fully explain the benefits of our BestCare Plus and Waiver Programs every time our Customers open
a new agreement.
 Pay attention as our Customers make their rental payment. If they are not currently enrolled in
BestCare Plus, reiterate the benefits of the program and offer them the opportunity to “upgrade.”
 Ensure our Customers understand that the BestCare Plus program is the better value.
Bestway Referral Program
We believe that “word-of-mouth” advertising is an indispensable tool to attract new customers. The
Bestway to ensure that our customers refer us to friends, family, and other associates is to provide each of
our customers with quality customer care.
The “Bestway Referral Program” is a great way for our customers to reduce their total cost of ownership. All
they have to do is encourage others to allow Bestway to assist with their rent-to-own needs.
This program allows the referring customer to receive at least one week free on his or her most
expensive agreement once the person referred becomes a customer.
1. There is no limit on how many people a customer can refer.

2. Referral dollar “coupons” should be given to all customers upon closing an agreement. Explain the
benefits of this program to all customers to encourage then to refer us to friends, family, and other
associates.
3. When a referred customer presents this coupon, complete all the required information, to ensure
that the referring customer receives the proper credit on her account in High Touch use the “alert”
system. Place the coupon in the file of the customer who referred them.
4. When the referring customer requests the award, locate the “coupon” from his file, and then apply
one week’s free time to his most expensive agreement.
5. The referring customer must sign the computer receipt generated at the time the free time is posted.
The name of the new customer referred must also be written on the receipt.
6. Attach the receipt to the day’s receipt audit trail.
7. If a customer comes in as a referral without the “dollar” coupon—complete steps 3–6 without the
coupon.
Section Two
Bestway Standards
BestCare %—This term defines the percentage of our customers who are enrolled in the BestCare Plus
program. The Bestway standard for this key measurement is 80%.
The Stretch Goal for this key measurement is 90%.
Total Number of Customers Divided by Number of Customers Enrolled in BestCare Plus

In addition to providing our customers with the many benefits, the BestCare program significantly affects
the store’s profitability in several ways.

Example: merchandise on rent is destroyed by fire…
Effect To Customer Effect To Store

No Coverage
 Not protected from loss.  No additional revenue collected.
 We will likely lose this account, as
 Loses merchandise as well as all
well as future business and referrals
money paid toward ownership.
from this customer.
 Store absorbs total cost for loss of all
 Is responsible for continuing to pay for
merchandise on rent to this customer
merchandise he can no longer use.
if he refuses to pay.
Waiver Program
 Released from responsibility of paying
for merchandise lost, provided rental  Losses are posted to the P&L at
payments and the waiver fee are current the time of charge off. No “credit”
at the time of loss. is received for waiver payments
 Receives no “credit” for payments made by the customer.
made to lost merchandise if she
chooses to rent “replacement.”
 Customer will likely feel “cheated”  Because previous payments cannot be
because she made rental payments applied toward “replacement”
and waiver payments and has nothing merchandise, it will be difficult to keep
to show for it. this customer.
BestCare Plus
 Receives full credit toward
“replacement” merchandise, allowing  Stores receive credit at the time of
him to continue toward ownership as charge off for the remaining cost of all
though no loss occurred, provided units lost.
rental payments and BestCare fees are
current.
Discuss the various benefits of this program with your supervisor to ensure you understand the effects
of each as they relate to your store and your customers.
You can affect this key measurement by doing the following:

 Offering the BestCare Plus program to all new customers.
 Offering the BestCare Plus program to all active customers not currently enrolled.
 Ensuring that all current BestCare customers pay the registration fee to include all their
active agreements under the program.

Rental Order

Verifying the Rental Order
1. Get all blanks on the order completed. Ensure that the customer signs the authorization to release
information located on the front and the back of the order form. (Some employment and residency
verifications can be obtained only by submitting a request in writing with a statement that the
customer has authorized the release of the information; this form acts as that authorization).
2. Place an N/A in all spaces where info is not needed.
3. Bestway associates use a red pen when writing on an order form.
4. The store manager (or the employee in charge of the store that day) must pre-approve all new
agreements.
5. Always complete the “office use only” area while obtaining the customer’s information.
Residency – Contact the landlord and identify yourself. Explain that the customer is opening an account
and that you need to verify his residency. You need to determine how long he has lived there, when the
lease expires, and whether he has been reliable. Note on the order that residency was verified and by
whom, how long the customer has been there (or date moved in), and initial. If sending by fax, wait for the
response to come back before proceeding.
A copy of a lease or utility bill is not sufficient verification. These documents can easily be altered
with a computer. If you are required to fax something to the landlord, fax a copy of the rental order
(front and back). Make sure the information is obtained prior to delivery. If the property is owned,
verify ownership through the Bestway intranet by accessing your local county tax assessor. Use
this to verify the landlord’s ownership as well.
Employment – Contact supervisor or personnel department and identify yourself. Explain that the
customer is opening an account and you need to verify length of employment, job title, and work hours.
Note on the order that employment was verified and by whom, how long the customer has been employed,
(or date of hire), and initial.
Check stubs are not ideal for verification of employment. These documents are easily altered. If this is the
only document source from which to verify income, ensure that all references tell you where they receive
their income.
Repeat steps with spouse or roommate’s employment.
References – The best references are parents and grandparents. If possible, be sure these relatives are
listed on the order form.
Always attempt to make contact with all six references, but speak to a minimum of three.
Contact the reference and identify yourself. Explain that the customer is opening an account with us and
has used him or her as a personal reference.
Ask the reference if she can verify the customer’s address, employment, phone, how often she sees the
customer, and if she would help us contact the customer if we could not locate them.
Do not supply the reference’s information. Ask the reference to give you the information by asking the
specific questions.
The specific questions to ask are on the back of the rental order. Document the exact response received
from every reference you contact.
On the bottom of the order, verification side is a place for notes. Put something specific about your
conversation with each reference to help you recall the conversation. Example: “Our kids go to school
together,” or “I see them at the soccer fields every week.”
Attempt to solicit references for their business. Ask for or confirm the mailing address.
Social Security Number – Run all new customers’ social security numbers through Accurint “Person
Search” to ensure that the social they gave matches the name. Also run the social security number through
Bestway’s intranet to search our records and verify they are not a charge off or that they are renting from
another Bestway store currently. This must be in the file behind the Customer’s driver’s license information.
Key Considerations in Determining Approval of a Rental Order

1. Overall stability (length of employment, time at current residence).
2. Close relative response.
3. Landlord and employer response.
4. Verifiable source of income (babysitting or mowing neighbor’s yard are not verifiable sources).
If customer moves, will we be able to find him or her with the information provided on the order form?
Additional Information to Consider:
1. Some people stretch the truth a bit because they think having a new job or residency will get them
turned down. Saying they worked there one year vs. six months should not automatically get them
turned down.
2. Based on the five key considerations above, some people may not qualify for the exact product(s)
they have selected. Starting out with one account or a less expensive unit may be a better
alternative for that customer. This is called “down selling.”
3. Sometimes it is necessary to obtain more than six references to make an order good. We want to
approve the order immediately, and some references may be unable to provide the information we
need. Others may not be available at the time we call to verify the order. Use as many order forms
as you need to obtain the information necessary to get the order approved.
4. When renting additional products to a current customer, we need to pull her file and review the rental
order form to verify that all information is correct.
 If the information is over 30 days old, you must have her complete a new order form and
must properly verify the new information.
 If information has changed, ask the customer to complete a new order form. “Crossing out”
old information and replacing it with the new is not acceptable. Properly verify the new
information.
 All new agreements must be pre-approved by the store manager (or the employee in charge
of the store on that day).
5. When renting to a previous customer, pull the inactive file; however, always get a new order form
completed and verify the information.
6. If a new rental order is necessary to ensure we have the most recent information for a customer, ask
questions, and assist the customer in completing the form. Do not just hand him a blank order form
and say you need updated information.
 All order forms must be approved with signature by a store manager or person in charge
prior to activation in High Touch.

LOOK FOR WAYS TO MAKE THE ORDER GOOD!
Telephone Sale
Quick Approval
Get a complete rental order,
including the “For Office Use
Only” section. Set up a time
(within 30 minutes maximum)
that you will get back with the
customer. It is imperative that
we act QUICKLY.
Within 30 minutes, we need to verify the order and call the customer back. At
that time either
 Approve the order with sign off from store manager or employee in charge.
 Get more information from the customer.
 Turn the order down.
Need more
Order approved Turned down
information
Schedule an If we are not able to The obvious reason

appointment for today verify the order for turning down an
to have the customer because we need order will be that the
come into the store more information, call customer has
and select the exact the customer and ask provided fraudulent
product she wants for for additional information with
her home. If a clarification or intent to deceive.
customer is unable to additional references. This will be only a
come into the store Continue to verify small percentage of
and requests that we and attempt to make the calls you receive.
make the delivery the order good. At Others may not
and complete the times, it is necessary qualify for the product
paperwork at her to get more than six selected, but we can
home, review this references to make “down sell” them a
option with the store the order good. product to meet their
manager. needs.
BESTWAY GUARANTEES ORDERS RECEIVED BY 5:00 p.m. WILL RECEIVE SAME-DAY DELIVERY.

In-Store Customer
Quick Approval
Close the order by reviewing
the information with the
customer. All documentation
from a Bestway employee
needs to be in red ink. Fill in
the “For Office Use Only”
section.
Ask the customer to have a seat while we

verify the information. We should have water
to offer her while she waits. Do not allow her
to wait more than 10 minutes.
Order approved by
store manager or Need more
Order is complete information
employee in charge. and partially verified.
If order is verified and If the order looks The obvious reason

approved, type up good, we type up and for turning down an
and close the close the agreement, order will be that the
agreement in the collect the first customer has
store. See file payment, and provided fraudulent
process at this point. schedule the delivery information with
time. We let the intent to deceive.
customer know we This will be only a
are pre-approving small percentage of
them based upon the calls you receive.
another call or two. Others may not
In either case, we do qualify for the product
not want to keep selected, but we can
them waiting. The “down sell” them a
order must be product to meet their
verified prior to the needs.
delivery leaving the
store.
Always look to make an order good. At times, we must get additional information (i.e., more references, correct
phone numbers, etc.). We must also be willing to down sell a customer who may not qualify for more expensive
or multiple items based on the information provided.
BESTWAY GUARANTEES ORDERS RECEIVED BY 5pm WILL RECEIVE SAME DAY DELIVERY

Customer File
Receive Completed Rental Order
Verify with the Customer:

Best Day to Pay and How Often
Benefits of the BestCare Program
Total of First Renewal Payment
Verify and Qualify the Order
Verification Completed
Order Approved by Management
Club Information
Printed Agreement
Sit Down and Explain the Agreement
Creating the File Customer

Agreement (While seated at the Closing Table)
Side
Side (Excluding Delivery Checklist/Callback until
Delivery is Completed)
3rd: Social Verification One

One 4th: Delivery Checklist Callback Staple
Staple (is not stapled in file until completed) 2nd: Copy of Driver’s License
3rd: Club Document
2nd: Agreement Top: Rental Order
Top: Receipt
Note: Remove staples as required and re-

staple as documents are added.
Completed, assembled customer file goes in the “to be delivered” wall bin. Put delivery call
back/checklist with the file after the delivery has been completed.

File Flow
Once an order form has been verified, approved with signature by the store manager,
and activated in High Touch, the completed file goes into the “to be delivered” wall
bin in the store manager’s office awaiting delivery. A copy of the order form should be
made and placed in the ”reference” bin in the sales manager’s office to allow sales
managers to enter references each morning
Every store should have six pocket organizers in

the store manager’s office labeled Monday to
Saturday.Once delivered, the file goes into the
Mon-Sat Wall Bin two days after day of
delivery.
Every morning, store manager locates the files from

yesterday’s deliveries off of the transaction audit trail
and confirms that each customer file has a complete
and approved rental order, signed agreement(s), copy
of an ID, and delivery checklist, also verifying that the
file is set up properly with customer due on the proper
due date. Manager signs agreement at this time.
After the store manager ensures completeness, files

are placed back into “to be delivered” bin ready for
delivery OR the Mon-Sat wall bin ready for the
callback (same place you got them from).
Delivery Callback Takes Place Two Days

after the Delivery.
After completing the delivery callback, place the file

in the active file cabinet.
Make two attempts to complete this information. If

you cannot contact the customer on the first attempt,
move file to the next day in the Mon-Sat wall bin and To Be Delivered
make a second attempt the next day. After two
attempts, document your attempts and place into the
active file cabinet.
(Filed alphabetically by Last Name)

Delivery CallBacks
We want our Customers to know, from the beginning of our relationship, that their business is
important to us; and they can rely on us to stand behind our commitment to providing Quality
Customer Care that is second to none.
Proper completion of the Delivery Callback is critical to ensure that your Customers understand our
programs, and are 100% satisfied with the merchandise they have chosen for their home. Equally
important is the valuable information that can be obtained during this process, to assist you in
evaluating and improving our products, services and training.
The following outlines the Delivery Callback form and its usage. Begin completion of this form 48
hours after all deliveries.
To Verify Payment Information
 Pull up the Customer’s information for this delivery (next due day/date, amount) and jot this
down next to Question 5. Remember to include any BestCare fees due for this agreement at
that time.
 You can also jot down the total amount due for any additional agreements due at that time, as well
as a “grand total” due.
Mgr/Asst Initials
 Ideally, only the Store Manager will complete Customer Callbacks and enact the appropriate
follow- up to ensure Customer satisfaction. In the event of their absence this task will fall to an
Assistant.
 The Store Manager must review all Callbacks completed by an Assistant to ensure
Customer satisfaction and the proper resolution to any issues identified.
Greeting
 The form provides a suggested greeting to open your conversation with the Customer. It is
important to follow this guide to ensure that we introduce ourselves, welcome our new Customer
and ask if this is a convenient time for them to answer a few questions.
 Be friendly and respectful. Introduce yourself using your first name; remember to address the
 Customer as Mr. or Ms. unless they ask you to do otherwise.
 If the Customer cannot speak with you at this time, ask for a convenient time to call back.
Document this information in the space provided and place in the appropriate wall bin for
completion on the specified day.
Questions
Although there are specific questions on the form to ask the customer, it is essential that we understand
the underlying reasons for each question, ask the appropriate probing questions to better understand
problems, and enact the proper follow-up to ensure that we identify and correct any issues that may
jeopardize our relationship with the Customer.
1) Was the delivery on time?
 Did we complete the delivery at the agreed upon time? If not, find out why.
 With the exception of an emergency, our late arrival for a delivery is unacceptable. Apologize to the
Customer and meet with the Coworker(s) making the delivery immediately after ending the call to
the Customer, if applicable.
 Correct all issues immediately.
2) Was the unit set-up and explained properly?

 If you don’t feel confident that they are 100% satisfied with the product, you have some decisions to
make. If it is an electronic item, you can suggest we come back out and make sure it is hooked up
and working properly. If it is furniture, invite them to come in the store to select a different model,
color, etc. that is better suited to their needs. Make sure they understand that our primary concern is
their satisfaction and that we will do everything we can to help them obtain ownership.

 Resolve these issues NOW; if they don’t really like the product or they don’t understand it; they’re
not going to keep it.
 Did our Coworkers fail to install, set-up and explain the product properly? Do they need additional
training or counseling? Speak with these Coworkers immediately after the callback to resolve
these issues.
3) Were Bestway associates helpful & courteous?
 Ask more specific questions once the customer initially responds. What exactly did they do that
stands out in the Customer’s mind; good or bad.
 Let your Customer know that he is helping you to create a better team by answering these
questions honestly.
 Speak with these Coworkers immediately after the callback to discuss any issues. Remember,
praise in public; criticize in private.
4) Have we answered all your questions regarding the rental agreement?
 Even though we may feel certain that we did a good job when explaining the agreement, it’s
important to ask again at this time; they have had a little time to think it over and may have
questions now that they didn’t have then. Clear up any questions.
 If you feel the Coworker may not have properly explained the agreement, speak with them
immediately following the conversation with the Customer. Have them explain an agreement to
you and redirect them in any areas deficient.
5) Can you tell me when your next payment is due and the amount you will pay?
 We need to ensure they understand their total weekly payment due and the date the payment must
be made to avoid late fees.
 Reiterate our commitment to help them own the merchandise. Verify that we have the Customer on
the correct “payment schedule”. (weekly, bi-weekly, semi-monthly or monthly) Resolve any due
date issues at this time.
 When discussing payment due, ensure the Customer understands the amount due on the new
agreement; as well as any BestCare fees, or payments to other agreements that are due on
that date.
6) Have you taken advantage of our Easy Pay Program?
 Ensure the Customer understands the benefits of this program in saving them time and money.
Remember, the Customer must complete an Authorization Form and present a government issued
picture ID to enroll. Refer to pages 104 and 105 of this manual for additional information.
7) Did we explain the Customer Referral Program?
 Remind Customers how this benefit can be used to help pay for their merchandise.
 Ask them if know of someone, right now, that might be interested. If so, add them to your sales
lead sheet for follow-up and encourage your Customer to send them in with a referral coupon.
 If this program has not yet been discussed, meet with the Coworker responsible for doing so. Have
them explain the program to you, redirect in any areas deficient, and explain that this program
should be discussed with all Customers during every contact.
8) Did we explain the BestCare Plus “Club” program?

 Reiterate the program benefits; congratulating the Customer that has elected to join; “selling” the
Customer that has not yet elected to take advantage of these benefits.
 If the Customer has not enrolled in the BestCare Plus Program and does not wish to, see if they
have accepted the waiver and if not, sell the benefits of that program for this agreement.
 If this is an additional agreement for this Customer, see if they enrolled in the Product Registration
for this agreement and make that available if they have not done so.
 Again, if these programs were not properly explained by the Coworker responsible for doing so,
meet with them and have them explain these programs to you; ensuring they can properly explain
them to our Customers in the future.

9) Do you have any other questions, or is there anything I can do for you?
 The goal is to ensure that all Customers understand, and are 100% satisfied with, our products,
programs, and services; and that the Customer understands the product and its operation, the
terms of the rental agreement, the date their next payment is due, and the amount of their next
payment.
10) You may be pre-approved for another unit. If so, what would you like to get?
 Although, in most cases, we’ll want the Customer to build a good payment history on one
agreement before approving another, it is important that we anticipate the Customer’s future
needs, and work with them to develop a plan to meet those needs.
 Add the information to the Sales Lead Sheet for the appropriate follow-up.
11) Thank you for your time Mr. /Ms. (Customer Name) and for choosing Bestway. We will be following up
with you on (1st payment due Day / Date) to remind you of your renewal payment, and ensure you
remain happy with the merchandise. In the meantime, please do not hesitate to give us a call should
you have any questions.
 Be sincere. Let the Customer know we are happy they chose to do business with us. Verify
that they have our phone number, and let them know we will be happy to answer their
questions.
 To prevent future misunderstandings, it is important to notify the Customer now of our
“reminder call” practice.
12) Manager follow-up required? If yes, describe any outstanding issues and bring them to the Manager’s
attention.
 This is the space to detail the issues identified during the course of the conversation. You should
also include notes concerning how the issue has been or will be resolved.
 Assistants completing Delivery Callbacks must meet with the Manager immediately upon their
return to discuss any unresolved issues and determine the appropriate actions necessary to
resolve.
 Solve problems NOW!
Remember:
 Deliveries pending “Callback” are placed with the Customer file in the Mon-Sat wall bin. Once the
Manager has reviewed the file, it is placed in the appropriate wall bin to ensure timely completion.
 After the callback is completed and all issues are resolved, the file is then complete and must be
filed alphabetically in the active file cabinet.
 If you cannot contact the Customer, place the file in the wall bin for the next day and try again.
Document each attempt on the form. If you remain unsuccessful after three attempts (consecutive
days) you must assume that the Customer is happy with the merchandise. File the callback form in
the Customer file.
 Store Managers must review all Callbacks completed by an Assistant to ensure proper practices.

Inventory Identification
All Bestway Inventory Must Be Identified Using the Following Procedures:

 Label all primary pieces of inventory using a permanent bar code label. Labels are generated
in the store system and must be printed on the labels with the red dot. The labels should be loaded
into the printer with the dot facing right. A permanent bar code label includes a sequence number
directly to the right of the stock number, which identifies the number of times the label has been
generated for that particular unit. (Example: 001 = first bar code generated for unit—002 = second
bar code, etc.) The label also identifies the product as Bestway inventory and includes the store
phone number.
 Labels should be affixed to an area not seen during normal use.
 Never attach these labels to an area that will be affected by the adhesive on these labels.
These are permanent labels and are very difficult to remove.
 While it may be necessary to replace a permanent label due to damage of the original,
precautions should be taken to ensure that permanent labels be printed no more than
twice for the same unit.
 Replacement labels must be affixed on top of any part of the remaining label to avoid
scanning error. Units should not have more than one permanent label attached.
 Mark all secondary pieces of inventory with the unit stock number using a permanent marker.
This safeguard will help to ensure the integrity of the product value and will assist employees who
may be unsure which units are needed to complete the product.
 Whenever possible, write the information on the back of the secondary units, top right.
 Write the stock number legibly and discretely in smallest print possible, using permanent
marker (silver or gold marker on black surfaces, black marker on white or silver surfaces).
 Mark all products that complete the unit with the same stock number. Examples: Sofa
and Loveseat = LRG #00104-00001
HB, Dresser, Mirror, Chest and Nightstand = BRG #00104-00002
New Inventory
 Bar code labels should be generated (at the prompt) when receiving new merchandise.
 Attach the bar code label to the primary unit. (Cut small hole in packaging if necessary)
 Mark all boxes/packaging with the same stock number to identify secondary units.
 Once you remove it from the packaging, properly mark any secondary pieces for the unit.
Rent Ready Inventory
 Label only the primary unit of the product. Mark all secondary units as outlined above.
Examples: Dresser to BRG—Tower to CPU—Sofa to LRG
 NEVER cover the unit serial number or any product warning information.
 Whenever possible, attach the label to the back of the unit, top right.
Exceptions: Mattresses and sofas with removable cushions should be labeled on top of the
manufacturer’s label. Sofas with attached cushions and cocktails to LRT should be labeled
on the bottom, right corner—Label DNT tables and LMP on bottom—Label motion furniture
on the right side of the metal footrest mechanism.
Price Tags Must Be Attached to All Units. Price tags are generated in the system and include the bar
code label as well as pricing and product information.
 Price tags should be generated and attached to all units when the merchandise is received to
the system, or upon return to the store from a customer.
 Extra care should be taken to ensure that tags are attached using the Dennison gun and
placed at merchandise seams to prevent damage.
 Refer to the store diagrams in the Advertising or Merchandising binders for additional
information regarding price tag placement.

Maintaining Customer Files
To ensure that we maintain accurate records and to protect personal information provided by our
customers, it is imperative that we properly process and maintain customer files.
To do so, we must adhere to proper document processing, retention, and destruction procedures, and
perform an active file audit each month.
The following reviews the proper processing of customer files and outlines the procedure for performing an
active file audit. Additional information concerning proper file destruction and retention is provided in the
Document Retention Policy.
New Customers
When we ask new customers to complete an order form, they may tell us that they previously had an
account with us. If so, pull that file to review and confirm the information. A new order form must be
completed if the order form in the file was completed more than 30 days earlier.
Do not allow information in the inactive file to “automatically” disqualify a customer. It is important that
you discuss any past issues with the customer to understand how her situation has changed to avoid
recurrence, but in most cases, your decision to do business with the customer should be based primarily
on the information verified from the new order form.
The following outlines the process once the order is approved:

 Properly process all required documents and place them in the customer file. Both sides of the file
must be stapled at this point in the order illustrated above.
 The Delivery Checklist/Callback Form is placed into the file vertically.
 Immediately place the file in the “to be delivered” bin and ensure all applicable information is
documented on the P.U.S.H.
 The sales rep will then remove the delivery checklist from the file to complete the delivery.
 Once merchandise has been delivered, the completed delivery checklist is placed vertically in the
file once again. The file is then immediately placed in the Mon-Sat wall bin two days from the day
of delivery. The store manager must match delivery files to the daily transaction audit trail daily
and ensure all necessary documents are included and properly completed.
 Once he has reviewed all items, the store manager will then place the customer file back in the
appropriate wall bin and will complete the customer callback within two days of the delivery date.
 Once the callback is completed, documents for the “Agreement Side” are organized as noted
above and stapled in the customer file.
 The file is now complete and must be immediately filed in the active file cabinet.
New Deliveries to an Active Customer

 Pull the customer file from the active file cabinet before processing a new agreement to an active
customer.
 If information is over 30 days old, the customer MUST complete a new order form. Simply
writing “same” or crossing out the old information and adding the new is not acceptable.
 If the order form was completed within the last 30 days, review the order form with the customer
to ensure there are no changes to the information. If any changes are identified, the customer
MUST complete a new order form (a change in address, phone number, spouse/roommate,
employment, etc., could mean that he has “lost touch” with references currently listed)
 Verify any new information, properly documenting the new order form.
 Once verified, attach the new order form on top of the old one in the customer file.
 Post any new information to the customer’s computer record.

Then:
 Handle the customer file as noted above to ensure the delivery process is properly completed
and the manager has reviewed the file.
 Once the callback for this delivery has been completed, properly organize all the documents,
removing the staple to place the documents for the new agreement on top, and then re-
stapling all documents to ensure they are secure in the file. The file must then be filed
immediately in the active file cabinet.
New Deliveries to an Inactive (Previous) Customer

 Pull the customer file from the inactive file cabinet to review the information before
processing a new agreement to an inactive customer. Verify the customer ID.
 If the order form was completed more than 30 days ago, have the customer complete a new
one. Simply writing “same” or “crossing out” the old information and adding the new is not
acceptable.
 Verify the information from a new order form. Use the old file whenever possible.
 If the customer is still identified in the computer system, update that computer record with any new
verified information before processing the delivery. Avoid creating a new record for a customer
already in the system; this could create confusion.
 Process the new delivery and paperwork as outlined above. Once the callback is completed,
place the new documents, in order, on top of those already in the file. Immediately place the
file in the active file cabinet.
Remember:
 ALL rental orders must be approved by the store manager (or the person in charge of the
store that day). The order form must be initialed by that employee to verify that she pre-
approved the delivery.
 ALL rental agreements should be signed in the store.
 All order forms / files or other sensitive material that is being destroyed must be placed in the
shred bin.
 Ensure that all changes are properly documented in the customer file as well as in the computer
system (changes to address, phone number, merchandise on rent, agreement term, etc.).
 Do not allow information from an inactive file to “automatically” disqualify a customer. It is
important that you discuss any past issues with the customer to understand how her situation has
changed to avoid recurrence; in most cases, however, your decision to do business with the
customer should be based primarily on the information verified from the new order form.
 With the exception of the delivery checklist, no original customer file or document should ever be
removed from the store. On the rare occasion that a customer document is required outside the
store (legal proceedings, etc.), gain approval from your supervisor, then copy any document(s)
required; leave all original information in the store, in the customer file.
 Customer files must be processed from the corresponding wall bins by the end of each
business day.
Complete these scheduled activities, or ensure that they are appropriately rescheduled, placing the
file in the wall bin for the day rescheduled.
Returns and Payouts

 Always pull the customer file and the corresponding agreement(s) prior to posting a return.
 Hand receipts must be written for all merchandise returns, providing a written record of the
transaction and a receipt for the customer. No computer receipt will be generated when a return
is posted.
 When posting a return in the system, include the hand receipt number (at the prompt for
document #). Once the return is posted, place the hand receipt in the manager’s inbox for review
the following day.

 Payouts in the store will produce a receipt from the system; process these as you would any
payment receipt. If the payment to payout was collected using a hand receipt, include the hand
receipt number when posting the payment, and place the store copy of the receipt in the
manager’s inbox. Writing a hand receipt for a payout should be avoided if possible. If this
is necessary, contact your district manager.
 Payment histories for any inactive agreement (return or payout) will automatically be generated in
the system at the end of each day and will be available in the print manager the following morning.
 Print payment histories each morning, place in the customer file, and then place the file in the
manager’s inbox for review.
 Managers will review these files, removing the staple to wrap and then staple the payment
history around the corresponding inactive agreement(s). Documents for agreements that
remain active are moved to the top and then re-stapled in descending order (most recent
active agreement on top, then next most recent, and so on). Inactive agreements remain at the
bottom, also in descending order.
 Customer files (active or inactive) are then immediately filed in the appropriate file cabinet.
Note: Files for customers with no active accounts must be moved immediately to the inactive file
cabinets. All inactive files must be retained for three fiscal years. (Purge August each year)
Switch-Outs and Extensions
Any transaction that alters the terms of the original agreement, such as a switch-out (which identifies
a change in merchandise) or an extension (which identifies a change to the payout term) must have
supporting documentation attached to the original agreement.
Always pull the customer file and the corresponding agreement(s) prior to processing these
transactions.
Refer to the procedures manual to review the complete criteria for processing switch-out transactions.
When processing a switch-out:

 Ensure that all information for the product to be returned closely matches the remaining value
of the product to be delivered (age, model, condition, and remaining value).
 Complete a hand receipt to identify both the merchandise delivered and the merchandise
returned, which the customer must sign at the time merchandise is switched out.
 Use this receipt number when processing the transaction in the system.
 Never post, a switch-out in the system until the merchandise has been physically exchanged.
 Place the store copy of the hand receipt in the customer file, and place the file in the manager’s
inbox for review.
Releasing Customer Information
Protecting the personal information of our customers is extremely important. Should a customer decide
to use Bestway as a reference, the following criteria must be met:
 No information can be released without proper written authorization signed by the customer.
 All requests to release information must be pre-approved by the store manager.
 A request for customer information must be sent to the store via fax or mail from the company or
business requesting the information. A copy must be retained in the customer file.
 Requests must be on that company’s letterhead and be signed by a representative of that
company. Contact information (business address, phone number, fax number, name, and
position of company representative requesting the information, etc.) must be included.

 Requests must identify the specific information to be released and must be signed by the Bestway
customer. We can respond via mail, phone, or fax.
 No personal customer information can be released (residence, employment, phone numbers, DL
or SS #, credit card info, references, etc.).
 Do not provide any information other than that authorized for release; do not elaborate or offer
opinion. Our response is generally restricted to payment information such as the following:
 Date(s) the customer account(s) was opened/closed; length of time as a customer.
 Number of times payments were past due / past due dates.
 General payment/payout information (how much are payments, how many payments
paid/left to payout, previous accounts paid out).
If any information requested falls outside these parameters, consult with your district manager before
responding in any manner.
Accurint Reporting
To assist our customers in building their credit history, the home office submits information for all PAID IN
FULL customers to the Accurint database (including EPO). Rental payment histories for customers who
have not paid in full are not reported.
This information can be obtained by other businesses that are authorized by the customer to perform
a credit inquiry using the Accurint database.
Information for all accounts charged off as “SKIP” or “HARD ACCOUNT” is also submitted to Accurint by
the home office.
Inventory Auditing Procedures
Frequency
A manual, serialized inventory audit must be completed by all store managers every Friday by 11:00 a.m.
An inventory audit using the scanner is required every Monday and Wednesday by 11:00 a.m.
Service and loaner inventory must be audited every time idle inventory is audited.
Documentation
Verified idle inventory reports for the previous month, as well as reports for audits completed MTD, should
be filed in the required binder. Reports not required for filing should be discarded.
Reports for the “manual” inventory audit completed by the manager must be signed and filed in the
binder. Service and loaner reports also verified at this time must be attached to the corresponding
idle inventory audit.
For inventory audited using the scanner, both the first preliminary report generated and the final report are
to be kept on file in the binder. The final report must be signed by the person completing the report. The
binder should consist of a running 60 days’ worth of inventories—both scanned and manual.

Manual Inventory Audit
Store managers are required to complete the manual inventory audit on Friday. The scanner is not
to be used for this inventory audit.
 In the High Touch system, generate and print an inventory status report, idle inventory only.
 Starting in one area of the showroom, place an “F” on the right side of the stock number to identify
that the unit was located in the front.
 For each unit located in the stockroom, use a “B” to identify that the unit was located in the back.
Use an “S” to identify units located in storage.
 Verify that the serial number or description for the unit matches the information on the report.
Correct units not properly marked with the unit stock number.
 Write on the report any information that does not match, and perform additional research. Do not
change information on the unit to match the report.
 Write on the report all information for units located but not identified on the report, for
additional research.
 Identify units located that do not have a price tag by placing a “T” on the left side of the stock
number. Use an “L” to identify units that do not have a bar code label. Use an “R” to identify units
located that are in need of repair.
 In the High Touch system, research and resolve any information written on the report.
o Inventory inquiry
 Was merchandise returned from the customer but not processed in the system as a
return?
 Was the wrong unit delivered?
 Is this service or loaner inventory?
 Was there a transfer error?
 Was there an error when the inventory was received in the system?
 Print price tags, bar code labels, or repair orders for units identified, and attach to the units.
 Complete an inventory discrepancy report for any units for which discrepancies remain unresolved.
Fax this report to your district manager for review and correction.
Attach this report to the completed inventory report.
 Sign the report and file as outlined above.
 Verify service and loaner inventory as outlined in this procedure.
Scanning Inventory
 Prepare the scanner as outlined in the High Touch guide. Remember to change the information in
the scanner as necessary to identify the location of the inventory to be scanned (showroom,
stockroom, storage).
 Starting in one area of the showroom, scan the permanent bar code label, or price tag attached to
each unit.
 When scanning price tags, ensure that the tag scanned matches the product.
 Correct units not properly marked with the unit stock number. Ensure that all inventory units are
complete (no missing parts).
 Using the text function (just as you do when you identify the location of inventory to be scanned),
manually input to the scanner information for units located that do not have a permanent bar
code or price tag.
 Information for inventory identified as in need of repair or replacement parts should be
manually input to the scanner.
 Once all inventory in the store has been scanned or manually input to the scanner, retrieve the
information to the system as outlined in the High Touch guide.
 Generate and review the exceptions report as outlined in the High Touch guide.
This initial report is to be kept on file, attached to the final report.

 Resolve the exceptions as outlined in this procedure. Report any unresolved exceptions
immediately to your supervisor.
 Print bar codes, repair orders, and price tags for units identified via manual entry, and secure to the
products.
 Print, sign, and file the final report with the initial exceptions report.
 Verify service and loaner inventory as outlined in this procedure.
Resolving Exceptions (Scanned Inventory)
The initial exceptions report (preliminary report) identifies exceptions detected during the scan of inventory
(step 1).
The system then requires that exceptions be researched and explanations be input to the system as
outlined in the High Touch guide, before the inventory audit can be completed (step 2).
These explanations must detail the reason for the exceptions. Explanations such as “missed” or
“on rent” are not acceptable. If you are unsure as to whether an explanation is appropriate, or if you have
an exception that cannot be resolved, contact your district manager.
Inventory that is properly identified, and exceptions that are appropriately resolved, make the audit process
less time consuming and streamlines inventory control. Exceptions should not be repeated on subsequent
audits.
The following page outlines the exceptions and offers possible issues that may help to identify
discrepancies. Also outlined are actions required to resolve discrepancies identified, and sample
explanations for input to the system to detail the exception.
Once exceptions have been appropriately explained and resolved, generate and review a second copy of
the exceptions report to verify the information input to the system.
Print bar codes, repair orders, and price tags for units identified via manual entry and system
research. Tag or label the merchandise. The second exceptions report can now be discarded.
Complete the audit as outlined in the High Touch guide (step 3). Sign the final report, and file with the initial
exceptions report, as outlined in this procedure.

** If two units have the same item #, go find the missing unit. **
Bar Coding Transition / Product Returns

Because units were on rent prior to the addition of bar coding, and because some labels may become
missing or damaged, it will be necessary to properly identify these units upon return. The following outlines
the procedure to ensure that the process is completed efficiently and in a timely manner.
 Each morning, use the transaction audit trail from the previous day to visually verify that the
information for the merchandise returned matches the system information. Identify any unresolved
discrepancies on the inventory discrepancy report and fax to your district manager for review and
correction. Do not print and attach a new permanent bar code label or price tag until the
discrepancy is resolved.
Service Inventory
 Signed documentation must be on file for units being serviced at off-site repair centers. Units for
service that are currently in the store must be properly tagged and organized in an area designated
for service units. Units should not be in service beyond 30 days.
 All service inventory must be verified each week; this process is outlined below. Reports used to
verify this inventory must be kept on file for four weeks.
 Generate and print a current “units being serviced” report.
 Review the report and circle subtypes for Units In Service that have more than one piece (HTS,
GAM, etc.).
 Call each service vendor and ask him or her to fax you a report identifying all units currently at that
location.

 On the units being serviced report, place a checkmark on the stock number of each unit identified on
the fax(es) from the vendor(s). Attach the fax(es) to the service report as documentation.
 Locate any units not checked, and ensure that they are in the store awaiting service. Identify these
units on the report by circling the stock number. Research and resolve any units not circled or
checked.
 Locate the pieces necessary to complete any unit subtypes circled on the report. Ensure that
these pieces are in the stockroom and are identified with a partial tag.
 Call the service vendor to inquire as to the current status of Units In Service beyond 14 days.
Note the information on the service report next to the information for that unit.
 Sign the service report, and file in the appropriate section of the service binder.
Note: When evaluating Units In Service, it will be necessary for you to determine the remaining value of
these units. This information is not printed on the report from the High Touch system.
The remaining value of the unit is displayed on the top right of the screen that is accessed to place the unit
in service. It will be helpful to include the remaining value on the memo line when placing the unit in
service.
Loaner Inventory
All active loaner agreements must match either Units In Service or units in the store that have been repaired
and are awaiting return to the customer.
 Loaner agreements should not remain active beyond 30 days.
 Units from service should be returned to the customer within 7 days after the repair.
 Units loaned should be of lesser value to the unit being serviced.
All loaner inventory must be verified each week; this process is outlined below.
Reports used to verify this inventory must be kept on file for four weeks.
 Generate and print a current “loaner inventory” report.

 Verify that each active loaner agreement is signed and on file in the service binder.
 The information for loaner units is identified on the far right of the report. Circle subtypes for units on
loan that require more than one piece to complete (HTS, GAM, etc.).
 Using the computer, verify that each loaner agreement matches a unit in service.
To the right of the stock number of the customer unit, write in the remaining value for the unit.
 If the stock number for the customer unit in service is not printed on the loaner report, write the stock
number and remaining value on the report.
Note: Stock numbers printed on the loaner report to identify customer units do not verify that the unit is in
service. This information only identifies that the stock number for the customer unit was input to the system
when the loaner agreement was processed.
 Using the completed service report, use a checkmark to identify all customer units verified as in
service off-site (received fax).
 Circle units located in the store.
 Ensure that repaired customer units in the store are identified with a “repaired tag.” Make
every attempt to get these units returned to the customer over the weekend.
 Locate the pieces necessary to complete unit subtypes circled on the report.
Ensure that these pieces are in the stockroom and are identified with a partial tag.
 Research and resolve any units not circled or checked.
 Sign the loaner report and file in the appropriate section of the service binder.

Section Three
Flowing the Goods
Flowing the goods is a principle that is critical to our success. While we will discuss this concept in
greater detail as training progresses, it is important that we recognize two of its basic elements at this
time.
1. Maintaining our ability to properly order new merchandise so that we can offer the optimum
balance of new vs. previously rented merchandise in our stores.
 Stores must properly balance inventory levels to maintain their “open to buy” status -
having no more than 190 units total, with 19 pieces or fewer of idle 90 days or more. The
average “ideal” inventory level is at or below 170 units. (There are a few stores that have
very large showrooms and require a little more inventory)
 Knowing how to price pre-leased inventory to keep it renting, (or get it sold) is critical to
ensuring that we maintain our “open to buy” status.
2. Understanding what our customers want and making sure we have a sufficient number of
those items in stock to meet their needs.
 Ask long-time customers to look through our furniture catalogs to gain their insight on
the merchandise they think other customers might like.
 Review your inventory reports to understand “what’s hot and what’s not,” ensuring you have
the most popular products available in your store.
 Know your vendors and the amount of time it takes for products to arrive; then buy in “small
bites” to ensure that the new product is arriving often, but not in such large amounts that it is
unmanageable.
We can all agree that the more new merchandise we have on the floor, the better it looks. However, we
must also understand that very few items go out on rent and never come back.
However, it is our responsibility to take the proper steps to keep the pre-leased merchandise at
an acceptable level and in the best possible condition so we can continue to add new
merchandise.
Therefore, the big picture is the following:

 Keep the pre-leased inventory 100% “rent ready,” on the floor, and moving out the door.
 Know what your customers want and have it in stock.
 Ensure as much new merchandise as possible in the available inventory. The goal is to have 50% of
your available inventory be new merchandise.
 Order new merchandise in “bite-sized” pieces. Know how long it takes merchandise to arrive,
and order only what you need.
 Keep fewer than 20 pieces of 90-day inventory on the showroom, and maintain a total
inventory level of about 170 pieces.

Cash Sales
While cash sales are a part of our inventory management practices; we must make the decision to cash
sell an inventory unit with the understanding that we are a Rent to Own business; not a retail business.
When making the decision to offer the inventory unit as a cash sale unit, ask the following:
 Is it clean, touched up and functional; in its best possible condition?
 Will our investment in a “part” or “repair” add to its “useful life”?
 Is the unit displayed on the showroom with the appropriate POP to draw the Customer’s attention?
 Have we displayed the unit in a “hot spot” on the showroom; or was that spot “not so hot?”
 Can we package this unit with other inventory and offer “group pricing”?
 Have we offered the unit as a Manager’s Special; perhaps reducing the term to offer
additional incentive for renting this unit?
 Is this unit obsolete?
 Have we contacted the person that rented it previously to give them an opportunity to own
this merchandise at a reduced price?
The number one rule of cash sales is to never make your decision based solely upon the
remaining cost of the unit. As discussed previously; never confuse a unit’s remaining cost with its
remaining value.
The following outlines the additional criteria for cash sales:
 The longer a unit remains idle; the more aggressive you need to be in selling it.
 The cash price should be at least 150% of the remaining cost OR at least 50% of the cost to
replace the unit with a like item; whichever is greater.
 If a unit cannot be touched up to “like new” condition, we probably want to put a cash sale price on
it.
The District Manager must approve the cash sale of any unit that cannot meet the above criteria;
ensuring that all cash sales achieve a minimum profit of 20%.
90 Days Same As Cash Transactions
Every rental agreement, except the Q2OWN package, can be paid out in the first 90 days at the cash
price identified on the rental agreement.
During this 90 day period, all rental income collected is applied (as always) to the total due for the
customer to receive ownership; and it is also applied directly to the remaining cost of the merchandise.
On day 91, the system will automatically re-set; defining the Customers EPO and subjecting the
agreement to normal depreciation expense.

Inventory Ordering
It is the store manager’s responsibility to maintain a sufficient supply of inventory to ensure that all product
lines are represented, while leading the team in “flowing the goods” to ensure that the supply remains
“fresh.” It is imperative that we continue to meet the needs and desires of our customers as styles and
technologies change.
To support these efforts, a purchasing department is maintained at the corporate office. It is this
department’s responsibility to determine our product lineup, meeting with vendors, and inspecting
products to ensure we receive quality merchandise at a reasonable cost from companies that share our
commitment to superior customer care.
As the store manager communicates with her team and customers to discuss inventory inquiries and
service issues, it is essential that this information be communicated to the purchasing department to
assist in determining customer needs and identifying product concerns.
To assist the stores in ordering inventory, the following tools are provided:
Product Catalogs
Product catalogs in each store illustrate all merchandise in the current product lineup, providing our sales
teams with a variety of options for choosing products best suited to the customers in their individual
markets. Remember, you can increase your team’s effectiveness by asking long-time customers to look
through the catalogs to provide their suggestions for the kinds of products they think we should stock.
Information is sent to the stores from the purchasing department to identify merchandise or vendors that
have been added or deleted. While this issue is sometimes delegated to the sales manager, it is the store
manager’s responsibility to ensure that catalogs are appropriately revised and maintained and that all new
information is communicated to the team.
In addition to providing us with information for replenishing our inventory, we must recognize these
catalogs as valuable sales tools, providing our customers with information and illustrations for
merchandise that is available, but not currently part of the store’s idle inventory. However, selling from
the catalogs should be secondary to selling from available inventory; we want to encourage the sales of
merchandise currently in stock. Keep the catalogs behind the counter.
Remember:
 To ensure that product catalogs remain revised as products change, match any revised order
forms received to merchandise in the catalog; if it is on the order form, you should have
corresponding information and illustrations in the catalog. Information and illustrations for
discontinued products or vendors should be discarded.
 “Special” orders (merchandise not included in the regular product lineup) must be approved by the
vice president prior to ordering.
Model Ranking List
This list, sent each month from the purchasing department, identifies the most popular products in our
lineup based on the percentage of these units on rent companywide. It is always a good idea to review
this list prior to placing orders for new inventory.
This tool is meant to identify “what’s hot,” offering a list of products you may want to ensure you have in
stock, or perhaps prompting you to try something new and different for your store.

Remember:
 Keep this on file in your inventory binder.
 Replace this list each time a new one is received from the purchasing department.
Stock Balancing Report
A stock balancing report is auto-generated from the High Touch system and is available for printing
every Monday Morning. It is the store manager’s responsibility to obtain this report from the system
each week. The report is also available on demand and should be generated as often as necessary
to assist in ensuring proper inventory levels. For instructions on how to use it, please refer to the
procedures manual.
The store manager will first use this report as a follow-up to ensure that an adequate representation is
displayed on the showroom for each product category, and that high-day idle inventory is appropriately
merchandised and identified by all employees with use of balloon or starbursts.
They will then meet with the sales manager to discuss inventory concerns (product needs, high day
idle, units on loan or in service, etc.) and determine what product will be needed, checking with nearby
stores for possible transfers of excess product to resolve immediate needs, or placing inventory orders
for new merchandise. They will also review any overstock issues (on-hand exceeds minimum
suggested level) and develop a plan to expedite the sale of these units (merchandising, manager’s
specials, etc.).
The following outlines this report:
Page 1—This page of the report is broken down as follows, allowing the manager to see “at a glance”:
The following areas when determining product needs:
Sub-Type = Product Description

Min = Minimum Suggested Stocking Level for that Sub-Type
Max = Maximum Suggested Stocking Level for that Sub-Type
Over 90 = Number of Units Idle 90 Days or More (New inventory cannot be ordered if total
exceeds 20)
DFS/Loaner = Units that are In Service or On Loan
On-Hand = Units that are Available to Rent (Idle)
On-Order = Units On Order
Warn = An asterisk indicates that On Hand + On Order = less than the minimum suggested level
Need To Stock = A place to list units that must be obtained (Order or Transfer) or notes concerning
Overstock
Store Totals = Totals for Each Category Note: New inventory cannot be ordered if this total exceeds 190
units.
Page 2—As inventory is ordered from the vendor by the purchasing department, information is added to
the High Touch system and a purchase order number is assigned.
Page 2 of the stock balancing report lists specific information about all merchandise on order,
identifying the purchase order number, the specific merchandise and quantities ordered, the cost of
the merchandise, and the estimated date of delivery.
An asterisk will appear on the report to identify orders that are beyond their expected date to be
delivered. It is the store manager’s responsibility to contact the purchasing department. Report
these orders so the purchasing department can contact the vendor to obtain additional information

and a new date by which the merchandise can be expected. This information is then updated in the
store system by the purchasing department.
Page 3—This page lists the specific information for all units beyond 90 days idle and includes a space
to list actions to be taken to expedite the sale of these units. Note: If this list exceeds 19 units, new
inventory cannot be ordered.
Remember:
 Consider the information from this report (overstock, open purchase orders, etc.), potential
inventory returns, and minimum shipping requirements for each vendor before placing orders.
 Once the stock balancing report has been reviewed each week, it can be discarded.
Order Forms
The purchasing department will download order forms for all product vendors to each store system every
week. These are auto-generated and appear in the system’s print manager, usually on Friday. All
orders must be faxed directly to the purchasing department using these forms. (See store list for fax #.)
Order forms contain specific information regarding the merchandise available for order from each
vendor, including product cost and minimum shipping requirements. If minimum requirements are not
met, the purchasing department will contact the store manager to discuss shipping charges before the
order is placed.
Once order forms have been faxed to the purchasing department, keep the store copies in your inventory
binder only until the corresponding purchase orders(s) are identified in the High Touch system as an open
P.O. (Go to the High Touch computer system and generate a stock balancing report)
Follow up with the purchasing department concerning any merchandise orders you have placed that are
not identified in the system.
Remember:
 Merchandise featured in the promotional flyer must be ordered at least three to four weeks in
advance to ensure that the products are available in your store during the promotional period.
 Order forms can be obtained at any time by contacting the purchasing department.
Inventory Identification
All Bestway Inventory Must Be Identified Using the Following Procedures:
 Label all primary pieces of inventory using a permanent bar code label. Labels are generated
in the store system and must be printed on the labels with the red dot. The labels should be loaded
into the printer with the dot facing right. A permanent bar code label includes a sequence number
directly to the right of the stock number, which identifies the number of times the label has been
generated for that particular unit.
(Example: 001=first bar code generated for unit—002=second bar code, etc.) The label also
identifies the product as Bestway inventory and includes the store phone number.
 Labels should be affixed to an area not seen during normal use.
 Never attach these labels to an area that will be affected by the adhesive on these labels.
These are permanent labels and are very difficult to remove.
 While it may be necessary to replace a permanent label due to damage of the original,
precautions should be taken to ensure that permanent labels be printed no more than twice
for the same unit.

 Replacement labels must be affixed on top of any part of the remaining label to avoid
scanning error.
 Units should not have more than one permanent label attached.
 Mark all secondary pieces of inventory with the unit stock number using a permanent marker.
This safeguard will help to ensure the integrity of the product value, and will assist employees who
may be unsure which units are needed to complete the product.
 Whenever possible, write the information on the back of the secondary units, top right.
 Write the stock number legibly and discreetly in smallest print possible, using a permanent
marker (silver or gold marker on black surfaces, black marker on white or silver surfaces).
 Mark all products that complete the unit with the same stock number.
 Examples: Speakers, Receiver, CD, Cassette and Stand = STE #00104-00001
 HB, Dresser, Mirror, Chest and Nightstand = BRG #00104-00002
New Inventory
 Bar code labels should be generated (at the prompt) when receiving new merchandise.
 Attach the bar code label to the primary unit. (Cut small hole in packaging if necessary.)
 Mark all boxes/packaging with the same stock number to identify secondary units.
 Once removed from the packaging, properly mark any secondary pieces for the unit.
Rent Ready Inventory

 Label only the primary unit of the product. Mark all secondary units as outlined above.
 Examples: label receiver to STE, MST or HTS—dresser to BRG—STE to E36—tower to
CPU -sofa to LRG
 NEVER cover the unit serial number or any product warning information
 Whenever possible, attach the label to the back of the unit, top right.
 Exceptions: mattresses and sofas with removable cushions should be labeled on top of the
manufacturer’s label.
—Sofas with attached cushions and cocktails to LRT should be labeled on the bottom,
right corner
—Label DNT tables and LMP on bottom
—Label motion furniture on the right side of the metal footrest mechanism
Price Tags Must Be Attached To All Units. Price tags are generated in the system and include the bar
code label as well as pricing and product information.
 Price tags should be generated and attached to all units when merchandise is received to the
system, or upon return to the store from the customer.
 Extra care should be taken to ensure that tags attached using the Dennison gun are placed
at merchandise seams to prevent damage.
 Refer to the store diagrams in the Advertising or Merchandise binders for additional
information regarding price tag placement.
Receiving New Inventory
The purchasing department requests that all vendors call the store to schedule delivery of new
merchandise. It is the sales manager’s responsibility to document this information on that day’s
P.U.S.H. as soon as the call is received; he must then ensure that the appropriate personnel are
available to properly process the inventory.
Keep in mind, one vendor may call two weeks in advance to schedule delivery, while another may
assign that task to the delivery driver—meaning you may have as little as an hour before she is set to
arrive at your store.

All new merchandise must be entered into the High Touch system as idle inventory within 24 hours of
delivery as outlined below; it must be properly identified using the inventory identification procedures on
the day it arrives.
All merchandise deliveries must be supervised by a Bestway employee. To expedite the receiving
process and maintain the organization of the stockroom, merchandise must be “grouped” as it is
unloaded (by sub-type/model number).
The following outlines the steps for receiving new inventory:

1. Assist the delivery driver in unloading the merchandise, properly grouping the merchandise in the
stockroom, as it is unloaded.
2. Obtain a copy of the shipping invoice, and match it to the merchandise received. Document
any overages or shortages on the invoice by circling the information and notating the
discrepancy.
3. Inspect product packaging for obvious signs of damage. Document this information on the
invoice, but DO NOT REFUSE DELIVERY.
 Discrepancies or damaged inventory identified during the merchandise delivery must be
detailed on the invoice. Both the Bestway employee and the delivery driver must initial the
issue detailed on the invoice. In addition, both the Bestway employee and the delivery driver
must sign all receiving invoices once all inventory is unloaded and all discrepancies have been
identified.
4. Add all merchandise received to the system as idle inventory (the Computer Operations section
outlines how to do this). Ensure that all inventory is properly identified.
 Any damaged inventory must also be added to the service inventory and then properly
tagged, organized, and processed as such.
5. Keep all receiving information (packing slips, invoices, High Touch receiving reports, etc.) in the New
Inventory Receiving Binder. Retain the information for 60 days; then discard.
Remember:
 Some damage may not be identified when the product is delivered (concealed damage). It is
vitally important to inspect all merchandise during the inventory identification process
(marking and bar coding) to ensure that damaged inventory is reported in a timely manner.
These units must also be processed as service inventory until resolved.
 Do not discard product packaging for units identified as damaged. Many vendors require that
damaged products be returned in the original packaging.
 Refer to the Vendor Service Information Binder for information on how to contact all product
vendors to resolve discrepancies, including how to properly obtain authorization to return
defective merchandise (RAs).
 Discuss all overages, shortages, and damaged inventory with the purchasing department
immediately to ensure the appropriate assistance, and follow up to resolve these issues in a
timely manner.
Inventory Management
Flowing the Goods
Successful inventory management is one of the key areas we must master to ensure successful revenue
growth. The following provides details to reiterate the concept we refer to as “Flowing the Goods.”
“Flowing the Goods” means the following:
1. Having the right products at the right time, knowing what rents well in your individual market area
and ensuring that these units are always available (one to show and one to go).
 Ensuring that your store is prepared to offer inventory featured in each month’s promotion by
ordering this inventory as soon as notification is received from the purchasing department.
2. Providing a good mix of inventory; ensuring that you stock a variety of merchandise to
represent all products available.
 Ensuring that the inventory displayed on our sidewalk does not have the “scarecrow”
effect. The condition of these units should invite the customer in, not scare them away.
 Bestway offers high end, exclusive merchandise that is not available at other rent-to-own
companies. Keep some of these products in stock.
3. Properly protecting and maintaining your inventory.
 Ensuring that all products are clean, functional, and presented in their best possible
condition; properly protecting products during transport and delivery; keeping backrooms
and storage areas properly organized; and ensuring all products are properly protected
during storage using blankets and shrink-wrap.
4. Keeping your showroom displays “fresh.”
 Updating your merchandising plan by relocating products to different areas of the store,
creating unique product packages and utilizing the appropriate point-of-sale materials.
5. Ensuring that merchandise does not remain idle for an extended period of time; developing a
strategy for each inventory unit.
 While you must be aggressive in moving every unit idle beyond 30 days, you must have a
solid plan for moving all units idle 60 days or more. We must make every effort to prevent
inventory from reaching the 90-day status. Any unit idle 90 days or more demands your daily
attention.
You can do this by:
1. Communicating with your customers.
 Ask them to review your product lineup and presentation, and ask for ideas. This will not
only provide you with information to help you understand what our potential customers want,
but your interest in the opinion of your customer will strengthen your relationship with them.
2. Ensuring that your customers get exclusive products and superior service not available elsewhere.
 While the majority of your inventory will be products that have proven successful in your
market, do not be afraid to order something new and different. After all, how can your
customers know whether they like something if they have never seen it? “Test” some of this
high APB merchandise in your market; history suggests that customers are less likely to return
it!
 Display WOW merchandise (especially the high end, exclusive products) on the showroom
facing the windows; these pieces are great attention getters!
 Build and maintain customer relationships; ensure that they receive service that is second to
none.
3. Ensuring proper touchup and product care.
 Consistently execute these practices and ensure that all employees master the tools
necessary for proper inventory delivery, transportation, refurbishment, and storage.
4. Effective Merchandising.
 Ensuring that all products displayed are 100% rent ready, displayed in “homelike” settings,
properly priced, and appropriately grouped to promote “add-ons” and “packaging.”
 Adding, removing or changing the location of products - attempting to draw the customer’s
attention to a product he may not have seen the last time he visited the store. If we keep
working to ensure that our display remains fresh, he will keep looking to see what is new.
5. Maintaining proper inventory levels and ensuring that all inventory returned is rent ready within 48
hours. These are the keys to “Flowing the Goods.”
 Use the transaction audit trail each morning to locate each unit returned the previous day; then
ensure that all units are properly refurbished; test electronics to ensure they are 100%
operational, and then order any necessary parts to ensure that units are ready to be rented as
soon as possible.
 Consistently execute the service program. Communicate with service vendors and the
purchasing department weekly to ensure that all Units In Service are resolved in a timely
manner. (Use purchasing departments to help; sometimes they can be more effective in
working with some vendors.)
 Develop a list of manager’s specials; aggressively price inventory utilizing Q2OWN or 90 Days
Same as Cash options.
 Communicate with other area store managers to arrange transfer of this inventory where it
might be more likely to move.
Inventory Auditing
Our inventory auditing procedures exist to ensure that each store’s inventory assets are
properly identified, appropriately maintained, and accurately reported.
Inventory audits are required three times per week. Each audit must include all in store idle inventory
and in store service. Managers must verify all service and loaner inventory out of store via the service
shuttle sheets and loaner agreements.
It is typically the sales manager’s responsibility to complete the required “scanned” inventory audit every
Monday and Wednesday by 11:00 a.m. It is the store manager’s responsibility to complete a “manual”
inventory audit every 30 days.
 Completed reports, signed by the person completing the audit, and must be kept on file for the
previous month and the current month to date.
 Inventory discrepancies must be reported immediately to the store manager. Any unresolved
issues must be reported to the district manager by the end of that day.
 It is prohibited to document manual reports as verified without visual inspection and
documentation of all inventory or to scan a label or price tag for any unit not visibly present during
a scanned inventory audit. Such behavior is subject to disciplinary action up to and including
termination.
Inventory Pricing / Perceived Value

Our goal is to provide our customers with the best products at the best prices from the best people.
Because quality, name brand merchandise retains its value when properly cared for and maintained, you
can provide this to your customer regardless of whether the merchandise is new or pre-rented; and you
must consider this fact when making inventory-pricing decisions.
Rental rates and terms for new inventory are determined at the corporate level and added to the High
Touch system. This information is the “default” when processing a rental agreement.
As merchandise ages, the system lowers the payout term at pre-determined intervals. These intervals
are based solely on the age of the product, regardless of its condition.
While weekly rates and the minimum agreement term for each inventory unit is defined in the High
Touch system, payout terms can be adjusted by management to account for the condition of pre-rented
merchandise.
The unit’s remaining cost (what we owe on the merchandise) is also defined within the High Touch
system. In addition, while this is extremely important, it is equally important to consider the unit’s
perceived value.
Perceived value is something that must be determined every time a unit is returned from a customer,
and is based on the condition of each product returned.
We must consider this “perceived value” as well as the unit’s remaining cost when establishing the “useful
life” (next payout term) of our products.
Because only our store personnel can be familiar with the condition of each inventory unit once it is
returned from each customer, we believe that our managers are the best judges of the unit’s “perceived
value”; and we rely on them to make wise decisions regarding the “useful life” of pre-rented merchandise.
Understanding how these decisions affect the store’s profit and loss statement is important as well.
When determining a pre-rented product’s useful life, ask yourself the following:
 Is the “perceived value” of this unit greater that the term/total price recommended by the system?
 What can I do to increase this unit’s “useful life”?
 What is the expense? Will the unit’s useful life be increased enough to warrant the expense?
 Have we made every effort to rent the product at or above the suggested term, prior to a decision to
reduce it? (Touch-up, showroom placement, POP, telemarketing as a manager’s special, etc.,)
The answers to these questions will help us develop our exit strategy for each unit.
Remember:
 We must strictly adhere to our product care and service practices to ensure that each unit
meets or exceeds the “useful life” recommended by the High Touch system.
 Proper inventory care will increase the unit’s useful life, allowing us to increase the
product’s perceived value and thereby allowing us to increase the payout term.
 We must determine the next payout term of each pre-rented unit based on its remaining cost and
its perceived value.
 In most cases, we can increase the term recommended by the High Touch system for pre-
rented merchandise. In some cases, the condition of the inventory will require us to reduce
the term.
 The items that look the oldest should be termed the lowest. It is important to set terms
based on comparable units in the store. A TV that has been rented for a year that looks like
new should be a higher term than the TV rented for three months that appears to have some
wear and tear.
Inventory Depreciation
Also when discussing how to price pre-rented inventory, you will hear the term “turns” used. This term is
used to define the number of times the remaining cost of the unit(s) is multiplied to arrive at the total for
ownership. For example:
Remaining “Turns” Total For Monthly Payout

Cost (multiplier) Ownership Rate Term
$350 4.5 $1575.00 $87.99 18 Months
To properly price our inventory, we must do the following:

 Consider the remaining cost of each unit included in the agreement.
 Determine the maximum number of “turns” we can get based on the perceived value of each unit.
 Calculate the total price of ownership (Cost x Turns) and then divide by the rate to determine the
payout term.
Note: Always reduce the term, not the rate. Rental rates are rarely changed, and require District
Manager approval.
When we calculate these “turns” as a percentage, remaining cost is divided by total for ownership; we
refer to this as our “inventory depreciation expense.” For example:
Total
Remaining Monthly Payout
For Depreciation
Cost Rate Term
Ownership
$350 $87.99 18 Months $1575.00 22.22%

Stated simply, inventory depreciation is the relationship between the amount of revenue the agreement
will generate and the cost of the unit(s) on rent in that agreement. It is automatically calculated every
time a rental agreement is created.
As agreements are added, changed, or removed, the overall depreciation percentage for the store is
affected. At the end of each month, this total is recorded as a store expense. A lower number means
less inventory depreciation expense to the store, thus creating a better opportunity for profit.
At Bestway, our goal for total inventory depreciation expense is 22.5%.
Remember, this overall percentage is affected every time an agreement is created, so it is very important
that you make wise decisions every time you price pre-rented inventory, allowing you to positively impact
this expense.
You can also help control your store’s depreciation expense through the following:
 Proper cleaning, touchup and maintenance. The condition of the inventory affects its useful life -
the better the condition of the inventory, the longer its useful life.
 Proper product protection—from ensuring that merchandise is properly stored, loaded, and
transported to feeling reasonably confident that the products delivered will be safe in the
customer’s home.
 Determine the perceived value of each product and price all merchandise accordingly, ensuring
that each unit is rented at the appropriate term for its condition. Prior to reducing incomplete or
damaged inventory, weigh the effects of spending service money to increase its useful life.
 Your goal is to have new or “like new” inventory available for your customers at all times.
Consider the following examples, which illustrate how a small increase or decrease in the payout term
can affect sales and your store’s depreciation expense:
Example 1. A side-by-side refrigerator has been returned. It has no dents and only a few minor
scratches that we were able to touch up. All parts are present; the unit cleaned up beautifully; and it is
running perfectly. It is almost 18 months old and has been rented four times. When reviewing the
service history, we found a minor service issue that was reported and repaired last year.
Refrigerator — Remaining Cost $512
High Touch Recommendation Our Decision
Monthly Payout Total For Depreciation Monthly Payout Total For Depreciation
Rate Term Ownership (cost/total) Rate Term Ownership (cost/total)
$97.99 18 Months $1763.82 29.02% $97.99 23 Months $2253.77 22.71%
Our experience has taught us that quality appliances have very long “useful lives,” and this has
obviously proven to be a good one. By making the decision to price this unit based on its condition and
“useful life,” as well as its remaining cost, we can lower our depreciation expense while providing our
customers with value they can see and quality merchandise they will be proud to own.
Example 2. A two-piece living room group has been returned. It is in good shape structurally, but the
fabric, while not ripped or torn, is beginning to show considerable wear. It is almost one year old and
has been rented a total of four times. We have carefully cleaned and maintained the unit each time it
was returned, but there is a noticeable difference when this group is displayed with others. We have
determined that re-upholstery is not cost effective.
2 Pc Living Room— Remaining Cost $386
High Touch Recommendation Our Decision
Monthly Payout Total For Depreciation Monthly Payout Total For Depreciation
Rate Term Ownership (cost/total) Rate Term Ownership (cost/total)
$85.99 18 Months $1547.82 24.94% $85.99 16 Months $1375.84 28.01%

By reducing the payout term, we have increased the likelihood that the total purchase price will be more
attractive to the customer looking for merchandise to own. Remember, this gamble will be reflected in
your depreciation percentage, but you will benefit as the revenue is collected. Even revenue collected for
a short period of time is better than no revenue collected at all; in addition, a customer who feels she was
given a good deal once usually comes back for more.
Keep in mind, even a small change to the payout term can affect your depreciation, positively or
negatively. Think through your decisions.
Remember:
 There is no depreciation expense for inventory that remains idle; however, there is also no
revenue generated for these units, and no profit opportunity…they are just sitting around
getting older!
 Awarding free time affects your depreciation; you actually give away that amount of the revenue
that was expected during that agreement. If the revenue collected is less than what is
expected, the depreciation percentage rises.
Q2OWN (Super Saver)
This package code is an excellent ownership option, providing our customers with the opportunity to own
merchandise in only four months. This option is sometimes more attractive to the customer than the cash
price option in that he can make payments instead of paying a lump sum.
Using this option, customers receive 50% off the total cost of ownership, as compared to a full-term
rental agreement.
In addition to providing a great ownership alternative to the customer, we can use this package to
expedite the sale of discontinued merchandise, high day idle, or any other units that are “slow moving.”
The following outlines the parameters for the usage of this package; exceptions are not permitted:
 Four months is the only term available. While this is a “package” code, a single unit will be
accepted to create the agreement. Any combination of units can also be used.
 In order to adjust the rates and terms for these packages, you must answer “Yes” to the switch-out
prompt when creating the agreement.
 These accounts must be paid monthly. (The computer will auto-calculate a weekly and
semimonthly payment; however, these do not print on the agreement.) Weekly or semimonthly
payments are not permitted.
 No free time; no extensions.

 The minimum monthly rate for a Q2OWN package is $75.
 The minimum total payout for a Q2OWN package is $300.
 Fair market value is equal to weekly rate multiplied by payout term. (In some states, the processing
fee is included here.)
 We cannot sell BestCare Plus or damage waiver for these agreements.

 Customers cannot exercise an EPO or use the 90 days Same As Cash option on these agreements.

To calculate the rental rate:
 Identify the monthly rate currently recommended in the High Touch system
(For example, 89.99)
 Identify the payout term currently recommended in the High Touch system
(For example, 15 months)
 Multiply the rate by the term (example = $1349.85).
 Divide this total by 8 (example = $168.73 monthly… multiply by four months, and the total for
ownership is $675.93…which is 50% off!).
PRICE TAGS
C D
E F
G K
H
I
J
A. The monthly rate

B. Length of the agreement in months
C. The weekly rate
D. Length of the agreement in weeks
E. Total cost of ownership
F. Cash price
G. Bestway’s item number
H. The product model number
I. The serial number of the unit
J. Shows the item as brand new
K. Shows the items as previously owned
The cash price on the tag is calculated using the weekly rate: weekly rate multiplied by the number of
weeks multiplied by 60% (.60).
The total cost on the tag is calculated using the monthly rate: monthly rate multiplied by the number of
months.

PACKAGE TAG
Displays how
much the
customer
saves by
grouping items
together.
This will show you the items that

were included in the package along
with their regular monthly rate.

Understanding APB
APB—This term is used to define the Average Price of each BOR on rent. This reflects what the
average payment per BOR is on a monthly basis. The Bestway standard for this key measurement is
$110.00.
The stretch goal for this key measurement is $120.00
Although increasing the number of BOR is critical to the success of your store, you must also consider
the revenue generated from each BOR, thinking in terms of “quality as well as quantity.”
APB is calculated as follows:

Potential Revenue Divided by Number of BOR Equals APB
Remember, as your BOR increases or decreases, so does your potential revenue. These changes
will also result in a change to your APB. For example:
Day 1 Day 2 Day 3

LRG @ $89.99 Month Same BOR as Day 1 PLUS Same BOR as Day 2 EXCEPT
LPT @ $139.99 Month Rented BRG @ $119.99 Month LPT @ $139.99 Month
REF @ 99.99 Month Rented Washer @ $52.99 Returned
REF @ 99.99 Month Returned
$139.99 Month $329.97 Potential $502.95
Potential +$89.99 Potential + $119.99 Revenue - $139.99
Revenue + $99.99 Revenue + $52.99 Monthly —$99.99
Monthly Rates = $329.97 Monthly = $502.95 Rates Of 3 = $262.97
of All 3 BOR Rates of All Remaining
5 BOR BOR
APB Potential $329.97 APB Potential $502.95 APB Potential $262.97
Revenue 3 Revenue Revenue 3
Divided by # of = $109.99 Divided by # 5 Divided by # = $87.66
BOR of BOR =$100.59 of BOR
Note that the ending number of BOR is the same for Day 1 and Day 3, while both the potential revenue
and APB for these days show significant differences. Also, note that although you have less BOR on
Day 1 than on Day 2, your APB is higher on Day 1.
You can affect this key measurement by doing the following:

 Keeping high-end, attention-getting merchandise in stock. Display these in your window areas,
facing out. (Remember to cover product backs!) You will entice the high-end shopper by
proving that we have the merchandise they want.
 Properly displaying products to promote package rentals, such as ensuring that matching lamps
and tables are displayed with matching living room groups; and home theatre systems are
connected to TVs and turned on to display great DVD picture and surround sound.
 Using “package” and “add-on” price tags on the showroom to demonstrate the value of
package rentals. Promoting these deals by quoting these prices during customer inquiries.
 Creating package agreements when a customer chooses to rent more than one unit. Although
you will have a lower number of BOR, you will have a higher APB; in addition, you will provide
additional value to the customer. This increases the possibility that the customer will continue
the agreement to ownership. Ideally, at least 35% of your BOR should be part of a package
agreement.
 Attempting to “sell up” to a unit with a higher monthly rate when the customer qualifies.
 Selling “add-ons” to existing agreements.

Remember, if you process an agreement with a weekly rate of at least $26.00 or a monthly rate of at
least $110, you have achieved your APB goal for that delivery.
Merchandising the Bestway
Employees must take pride in the presentation and merchandising of our products and showrooms. It is
essential that we work as a team to ensure that our showrooms make a great first impression on everyone
entering our stores.
Our goal is to create an atmosphere that enhances the professional presentation of our products in a
manner that is inviting to the customer. We must understand that the “little extras” will sometimes be the
element that draws a customer’s attention to a particular display and could be the difference in making the
sale.
Encourage the customer to try the product; invite the customer to stretch out in a recliner with the remotes
to check out the latest big screen and home theatre system, or discuss local Internet options while the
customer explores the software and accessories available with our computers.
As store layouts and designs differ, teams are encouraged to be creative and have fun when merchandising
their stores. Instead of always “filling the holes,” it is important to “mix it up” from time to time to keep the
showroom looking fresh. Know and utilize your store’s hot spots to promote products with special pricing or
features.
The following outlines elements to assist you in creating an effective display.

Products Requirement Tips/Resources
Power on. Volume
Use DVD/HTS to ensure quality picture. Purchase
muted. Picture clear.
value-priced G or PG Rated DVDs at local discount
Same picture on all TVs
Televisions stores such as Wal-Mart (Children’s, Action/Adventure,
when possible. Remote
and Seasonal). Ensure content contains no profanity,
control accessible for
nudity, or other objectionable material.
demonstration.
REF & FRZ Plugged in
Use dryer sheets inside REF and FRZ to ensure
—“cool blast” when
pleasant odor when opened for
opened. No food. WSH
Appliances examination/demonstration. Use clothesbasket and
& DRY grouped
detergent from the local “dollar” store as props for
together to promote
WSH/DRY.
package.
All pieces to group are If the group has an armoire, setup a TV/DVD display
displayed with knobs, inside to encourage packaging and/or additional
handles, etc. Set up rentals. Light it up! Using LMP on the nightstand,
Bedrooms
with mattresses when dresser, etc. Display with “knick-knacks” (picture
possible. All mattresses frames, figurines, etc.) purchased at the local “dollar”
and pillows covered. store.
All pieces to group are
displayed. Note: Some
Display with matching LRT & LMP—Light it up!
LRG have legs that are
Living Display with Audio/Video products and/or CMP/DSK to
directional or curved
Rooms enhance the setting and encourage additional rentals.
and require a “set
Use knick-knacks.
screw” after attaching
the leg.
Hooked up. Power on.
Use screen saver function to attract attention. Indicate
Computers Restored to factory
special pricing/upcoming store events.
settings.

Note: Ensure that small items such as laptops, camcorders, and video games are properly secured for
display (behind counter or in display case). If using a laptop harness, ensure that it remains locked. Store
the key in the cash drawer until needed.
Additional Tips
• Display dinettes in the appliance area to simulate kitchen/dining room setting. Enhance with placemats
and napkins.
• Use starburst tags to attract attention to specific products (“as advertised,” hot new items, high day idle,
manager’s special, etc.).
• Ensure that seasonal products are always merchandised for “quick sale” (air conditioners).
• Bed-In-a-Bag Sets, available at Wal-Mart, are attractive and economical for use in bedroom displays.
• Goodwill and Salvation Army locations often have affordable upscale knick-knacks.
Section Four
Bestway Sales Minutes
(Monday 9:00-9:45) Lead the weekly meeting

 Store managers and assistants should be proficient in the ability to communicate and
document information regarding their areas of responsibility during this weekly meeting,
ensuring that each member of the team actively participates in the meeting to share ideas,
information, and results.
 Each employee must master the “Seven Steps to a Rental Sale” and how to close a rental
agreement.
 Review last week’s results and this week’s goal.
 Start by looking at credit and forecast how many customers need to be returned.
 Then come up with the number of deliveries you need to offset those returns and gain on the
week.
 All Monday morning meetings must be appropriately documented. Refer to the Crew section
(Meetings and Training Sessions) for additional information.
Monday—Set goals for the week, by day, for deliveries (30+ deliveries per week)
 Meeting or exceeding the daily and weekly goals is essential to consistent store and company
growth. When daily goals are set, the expectations are clear, and efforts can be focused on the
end result.
 Sales managers must communicate with the credit manager to be aware of potential returns for
the day or week. It is also important to estimate any projected payouts for the day or week to
ensure that these are anticipated when planning daily or weekly goals.
Mon, Wed & Fri—Complete inventory before 11:00 a.m. / Work service and order parts as needed
 Completing an inventory audit before 11:00 a.m. will provide us with the knowledge of products
available for rent today, or products that need repair and service, and will allow us to focus on
growing the store the remainder of the day.
 We must immediately order parts and put items in service as needed to maintain an accurate
inventory to meet our objectives for sales, merchandising, and “Flowing the Goods.”
 While store managers and their assistants must be proficient in performing inventory audits,
the store manager must complete the manual inventory audit required on Friday.
 Inventory discrepancies must be reported immediately to the store manager. Any unresolved
issues must be reported to the district manager.

Monday—Follow up on service and loaner audit, take appropriate action, and order parts as
necessary
 Because these units are a reflection of our customer care standards and our ability to properly flow
the goods, we must set a plan at the beginning of each week and follow up as necessary to ensure
its proper execution.
 To properly control service expenses, it is important to order any necessary parts immediately
and follow-up as necessary until they arrive. Check with the vendor representative prior to
ordering parts; many will provide parts for free or at a reduced cost.
 Remember to make time in the weekly schedule to allow employees to complete in-store repairs.
Monday—Order merchandise as needed with the store manager

 Maintaining the proper mix of new and pre-rented inventory is critical to providing our customers
with the appropriate product(s) to meet their individual needs.
 By properly "Flowing the Goods,” you can ensure that your inventory mix remains fresh.
Monday—Have a plan for the week on door hangers and flyers / minimum of 50 per sales rep per day
Tuesday through Saturday.
 Door hangers and flyers generate awareness of the store and provide a visual presentation of our
products to prospective customers. The total distribution per week, per sales representative, is 250
flyers.
 Each Monday we must establish a plan for the distribution of flyers in specific areas of our market.
Each sales representative must distribute 100 per day in designated areas.
 We must also ensure a sufficient supply of sales flyers and door-hangers to enable each sales
representative to distribute “5 up and 5 down.” on every delivery, credit, or service call, increasing
our opportunity for sales.
Establish pecking order for the day / write it on the P.U.S.H. in the designated area.
 It is important to define the sales “pecking order” to ensure that each employee understands her
role in each day’s sales opportunities, while providing our customers with the most experienced
person available. In the event that the designated employee cannot greet the customer
immediately or answer the phone within three rings, the next employee in the pecking order will
take up the task.
References entered from previous day’s deliveries.

 It is important to enter references from the customer order form into the system to increase our
opportunities to gain new customers. References will be worked according to the sales program.
Print current idle inventory; highlight all 60-day items yellow and 90-day items pink
 The report is highlighted in this manner to raise employee awareness of aged inventory so we
can attempt to generate sales of these items first.
 Proper inventory management is a key factor in successful store management and profitability.
All inventory idle beyond 60 days must be on the floor, refurbished, and ready to rent - not in the
back room.
 Place a copy of each day’s inventory in the inventory binder. (Keep 60 days’ worth)
Create a manager’s special list for all 90-day items; have a plan to move these items
 It is important to keep 90-day idle inventory at a minimum to maintain a flow of new goods into the
store. If a store has over 19 pieces of 90-day idle inventory, it is unable to order new products.
 We must develop a solid exit strategy to move these items, and direct our team to focus on the rental
or sale of these units. Creating a manager’s special list draws attention to them, thus increasing our
sales opportunities and our ability to offer new merchandise.

Tues thru Fri—Schedule brochure distribution (How many distributed?)
Knowing where, when, and how many, will enable you to evaluate the results of your efforts as compared
to the new deliveries generated in those market areas.
Work hot leads and all rental orders

 A hot lead is a person who comes into or calls the store, and does not commit to rent at that time. It
can also be someone who is referred to you from an existing customer. In other words, it is any
person who has shown an interest in our products and services.
 It is critical that we work these leads with a sense of urgency to increase the likelihood that
Bestway will be chosen to meet the customer’s needs.
 Utilize the sales lead sheet to organize and document these efforts.
Telemarket for deliveries—minimum of 10 contacts (20 if you are down on the month)
 If sales are slow, increase your telemarketing efforts.
 It is important to share with the potential customer the benefits of renting with Bestway as well as to
share any product or program specials currently being offered at the store.
 Show your enthusiasm and create a sense of urgency by informing these contacts of product
promotions or special pricing, taking the rental order over the phone and offering same-day
delivery.
 List these contacts on each day’s sales minutes.
Service and loaners handled as needed
 It is important that we always understand the status of these units and be proactive in getting
them resolved. Adjust your plan as necessary to ensure that all activities scheduled at the
beginning of the week are completed.
Rent-ready prior to going home
 Before leaving for the day, it is extremely important to ensure that your store is rent ready;
potential customers can and will window-shop after store hours.
 We can expect a smoother start to our day by ensuring that the store is generally ready for the
day’s business when we arrive each morning.
Recap your day and set plan for tomorrow
 Planning is understanding where you are, where you want to go, and the strategies and tactics to
get you there.
 Converting your goals into a system of specific actions to be completed is critical in achieving and
planning these goals.
 Addressing the end result of your day will enable you to establish your plan of action for the
following day. By understanding these results, you can work to improve any time management or
employee training issues, ensuring that you are better prepared to achieve you goals tomorrow.
Remember:
 The sales minutes must be completed each day. Forms must be documented in all spaces
provided.
 Assign tasks in a manner that ensures that all employees understand their role in each day’s
sales activities and when their assigned tasks are expected to be completed. Balance the tasks
for each day with the needs of each employee to develop new skills.
 In order to determine how often to follow up on assigned tasks, we must consider (1) the
employee’s proficiency in the task assigned and (2) whether or not our efforts are producing
desired results.
 Periodically throughout the day, follow up on “Today’s Activities” for that particular day and make
sure that all tasks identified on the sales minutes are on track for timely completion. If not, switch
to “plan B’ to get back on track. Communicate this information to your team to ensure that all
employees are aware of where we are, where we want to be, and how close we are to being
there.
 Great sales managers strive to consistently exceed expectations, achieving the daily, weekly, and
monthly standards as the minimum required results. We must always be prepared for the
unexpected and equipped to make the necessary adjustments.
Daily Sales Tools
The Sales Lead Sheet
We want to assume that we are going to close on all incoming sales calls, so we start a new Rental
Order Form as soon as we get the name of each potential customer. For those customers who come
into the store, we want to get the rental order started as soon as we qualify their needs.
As we continue our sales presentation, we document information on the order form as we receive it. As
we close the phone sale, we simply complete the form by obtaining the remaining information to allow for
approval. For those customers who come in, we get them comfortable and assist them in completing the
information. Our goal is to make the process quick and easy for our customers.
However, for various reasons we may not be able to close the sale today. In those instances, it is critical
that we add the information for these customers to the appropriate sales lead sheet so they receive the
appropriate follow up to continue to try and earn the sale; these are located within the daily Sales
Minutes.
Once information is transferred, the order form is then filed in the front of the sales binder. As we work
sales leads every day, we will pull the corresponding order form and continue to work to find ways to
close the sale, returning it to the binder if we are unsuccessful.
The following offers some situations we may encounter that produce sales leads, and provides
suggestions for ways you can continue to try to earn these sales. Ask open-ended questions whenever
possible.
Telemarketing—When calling for our contacts each day, we will inevitably speak with customers who tell
us they “don’t need anything right now.”
 Ask questions. “If we were giving away merchandise, what would you want?” Work with them to
find a way to get the product they want delivered. If you cannot close the sale, schedule a time to
follow up and add the information to the appropriate sales lead sheet.
 ”What are you going to get next?” “When”? If they indicate a future need, flip to that date in the
sales minutes to document the information on the appropriate sales lead sheet for follow-up at that
time.
Call-Ins—Many times customers just cannot make it in the same day they are phone shopping.
 Take the order over the phone and schedule the delivery at a time convenient for them.
 If you cannot close the sale today, ask, “When do you think you can come in to pick out your
merchandise and schedule delivery?” Add their information to the sales lead sheet for that date.
Pay-Out Customers—When a customer pays out today, work to get another agreement delivered NOW.
If they tell you, they just want to “wait for a while” and you have exhausted all closes to get the sale
today:
 Ask questions. “What do you think your next Bestway purchase will be?” “If you decided to get
something else, what would it be?” “When do you think you’ll want that?” Add their information to
the sales lead sheet for that date.
Today’s Customers—Use the gray box in the bottom right corner of our rental order forms.
 Ask all new customers, “Now that you’ve been approved, what’s next? “ When?” Document this
information on the order form, and add this information to your sales lead sheet for follow-up at
that time.

Walk-Ins—There are instances when we have customers in our store with whom we just cannot close
today; maybe they are pressed for time.
 Ask, “Can I get your name and phone number and a convenient time to call and get the rest of
the information necessary to get this to you?” Add their information to the sales lead sheet for
follow-up at the appropriate date and time.
 If they would prefer to get back with us, ensure they leave the store with a Bestway business
card and a rental order form. Let them know we want their business.
The entire team must be diligent in documenting the appropriate information on the sales lead sheet to
allow us to properly follow-up on all sales opportunities. Get as much information as possible.
The key to success is to follow-up on this information EARLY, and as often as necessary, to find
the right combination of merchandise, timing, and incentives necessary to overcome objections
and close the sale.
Sales Call Guide
These binders, located beside each phone, ensure that all employees are provided with information to
close phone sales opportunities.
Revised information is received via mail from the home office. The sales manager is responsible to
ensure that information is communicated to all employees, and that all sales call guides are updated
with current information, with old information purged.
This is a white binder with a clear plastic sleeve on the cover. The binder contains sheet protectors to
allow for easy insertion and removal of any information that will be revised. The following outlines the
binder contents:
Front Cover—“The Art of Phone Sales,” located inside the plastic sleeve on the front of the binder, this
provides instruction to all employees regarding the practices for successful phone sales.
Front Pocket—This contains a copy of the Bestway Price Sheet to provide all employees with easy
access to specifics regarding all current product brands and models, product order numbers, rental rates
and terms, and add-on pricing. As the information changes, a revised copy of the list is sent from the
corporate office.
Sheet Protector #1—This contains a two-sided page.

1. “Bestway Sales”—This provides information concerning the objective, purpose, rules, and tactics of
selling Bestway’s products.
2. “Seven Steps to a Rental Sale”—This provides a reminder to all employees of the 7-step process for
successful sales.
Sheet Protector #2—“Manager’s Special / 90 Day List” and Front Page of Current Flyer
3. This is a list of current in-store specials, which will be revised daily as products are added or sold.
4. This is the front page of the current advertising flyer. It is placed in the same sheet protector, “back
to back” with the list of current in-store specials.
Sheet Protector #3—Feature and Benefit Sheet for Products on Pages One and Two of Flyer
5. This is the feature and benefit sheet for merchandise identified on the front page of the flyer.
6. This is page 2 of the advertising flyer, placed in the same sheet protector “back-to-back” with the
Features and Benefits Sheet for products on page 1.

Additional Sheet Protectors—These contain the additional pages of the current advertising flyer and the
feature and benefit information for advertised products. As you look at these pages opened in the binder,
the page of the flyer is on the left and the corresponding feature and benefit page is on the right.
Flyers, as well as corresponding feature and benefit sheets, are sent automatically from the home office as
advertising promotions change.
To ensure that all employees have many opportunities to understand the products and pricing featured for
promotion the following month, discuss this information with the team during the first Monday morning
meeting after the information is received. Information must be revised in the sales call guides once the
current promotion begins.
Proper maintenance of the sales call guide is critical to ensuring that any employee answering the
phone, making sales calls, or assisting customers with product questions has the necessary tools to
close the sale.
Successful Selling
As we continue to develop our team of great sales people, it is critical that we communicate the
following elements that are essential to successful sales, ensuring their proficiency in each area.
Proper Planning and Preparation
 Know your customers; communicate with them on a consistent basis to understand the styles and
features they want. Use this information in your inventory-ordering decisions.
 Look for “what’s hot,” and keep a good supply of high-end merchandise on display and ready for
delivery. Take a chance! Order inventory you have never tried before; then display it in the front
windows and show it off.
 Ensure that all merchandise is 100% rent ready and that our showroom display has the WOW effect.
 Entice customers with your knowledge of the products we offer; price is not the only factor when
customers are making a buying decision. If we are truly going to sell our products, we have to
understand and be able to explain how they work and how they will benefit the customer.
Remember, product user manuals are great resources for this information.
 Utilize our product vendor representatives. We have carefully selected our vendors because, just
like us, they want their customers to be happy with the products they have purchased. These
people are trained to answer your questions and can often provide you with additional materials to
assist you in training your sales team.
 Practice, Practice, Practice….it cannot be said enough. We must have a professional sales staff,
one that is comfortable and confident as well as knowledgeable. We all like doing business with
someone warm and friendly who can answer any questions we might have. Make sales training
your top priority during every Monday meeting, and role-play at every opportunity.
 It is critical that we plan for sales and set some stretch goals. Everyone knows we need to get 30
deliveries out this week, so let us shoot for 40. Now, just saying we are going to do it, is not
actually a plan. To set the plan, we have to break it down and decide how we’re going to make it
happen (i.e.,12 from walk-ins, 10 from telemarketing, 3 from referrals, 5 from flyer distribution, 7
from mail marketing, and 3 from references). Having a specific plan helps everyone understand
how and where to focus his or her efforts.
 In addition to setting your weekly goals, break down the goal to determine what you will need to
accomplish each day to be successful. For example, set your goal for making 10–20 sales
contacts today by defining when you expect to get those contacts made. Shoot for two deliveries
by 12:00 and three deliveries by 3:00; this gets everyone working with a sense of urgency.

Recognizing and Responding to ALL Sales Opportunities
Every potential sale triggers a “buying sign” from the customer, signifying their interest.
To become great salespeople, we must learn to recognize these buying signs and turn them into sales.
Most are easy to identify; all we have to do is pay attention. The key is properly responding to them.
For example:
Buying Sign—We get a phone call from someone who says he is “just asking some questions and
getting some prices” about a refrigerator.
How We Can Respond—We have learned that they are interested in this product, and pricing is their
primary concern. Now’s the time to let them know they need look no further, because Bestway offers
“Low Price Guarantee or Its Free.” Tell them you will be happy to accept their order over the phone,
process it for quick approval, and get that product delivered to them today. Ensure they understand that
you are committed to earning their business.
Buying Sign—Someone who is not a current customer has come in to the store and is “just looking
around.”
How We Can Respond—Just by coming in the store, they have shown that they have some interest in
Bestway’s products and services. Go ahead and approach them with an order form, then properly
communicate to understand their needs, show them the perfect product for them, and overcome any
objections to ensure they leave as a satisfied customer. Dazzle them with your presentation of our
products, programs, and pricing to show them there is no reason to “just look” anywhere else.
Buying Sign—A current customer just stopped to check out a couple of bedroom groups on the floor on
her way out, even though she just told you when you accepted her payment that she wasn’t interested
in anything else today.
How We Can Respond—Looking at not one but two bedrooms suggests that she may be shopping but
feels there is no way she can get one today. Our job is to ask the right questions to understand what we
can do to get her what she needs NOW. If we cannot make the sale now, we must recognize this as a
“hot lead” and transfer it to the appropriate sales lead sheet for follow-up.
These buying signs are all around us every day; your success for turning them into sales depends on
you.
Do not take for granted that the person who called will call back when she cannot find a lower price, or
that the person who walked in will come back if he sees something he liked while looking; and do not
assume that your customer will let you know when she is ready for that bedroom.
Be proactive; show them that you want their business, and exhaust every possibility before giving up.
Even though these buying signs will become easy to spot just by paying attention, we are going to have
to work to earn the sale.
Overcoming Objection
As we work to earn sales, we may be faced with various objections from the customer as to why we
cannot close the sale today.
Often, an objection is just the customer’s way of saying he needs more information prior to making
his buying decision.

The following offers some examples, and suggests ways to overcome these objections. It is not
meant to be all-inclusive or to be used as a “rubber stamp” for responding to these objections, but is
provided to assist you with some of those we encounter most frequently.
Sample Objections Sample Responses

“You know it’s not always about what we need.
Sometimes what we really need
is to get something we really want.”
“I don’t really need anything now.”
“Do you have something in mind for the future?”
“When do you think you will be able to afford it?”
“You’ll probably spend more money at the
Laundry mat this weekend than what it takes to
get this washer/dryer delivered to you today.”
“I can’t afford it today.”
“Keep in mind, there’s no long-term obligation.”
“What is it exactly that is holding you back?
Maybe I can help.”
“When is a good time for me to call you to follow
up? I know you want this, and I really want to get
it delivered to you.”
“I’ve got to think about it.” “Did I tell you about Bestway’s
7-Day Money-Back Guarantee?
“It’s not a lot, just a simple order form. I’ll be glad
to do it for you. Just have a seat and answer a
few questions for me.”
“I don’t have time for all that paperwork “Just take the order form with you and finish it up.
today.” I’ll call you later to be sure you understand what
we need to do to get that delivered to you today. ”
“Maybe that would be easier if he could actually
see what it looks like in your home. You’re under
no obligation to keep it if he doesn’t like it; we
offer a 7-Day Money-Back Guarantee.”
“I want it, but I need to talk it over with
my …” OK. But let’s get you on the schedule for
(spouse, etc.) tomorrow now, to be sure we reserve that time for
you. Just give us a call if you decide to cancel.”
What we have to understand is that the customers’ objections only define why they think they CANNOT
have the product delivered now.
Our goal is to give the customers better information to help them understand how they CAN get what
they want today.
We will not always be successful. In those cases, we must recognize that our efforts have produced
a viable sales lead, and we must take the appropriate actions to ensure we do everything possible to
make the delivery at a later date. We must ensure that we end each conversation secure in the
knowledge that when these customers are ready, they know that Bestway wants their business.

Focusing on Ownership as the Goal
With the exception of those defined in the beginning as short-term rentals, we must treat all new
deliveries as the beginning of the customer’s path to ownership.
If we properly focus on the end goal of ownership, our efforts will produce dual results:
 The customer benefits by owning the merchandise sooner.
 The store benefits by having a satisfied customer.
The following offers some information to help you achieve these results:
 Increase C.O.D—Collect all revenue due at the time of delivery to advance the customer to the next
desired due date.
 Assume all customers will pay monthly—this can also save the customer a considerable amount of
money when compared to weekly rates. Ask for a monthly payment and explain the discount. If
they cannot pay a month, ask how much they can pay. Remember, always start high, and then
work your way lower.
 Avoid free time—by collecting all payments due, we increase the customers’ investment. If they
have a larger investment, we increase the likelihood that they will continue the agreement to
ownership.
 Maintain on-time payments—Removes the possibility of us upsetting the customer.
How to Close More Sales
1. Assume the customer wants it today.

2. Remember the ABCs—“Always Be Closing.”
3. Be genuine and sincere with customers.
4. Create urgency—“We can get that to you today!”
5. Utilize the sales lead sheet.
6. The following five rules will help increase sales:
 Make up your mind to get the order.
 Try early in the sale for a close.
 Overcome all objections.
 Keep on trying, time after time.
 Once a buying decision is made, stop selling and get the order.
7. What is the most important thing to do in order to become a stronger closer?

Establish in your mind that you will expect to get the sale every time you talk to a customer. You
will make every effort to close the sale.
8. What is the best time in the sale to try for a close?

As early and as often as you can.
9. What is the principle behind the rule that you must always try to close on every objection?
Usually the customer’s objection is really a sign that he or she needs more information or is
hesitant to buy. Restating the objection while offering a solution, followed up with a solid close,
will get you the sale in most cases. With a money-back guarantee, why would anyone say no?
10. How many times can you try to close before giving up?
There is no set number. Ask for the order early and often, no less than three (3) times.
11. If all of your efforts to close fail, what is your next step?
Try the “turnover,” but always get the name, address, and phone number (NAP), so we have the
opportunity to follow through by contacting the customer later.

Ideas to Grow you store
1. First deliver outstanding service with respect; Satisfied Customers are our best advertising
2. Door Hang as much as possible – they are one of our best marketing tools. Have door hanging
blitzes,
3. Work referrals at the counter – current customers get a free week when they send their friends and
relatives in
4. Ask for phone numbers to friends and relatives and work the referral ourselves
5. While taking a payment, if you see the customer has returned an item, ask if they are ready to get it
back.
6. Practice 7 steps to a sale and closing – it’s an art not a science
7. Strive to close every sale as if our existence depended upon it
8. Have a pecking order that ensures our best sales person is answering the phone and greeting
customers.
9. When taking a payment, ask the customer what they are getting next? Write it down and find them a
good deal on what they want.
10. Save customers by reducing returns. Often customers believe they can’t return one of two items
they have, so they return everything. Let customers know they can return one item and not have to
return them all.
Top Closes
1. Choice close: “Do you prefer the 50″ or the 60″ television”?
2. Direct close: “Let me get you to have a seat here and fill out this order.”
3. Urgency close: “If you get it today, we have a special going ‘first week free.’”
4. No excuse close: “If you take it home today and your husband doesn’t like it, you can
exchange the unit in the first week for a different one and get credit for what you paid into the
first unit.”
5. Satisfaction guaranteed close: “If you’re not satisfied with the unit, return it within the first
week and get all your money refunded.”
6. Incentive close: “We deliver it today, free till payday”!
7. Order form close: “Let’s get this delivered for you today; how do you spell your last name?”
 Stage rental orders throughout your showroom or carry one around with you
 Never be more than five feet away from a rental order that is ready to be filled out. Grab
one nearby, ask questions, and start filling it out. ASSUME THE SALE!
 Start by asking for name, address, and phone; then proceed to the rest of the info.
8. Low price guarantee close: “If you get it from me today and find it anywhere else for less within 30
days, we will match it. Since we have a low-price guarantee, you have no worries.”

Monday Morning Sales Meetings
Every Monday we have morning meetings designed to develop great salespeople. Through understanding
the products and competition and improving our sales skills, we will create a sales culture and be the best
we can possibly be at the sales side of our business.
The meetings are broken into two sections:
1. Training—Product Knowledge—Features and Benefits (15 min)
2. Developing—Role Play in Store and Over-the-Phone Selling (30 min)
The home office will send the training piece to cover each Friday, and then store managers will administer
role plays, using that training piece, to practice the art of selling with all employees (in store and via phone).
All Monday meetings will begin promptly at 9:00 a.m. and last until open at 9:45 a.m. All role-plays are
recorded with either audio or video and forwarded to the district manager for review.
Make sure to refresh yourself on the “Seven Steps to a Rental Sale” that you learned earlier in your training
to ensure that we are practicing the correct way and developing good habits for the real thing.
We will become great at selling! By learning features and benefits while developing excellent skills, we will
not only increase our delivery output, but we will also collect more C.O.D., increase our APB, and have
more satisfied customers.

Monday Morning Meeting
Stores Current Training %
Training % Goal week ending %
Potential Tracking
Monthly High to Beat Current Potential Difference + /-
Last weeks Actuals
Del Return P/O C/O Gain Thur. Th 7+ Sat Sat7+ Mon.
This Week’s Goals
Del Return P/O C/O Gain Thur. Th 7+ Sat Sat7+ Mon.
Select one or more of the following and review with your Team ~
Circle the one(s) printed and reviewed - Use SEDOCE Bff Management pg. 41
Explain rental agreement (Bff pg. 44-45) 4 Key Principles ( Bff pg. 49 )
Files /File Flow (Bff pg. 79 -86) Getting & keeping customers ( Bff pg. 1 )
Notes :
Select one product from current flyer and role play 7 Steps of rental selling (Bff pg. 72-73)
Product to role play
Provide 3 features and 3 benefits of feature
1. which 1.
means
2. which 2.
means
3. which 3.
means
Select one or more of the following and review with Sales Team ~
Circle the one(s) printed and reviewed
Top 6 Rental Closes (Bff pg. 74) How to close more sales ( Bff pg. 74 )
Sales Program 4 keys to success (Bff pg. 89) Bestway feature/benefit ( Bff pg. 75 )

Daily Idle Inventory
This report must be printed from the system each morning to provide a list of all available inventory. The
Computer Operations section outlines how to do this. When generating this report, be sure to choose the
option to “include accumulated rent.” Once the report is printed, it is typically the sales manager’s
responsibility to review the report and inspect the showroom to ensure all merchandise is 100% rent ready,
clean, functional, appropriately merchandised, and properly priced. Any exceptions must be notated on the
report. All exceptions must be corrected or added to the sales minutes immediately as a task to be
completed that day.
All inventory idle beyond 60 days must be displayed on the showroom.
To raise employee awareness of this aged merchandise so that we can attempt to generate sales of the
units first, the report must be highlighted as follows.
 Units 60–89 days idle must be highlighted in yellow.
 Units 90+ days idle must be highlighted in pink. A balloon must be attached to these units.
The report is then kept in the front counter, easily accessible to all employees and out of customer view.
The list from the previous day is destroyed once the new report has been readied for use.
Note: This report is also required for the weekly manual inventory audit to be completed by the store
manager. (See the information from Best Foot Forward beginning on page 105.)
 All verified idle inventory reports (manual and scanned) must be retained on file in the verified idle
binder for the current week and the three previous weeks.
Manager’s Special List

After reviewing the available inventory, the sales manager will identify overstock and aged idle, as well as
any inventory for which a “special” or “deal” would create incentive for customers to choose them over other
products. She will then discuss this information with the store manager each morning during the sales
meeting.
This information is then used to produce a manager’s specials list. All inventory idle beyond 90 days must
be part of this list.
A copy of this list is placed in each sales call guide and in the sales binder to ensure this information is
readily available when making and receiving sales calls.
As merchandise is added or sold, all employees must be informed of these changes, and all copies of the
list must be revised.
To do this, call the team together and include them in this part of your morning meeting.
 When a new unit is added to the list - discuss the importance of moving the unit, and ensure that
each worker is aware of it features, benefits, and “special incentive.” When a unit is sold, recognize
and congratulate employee(s) responsible as you revise the list maintained on file in the sales
binder.
 While all employees are together, have them each grab a sales call guide to revise the list to reflect
units added or sold.

Merchandising Materials
It is the sales manager’s responsibility to ensure the proper usage of merchandising materials, creating a
polished, professional environment that invites sales.
Price Tags and Holders

Price tags must be displayed in the appropriate holder, not taped, or otherwise attached, to ensure that all
pricing information is available to our customers and our employees.
 Every unit must have a single unit price tag. Monthly “group” pricing must be represented for all
merchandise groupings displayed on the showroom. Add-on pricing must also be represented.

 All price tags and holders must be placed on the product to allow easy access to the information while
properly protecting the merchandise from damage.
Tag Toppers
Taller than the price tags, tag toppers are inserted behind them to attract attention to products that are high
idle, aged, manager’s specials, or otherwise identified as “quick sale” merchandise. Because these tags
are “taller” than the rest, they attract more attention.
Price tags, holders, and tag toppers can be reordered online from MasterCraft.
Pending Order Forms

These are rental order forms that have been completed by the customer, but the delivery has not yet been
processed. They typically fall within two categories:
1) The order has been approved, but we have been unable to contact the customer today to schedule
delivery.
2) The order form cannot be appropriately verified, and we have been unable to contact the customer today
to obtain additional information.
Again, these potential customers have expressed an interest in our products and services. We must take
immediate action to make the sale.
Place these pending order forms in the front pocket of the sales binder.
 Pending order forms must be treated as sales leads and worked accordingly each day.
 If you cannot get the order approved within 90 days, treat it as an exhausted sales lead. Shred the
document to protect personal information.
Note: Orders that are “turned down” for any reason must be retained on file for review by the district
manager.
 Keep these in an A–Z accordion file in the sales desk until the district manager reviews and provides
instruction for how to proceed. Once instructed, shred to protect personal information.
Door Hangers, Flyers, and Brochures

Distribution of sales door hangers, flyers, and brochures must be a part of each day’s activities, and must
be scheduled for completion just as any other sales responsibility.
While some will be distributed as we practice “5 up and 5 down” during every credit run or service call, it is
important that we target specific areas of our market so we can better gauge the results of our efforts to
expand our customer base. Sales managers will discuss target areas each week during the Monday
meeting, and will schedule distribution to these areas to ensure that at least 100 per day are distributed on
Tuesday through Friday. Goals, efforts, and results must be documented on the sales minutes in the
spaces provided.
Scheduled distribution must also be properly identified on the P.U.S.H.
 When sales are low and you need an extra boost - schedule a “breakfast blitz.” Have all employees
come in one or two hours early and have some coffee and doughnuts, then work together to “saturate”
one or more large areas in a short period of time. Remember, some people will be home when you visit,
so be sure to take a supply of rental orders. This activity not only increases your sales opportunities but
also builds camaraderie in your team. Document this on your sales minutes as well.
Employees should be reminded to be respectful of customer property and obey all applicable laws. Never
leave door hangers or other sales materials in areas posted “No Soliciting” or in/on a mailbox. Ensure
materials are reasonably secured to avoid littering; we do not want the customer’s first response to these
materials to be anger.
While we want to ensure that we have a sufficient supply to complete the distribution scheduled and our “5
up and 5 down” routines, it is important to take only the materials necessary to complete each day’s activity.
Door hangers and other sales materials should not be stored in the vehicles where they may become dirty,
faded, or damaged; we want our message to be crisp and professional.
Bestway Business Cards

Never let a potential customer leave your store without one of these!
The front of this card provides easy reference for contacting our store should they have a need for our
products and services in the future, and it demonstrates our professionalism and desire to earn their
business.
When doing service calls in the community, ensure you have plenty of these on hand to introduce yourself
and Bestway to potential customers. This will help you open the conversation to communicate the best
prices, best brands, and best selection our stores provide.
Bestway business cards are available for reorder online from MasterCraft.
7-Day Money-Back Guarantee

To demonstrate our commitment to quality customer care, Bestway offers a 7-day money-back guarantee.
This benefit allows our customers to receive a full refund of all rent paid within 7 days of opening the
agreement if we are unable to ensure they are completely satisfied with our products and services.
It is important that every member of our team understand this benefit as a powerful sales tool when working
with a customer who is hesitant to “give us a try.” Once we explain they have nothing to lose, there is no
reason for them to say no!
Because our first response to any customer opportunity is to solve the problem (offer to exchange the
product, etc.) we rarely encounter this situation. Should the need arise, the proper procedure for processing
these requests is outlined in the Administration section of this manual. Store managers must pre-approve
any refund transaction.
The High Touch System

Proper utilization and maintenance of the information contained within the High Touch System as we accept
rental payments is critical to successful sales.
This is not simply a time to collect payment for products already delivered; it is our best opportunity to
communicate with our current customers to ensure we are providing the quality service that we guarantee,
to identify their immediate or future needs, and build long-term relationships.
Utilize the system information as follows when collecting payments from customers with good payment
histories:
 If the customer has only one BOR, ask if he is looking to add merchandise to his home. If so, try to find
a way to close the sale today. If we cannot close the sale today, ask when he will be ready for that
additional item; add the information to the sales lead sheet for follow-up.
 Speak with customers who show a return in their history. Ask if they are ready to have that returned
item re-delivered, and let them know you can locate a suitable product so they can “pick up where they
left off.” If they appear interested but we are unable to close the sale today, add this information to the
sales lead sheet for follow-up.
 Speak with customers identified as having a payout in their history. Ask what they would like to have
delivered today. If not today, document the information on a sales lead sheet for follow-up later.
 Paid-in-full customers are definitely customers we want to keep. Be willing to use additional extension
days (up to a month) to get these customers an additional item.
Remember:
 Ask for referrals; ensure all customers understand the referral program. Document the information for
all referrals on the sales lead sheet for the appropriate follow-up.
 Verify customer information on every contact to ensure accurate information for mail and telemarketing.
 Ensure that returns are posted to the system using the appropriate return code; this information is a
factor in future marketing plans for this customer.
P.U.S.H.
This organizer is essential to ensuring that store activities are properly coordinated to ensure Productive
Use of Store Hours. Sales managers are responsible for managing the P.U.S.H. to ensure timely deliveries
and service calls; these are our foundation for repeat business and referrals. This organizer must also be
used to schedule the daily training of our employees.
Pages specific to each day are contained within a binder that provides a record of our activities for 90 days.
The binder must be kept in the front counter area, easily accessible to all employees. New binders are
received from the home office for each quarter.
Sales managers must manage these activities by doing the following:

 Becoming experts in understanding the store’s market area; scheduling as many tasks as possible for
completion during the same “trip.”
 Communicating with the credit manager to include credit activities; ensuring the most efficient use of
manpower and vehicle management to achieve overall store goals.
 Ensuring that all employees involved in sales and service activities have the required tools and
necessary paperwork to complete every task professionally the first time.
 Scheduling activities as early in the day as possible, leaving the afternoon/evening hours open for new
or late business.
 Reminding employees to check in frequently so that any changes to the schedule are communicated.
Remember, orders received by 5:00 p.m. are guaranteed same-day delivery; we must schedule
activities as early in the day as possible to leave time at the end of each day to honor this commitment.
 Ensuring employees complete training as scheduled.
Mystery Shops
In an effort to evaluate and improve our sales ability, Bestway employs an independent company to perform
“mystery phone shops.” This information enables us to improve our services by identifying areas of
opportunity for improving our phone sales skills and providing recognition for employees who excel.
We must observe the proper pecking order to ensure that all current and potential customers calling
our stores are handled by the most experienced employees.
“Mystery shoppers” are provided with information regarding our products and programs to enable them to
call the stores posing as potential customers. They then evaluate the employee’s proficiency, documenting
the results using a standard scoring sheet. This score sheet closely mirrors our Seven Steps to a Rental
Sale.
Once the evaluations are scored, the “mystery shop company” provides an audio CD and a score sheet to
all stores, which contains information for all stores/employees within their district, making this a valuable tool
to be used for recognition, training, and follow-up.

Section Five
The Advertising Calendar
Each month, the advertising department will send an advertising calendar to all stores. It is the sales
manager’s responsibility to review this information with the store manager to plan the activities required
(inventory ordering, mail out, telemarketing, etc.) and then communicates this information to the team during
the first Monday meeting after it is received.
It is also the sales manager’s responsibility to ensure that tasks are transferred to the sales minutes for
completion on the dates specified. The current advertising calendar is then kept on the bulletin board.
This tool provides valuable information to assist us in our marketing efforts. This information includes the
following:
 The company PSA (per store average) of mail planned for distribution during the week is specified,
listed on Sunday. Review your store’s actual mail plan for the exact quantities to be distributed for your
location; it may be more or less. If the number to be delivered for this period for your store is low,
increase your in-store marketing efforts (door-hanging, mailing postcards, telemarketing).
 Flyer “drop” dates. This lets us know when the current month’s mailers are expected to be delivered to
customer homes, allowing us to better communicate with those we contact by understanding the most
recent information they received from us. Use these dates to schedule when and where to “fill-in” to
ensure we reach customers who may not have received a mailer or to follow up with those who did.
 Any current internal promo (see banner across page). Internal promos are “company-wide” offers or
other special giveaway promotions that are promoted internally and may differ a bit from the flyer. This
information serves as a reminder, prompting us to communicate these “limited time offers.” Ensure that
all employees understand the specifics of these promos and the importance of communicating this
information to customers.
 The current flyer promo (see banner across page) and description of items on the cover. Again, this
prompts us to provide the details on the great products and pricing available to our customers. Ensure
all employees practice selling these items.
 The Top 5 product deliveries and the description of items on the cover of the flyer for the same month
during the previous year. This gives us some history of our previous promotions and provides us with
some useful information such as what products may be hot this time of the year to assist us in inventory
ordering. Ensure all merchandise for the current promotion is ordered and scheduled to arrive in time to
be displayed on the showroom when the mailers reach customer homes.
Remember:
 Merchandise featured in the promotional flyer must be ordered at least three to four weeks in advance to
ensure the products are available in your store during the promotional period.
The advertising calendar is illustrated on the following page.

July 2012 Bestway Advertising Calendar
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
1 2 3 4 5 6 7 +1 MTD
with a
5.9/3/9
Independenc
e Day
Stores
Closed
Sizzlin' July Buys
8 9 10 11 12 13 14 +5 MTD
with a
5.9/3/9
BLACK FRIDAY IN JULY
Sizzlin' July Buys

15 16 17 18 19 20 21 +10 MTD
with a
5.9/3/9
Sizzlin' July Buys

22 23 24 25 26 27 28 +15 MTD
with a
5.9/3/9
Mail Plans
to Stores
School Supply Giveaway!
Sizzlin' July Buys

29 30 31
The Advertising Planner
It is critical that we plan our advertising efforts to make the most of these opportunities to expand our
customer base while ensuring the most efficient use of our advertising budget. It is equally important that
we evaluate the results of our efforts and use this information to assist us in future planning.
The following outlines the responsibilities of the store manager, and the tools provided to assist her in
planning and tracking these efforts.
The Store Marketing Map—Market maps are displayed in every store. In addition to primary street
information, these maps identify where your Bestway store is located in the market area, any other Bestway
stores in the market area, and where your competitors are located. Maps are updated annually with revised
information.
The map also shows us the concentration of Bestway customers in each neighborhood, which allows us to
identify areas where we have an established customer base, as well as areas in which we can broaden our
market. This information is essential when developing a marketing plan; it provides us with information to
determine where our marketing efforts would likely be successful (lets us know where to “breakfast blitz,”
target mailings, etc.).
The Advertising Planner / Binder—this binder contains the materials necessary for mail planning and
promotions. The binder includes samples and photos to explain the types of mailings available and a
section to store all advertising memos.
The following outlines the additional planning tools located within the binder:
Mail Planning Instructions—this information provides step-by-step instructions that detail how to develop
a mail plan.
Legend and Terminology Sheet—this details each area of the store profile sheet and defines the
advertising terminology used.
Store Advertising Profile Sheet—this tool is essential when planning and evaluating our sales efforts. It
provides specific information for each store’s market area by total zip code, split zip codes, and carrier
routes, including some demographic information, the number of active customers, customers gained from
last quarter, deliveries made, and other info for every zip, split, and carrier route. The store profile is
updated quarterly to revise this information as applicable.
Information is also provided to identify exact carrier routes where existing customers are as well as new
customer deliveries are coming from, pinpointing the results of our efforts, and identifying areas of
opportunity. This information is critical when planning for the next advertising period.
Ensure that old profile sheets are replaced with new ones as they are received; there should be only one in
the binder.
Add/Drop Form—this is the form used to submit recommendations for changing the suggested mail plan.
Add/Drop Code Sheet—this contains the list of codes for use when completing the Add/Drop form.
The Direct Mail Plan
Each planning period, a “suggested mail plan” is sent to each store from the advertising department to gain
management perspective concerning advertising for the next period:
The plan identifies the areas that are tentatively scheduled to receive mailings as recommended by the
advertising agency for the month specified. The information is broken down to provide weekly information.
The following outlines the proper review of the suggested mail plan:
 Store manager and district manager review the plan and then complete an Add/Drop form to identify
recommended changes, or indicate approval of the plan “as is.”

 Once the DM has signed off, the suggested mail plan and applicable Add/Drop form are faxed to the
advertising agency by the date specified. Every store mail plan must be signed and returned even if
there are no changes.
 A copy of the approved Add/Drop form is stored in the advertising planner for future reference.
 Once the final mail plan is set, place a copy of it in the advertising binder to assist in future mail
planning. This will also be helpful in finding out when and how much direct mail the store is distributing
each week.
Remember:
 Additional information and instructions, as well as blank forms, are located within the advertising planner
/ binder.
 Mailing costs, as well as the store’s monthly advertising budget, are included on the Add/Drop form.
The Sales Binder
The sales binder is provided as a tool to ensure that sales efforts are appropriately organized and properly
documented. This will allow for efficient execution of the sales program as well as the proper follow up and
inspection to ensure all leads have been properly worked to obtain the sale.
The sales binder is kept on the sales desk. It is the sales manager’ responsibility to properly maintain this
binder.
All stores must have a 3-ring sales program binder with front and back pockets:
 The front pocket contains any partial or pending orders. These must be worked daily. Keep these on
file until reviewed by the district manager.
 The first page must be a copy of the current manager’s special list, which identifies merchandise that
has been designated for quick sale.
 The remaining contents of the binder are the telemarketing reports generated from the system to
execute the sales program. New lists are placed on top of the old ones in the binder. Old reports are
discarded after 45 days.
Store managers must review the binder each day to ensure compliance with the sales program and to verify
that at least 10 contacts are made each day, ensuring that the information for these contacts is properly
documented on the sales minutes.
The Sales Program
The Bestway sales program combines mail marketing and telemarketing, using a systematic approach to
ensure we properly recognize and utilize all opportunities for sales. Proper execution of the program is
critical to achieving our company goal of gaining at least 100 BOR in every existing store, each fiscal year.
It is the sales manager’s responsibility to ensure daily execution of this program, as well as the appropriate
documentation of efforts and results.
Specifics of the program are explained in Best Foot Forward, beginning on page 89.
Remember:
 Do not become discouraged. It could be a while before you really begin to notice the results of your
efforts. Stay focused; your efforts WILL build business for the future.
 It is often not, what you say but how you say it that produces the desired result.
 “No” sometimes means “not right now.” Turn these types of responses into sales leads by asking what
and when.
 Do not discriminate. Regardless of whether a previous customer was a return or a payout, it is critical
that we continue to solicit their business. Remember, things change in people’s lives; that payout
customer may be in the market for one of today’s specials, and even a slow payer often deserves a
second chance.
 Understand that every contact is a sales opportunity. All walk-ins and phone calls present the
opportunity to sell to an existing customer or gain a new one. Customers coming into the store to make
payments present us with opportunities to re-deliver returned merchandise, open a new agreement, add
to an existing one, or obtain a referral.
 Create your team of experts; ensure that all employees are proficient in understanding and explaining
the features and benefits of Bestway’s products and programs.
 Remain proactive in the training of all employees to ensure that each has mastered all aspects of the
sales program as well as proper completion of the sales minutes. Recognize opportunities that allow for
cross training of your employees; your ultimate goal is a well-trained staff of professionals who
understand all facets of the business.
Sales Call Basics
The following reviews the proper practices for performing sales calls.
 The sales manager will obtain reports from the Bestway Intranet and order reports to target specific
customers as outlined in the sales program.
 Reports and information are then reviewed with the store manager to determine which customers will be
contacted. Any additional offers or incentives that can be used to close these sales are also discussed.
 Customers are then contacted to invite them to open a new agreement.
 Perform each sales call with the expectation that you WILL make the delivery TODAY. Have a
goal and stay focused on achieving it.
 Make sure you review the sales program each day and know what pieces were mailed to the
customers you are going to call that day.
 Maintain your intensity and be genuinely enthusiastic. Understand that you are offering products that
customers want and will be proud to own—products that can enhance their quality of life.
 Be properly prepared. Know your products, have your idle inventory report at your side, and anticipate
questions so that you never have to put the customer on hold to get an answer. Use the sales call guide
to communicate current promotions, product features and benefits, and manager’s specials.
 Ensure the customer understands all the benefits of rent-to-own the Bestway, emphasizing our Low-
Price Guarantee or It’s Free.
 Ask probing questions to determine current or future needs. Keep the questions open-ended so that
you get more information—not just a yes or no response. For example, “What will your next purchase
be?” as opposed to “Are you planning a future purchase?”
 Always thank the customer for her time, and ask for referrals.
 If the customer expresses an interest in a product but we do not close the sale today, remember to list
all pertinent information on the sales lead sheet for the appropriate date and time for follow-up.
 If you have scheduled a time to speak with the customer later, remember to transfer this information to
the sales lead sheet for the appropriate date and time for follow-up.
 Properly document the report (date, time, effort (offer made, etc.) and results (what and when).
 Keep all reports on file in the sales binder. You will call again later to follow up as outlined in the sales
program, again using the report to document your efforts.
 Keep reports for 45 days, and then properly destroy them.
Remember:
List your sales leads on the sales lead sheet for the date that you have scheduled a follow-up call. Use the
following as a guide when making sales calls:

Do Don’t
Sound like a robot
Exchange greetings Smile. Be polite and friendly.
reading from a script.
Be sincere; ask how they are doing.
Find out what interests them. Find
Go right into “sales
Engage the customers out if we have done something in the
mode.”
past to upset them. Ask if they are
happy without products.
List the promos without
Communicate current promo Be proud of the products we offer
communicating the
or other specials and communicate these savings.
savings.
Keep the questions open-ended so
Assume you know what
Ask probing questions they provide you with info to
they want or can afford.
proceed.
Accept the first “No” you
Overcome obstacles Work to find ways to make the sale.
get.
Keep the door open for continued
communication. Find out if they
Thank the customers for their Assume that “No” now,
have friends, relatives, and so forth
time and ask for referrals means “No” later.
who would benefit from our products
and services.
Working the Sales Program
One of Bestway’s philosophies is that working sales is like fishing and farming. “Fishing” means your efforts
get the sale today. “Farming” means that your efforts are planting seeds for sales in the future. To be
successful, we must be proficient at both.
We must also understand that the bottom line is this: you cannot sell it if you do not buy it. Every employee
in our store must understand the value of the products and services we sell, and all must take pride in
knowing they are providing quality products that customers will be proud to own—products that will enhance
their way of life.
It is the sales manager’s responsibility to lead the team in demonstrating these values each day as we
execute the proper practices to earn sales and provide superior customer care.
The Sales Manager Mission
 Begin each day by reviewing the sales minutes, establishing daily goals, and then meeting with the store
manager to discuss the plan to achieve the goals set for the day.
 Provide superior customer service.
 Maintain WOW merchandising, ensuring that EVERY product on the showroom is ALWAYS 100% rent
ready.
 Execute the sales program each day, in its entirety, to attract new business.
 Check the P.U.S.H. and sales minutes/sales lead sheets frequently. Make adjustments as necessary to
ensure all tasks remain on track for completion and are producing results that will meet or exceed
Bestway standards.
 Review the results at the end of each day and consider them as you set goals and plan for tomorrow.
As we work the sales program, we must be genuinely enthusiastic and maintain our intensity as we
continue to explore all avenues for growth, understanding that the specifics of our sales program may
change. (Specifics for the current program can be found in Best Foot Forward, beginning on page 89.)

However, many of our methods have proven “tried and true” and will likely remain as part of our foundation
for increasing our sales opportunities. These are the following:
Contacting Sales Leads

It is sales manager’s responsibility to review all sales leads each day and to execute the actions necessary
to proceed with these sales opportunities.
Proper Follow-Up Is the Key To Success
Prior to making the calls:

 Review Comments and Next Action Needed information.
 Have an idle inventory report at hand, so that you are ready to overcome objections and identify an
alternative product.
 Review the current advertising and in-store specials, and then discuss your plan with the store manager
to gain additional insight on ways you can close these sales.
Once you are prepared:

 Start with today’s leads and work your way backward until these sales are closed or leads are
exhausted.
 Explain Bestway’s programs and services with every contact; stressing our Low Price Guarantee or It’s
Free. For example, “Did you know Bestway guarantees the lowest total cost of ownership?”
 Determine whether it is a “call-in” or “walk-in” and customize the conversation. For example:
“Mr. Smith, this is Bob at Bestway, I’m calling to find out when we can deliver that (product) that you
(inquired about/saw) when you (called/came in) last week.”
 Properly communicate to ensure we understand their specific needs. (What style? Which features?
Price? etc.,)
As these calls are completed, the sales lead is documented as follows:

 Document any instances in which you called but did not make contact.
 Complete all areas of the form necessary to properly document results.
 Highlight all “sales” in green.
 Highlight all exhausted leads in pink (i.e., customer asks us to stop calling).
 If you did not reach the customer, do not highlight.
If you have scheduled a time to speak with this customer later, remember to transfer this
information to the sales lead sheet for that day and document the date and time at which we agreed
to call. It is imperative that we follow through on these commitments.
When you call these customers back at the agreed upon date and time, with an offer for the exact product
they spoke to you about previously, they will be impressed with your professionalism. As they recognize
our commitment to earning their business, we increase the likelihood that we will get it.
Remember:
 Ten contacts are required to properly complete the sales minutes each day (20 if the store is down BOR
on the month). Sales leads ARE NOT to be considered as contacts; contacts come from
telemarketing only.
Contacting Returns
Customers who return products have already proven they have a need for Bestway’s products and services,
and this makes them a very valuable resource for repeat business.

While it is true that we will be unable to do business with every customer who has returned merchandise, it
is also true that the needs and situations of all individuals change.
Because our customer relationships are critical to our success, it is essential that we do everything possible
to enable this relationship to continue if not now, then possibly sometime in the future.
In addition to executing each of the “sales call basics,” we must remember the following when contacting
these customers:
 Properly prepare prior to your call. Identify the previous product rented and the rent paid on that
product. Compare this information to the accumulated rent for comparable units available from your idle
inventory.
 Once you reach them, find out why they returned the product. Were they happy with our products and
services? Get to the root of the situation that prevents them from renting that item now. Maybe we did
something in the past, and the customer just needs to get that off his chest and be reassured that we
want his business.
 Use the “come-back check” to open your discussion, offering them the opportunity to take advantage of
our Lifetime Reinstatement Program. Say something such as, “I’ve got $268 here that I can apply to a
new agreement for you today, so what can we get delivered?” If you have to leave a message on their
machine, say something like, “Mr. Smith this is Bob at Bestway, and I’m calling to confirm your address
so I can send you your $268 check; please give me a call at (ph #).”
 Ensure they understand that they can transfer their “credit” to a different product type (refer to your idle
inventory report; suggest products with comparable “accumulated rent”).
Bestway’s Lifetime Reinstatement Program

As you contact customers who have returned merchandise, it is important to remind them of this benefit of
renting from Bestway. This program allows them to receive credit for rent paid on an item they returned,
and it provides them with the opportunity to “pick up the payments” on merchandise that was returned by
other Bestway customers.
The program is simple: we will deliver them a product comparable to the one they returned, and apply all
rent paid on the previous agreement toward the new agreement; whenever they decide; provided the
merchandise for the new agreement. This offer is available to them at any time, if the merchandise is pre-
rented, and new agreement does not pay out in six months or less.
To find a comparable unit, compare the rent paid on the previous unit to the accumulated rent of units on
your current idle inventory report as follows:
1. Access the record for the customer’s previous agreement in the system.
 #4 Inquiries
 #2 Inventory / Rental Agreements / Customers
 #6 By Customer
 Enter Information to locate correct Customer / Agreement
 Now look under “payout information”:
 Note the “rent paid.” This is the information you will compare to your idle inventory to find a
comparable unit.
2. Pull your daily idle inventory report. Because you have generated this report to “include
accumulated rent,” this information will be listed for each unit.
 Compare the “accumulated rent” for the units on the report, to the “rent paid” by the customer.
 If you have a unit that has an “accumulated rent” that is equal to or greater than the “rent paid,”
you have located a comparable unit.
Remember, a comparable unit is defined by comparing the rent paid on the previous agreement to the
accumulated rent paid on pre-leased inventory. The new agreement does not have to be of the same
product type, nor does it have to have the same rental rate. You can credit the rent paid on a previous

agreement to any unit of comparable value as long as the new agreement does not pay out in six months or
less.
To credit the customer with the rent paid on a previous agreement:

 Process the new agreement for the comparable unit at its regular rental rate.
 Adjust the payout term to reflect the amount of the “rent paid” by the customer on the previous
agreement. The following provides an example:
Previous Agreement Comparable Unit New Agreement

Monthly Rate $117.99 Accum Rent $899.94 New Total $1,991.88
Time ÷ Monthly
6 months Monthly Rate $149.99 $149.99
Purchased Rate
=Payout
Rent Paid $707.94 Payout Term 18 months 13.3 months
Term
Total for
$2,699.82
Payout
Less Rent
Paid on $707.94
Previous RA
New Total $1,991.88
When contacting these customers, start your conversation with them by saying something such as, “I have
a comeback check here for you worth over $700; what do you want to do with that?” Most will respond with
something like, “What can I do with it?” providing you with the opportunity to explain their options.
Contacting References
Customer references are a valuable resource for potential customers; it is important that we properly utilize
this information in our efforts to grow our business.
In order to process new customers more quickly, we may choose to skip adding reference information to the
system at the same time we are processing the rental agreement. If so, we must ensure this information
is added to the system no later than the following day. (The Computer Operations section outlines how
to do this.)
It is the sales manager’s responsibility to check the files from the previous day’s deliveries to ensure all
customer references in the market area have been properly entered into the system. This information must
include the name of the customer using this person as a reference.
When contacting these customers:

 Mention the name of the current customer early in the conversation; this will help us get their attention.
Nevertheless, remember; do not discuss the customer further (what they got, what they pay, etc.)
because this is confidential information. Say something like, “Mr. Smith, this is Bob at Bestway; Mr.
Jones used you as a reference and I wanted to call to invite you to take advantage of our products and
services. Are you familiar with Bestway?”
 If the person is unfamiliar with Bestway, ask for a few moments of their time to explain the programs and
services we offer. If now is not a good time, ask for a more convenient date and time, and transfer this
information to that day’s sales lead sheet.

Contacting Potential EPOs
When a customer is scheduled to pay out within the coming month, we refer to him as a “potential EPO.”
To offer the customer an opportunity to enjoy more of our products and services and to maintain the
revenue generated by the active account, we begin contacting this customer before the agreement is due to
pay out. Our goal is to see the paid-out agreement replaced with a new one as soon as possible.

 Thank them for being a loyal customer and let them know we want to keep their business.
 Call these customers to remind them of the impending payout, and ask them if they have something in
mind that they are planning to get once this agreement has paid out. For example: “Your living room
group is set to pay out on (date); are you ready for a new bedroom?”
 Ask probing questions to determine current or future needs. For example: “What will your next purchase
be?” “When do you think you might want that?”
 If the customer is concerned about increasing, the amount she currently pays on the account that is
about to be paid off, offer merchandise in our lineup that has a comparable weekly rate.
 Mention the offer of reducing $100 from their current EPO offer. The $100 goes toward the COD of the
new agreement.
Contacting Recent Payouts

Once a Bestway customer pays out an account, she receives an ownership certificate to offer special
savings based on her new status as a payout customer. This is our way of saying thank you to our best
customers.
Each month, the home office will automatically mail these to all customers who have paid out a Bestway
account during the previous month.
The current sales program will identify the date the mailers are expected to be in the customer home and
the date for the stores to begin contacting these customers for follow-up.
Sales managers will begin contacting these customers by phone once the telemarketing report shows up in
their system.

 Verify they have received their certificate and discuss the benefits. Say something like, “What do you
have in mind for that offer you received?”
 Determine future needs. Say something like, “If you could get anything you want for your home, what
would it be?”
 If you must leave a message on their answering machine, say something like, “Mr. Smith, this is Bob at
Bestway, and I’m calling to find out if you’ve received your ownership certificate; please give me a call at
(ph #).”
Contacting Inactive Payouts

When customers pay out their account(s) and have no remaining active agreements, we refer to them as
“inactive payouts.”
“Inactive payouts” represent a valuable resource for growing our business; they have already proven that
they are the kind of customers we cannot afford to lose!
To ensure we continue to properly follow up with these former customers and ask for return business, it is
important to contact them regularly.

 Find out why they do not have a current account with us. Determine whether they were happy with our
products and services. Get to the root of the issue that keeps them from doing business with us. Ask
questions like, “Have we done anything that prevents you from doing business with us?” Is the product
you paid out meeting your expectations?” Let them know that we would genuinely like to have them
back.
 Ask questions to determine any current needs, and offer them the opportunity to take advantage of their
PIF status. Communicate current specials. Say things like, “We’ve got an exceptional deal on (product)
and we can get you one today. What time do you want it delivered? I can apply that PIF Credit today.”
 Determine future needs. Ask questions like, “The next time you buy something for your home, what will
it be?
Contacting Single-Agreement Customers

While many customers identified as having only a single agreement are new customers, others have been
with us for some time.
Maybe they do not understand that they can have more than one agreement at a time; or perhaps they are
in the market for something else but have not seen what they want in the store.
It is also possible they saw something in the store they liked, but they failed to get the proper information
because they felt they could not afford it.
Proper communication could be the only thing that stands between the sale and us.
To ensure that we take advantage of these opportunities to increase sales and meet the needs of our
customers, we must contact these customers consistently.

 Reiterate all the benefits of rent-to-own the Bestway and ask about current and future needs. Say
things like, “What else can we get to you today? Remember, we offer a seven-day money-back
guarantee.”
 Suggest options for “adding on” to an existing agreement or opening a new one. Ask questions such as,
“Did you know you can we can hook up a home theater system to that new flat-screen TV today for only
(price) more?”
Updating System Records

To avoid wasted time and expense, we must ensure that the information provided by our marketing reports
is accurate. We do not want our employees to continue to try to work leads that have no chance of leading
to a sale.
It is essential that we update system information as changes are identified. To maintain efficiency when
working the sales program, use a notepad to document changes, then post to the computer before you
move on to the next task; do not waste time updating records “one at a time.”
Changes to any information discovered during your marketing attempts to active customers must
be immediately resolved. Make contact with the customer and get current information if possible.
The following outlines ways we can use the store system to provide us with accurate information when
using these reports to contact references and inactive customers.
 If mail from an inactive customer list is returned, remove the information from the address line, leaving
it blank to indicate that we do not have a valid address (we will not waste the postage again).
 If the phone number of an inactive customer is no longer in service, remove the system information
from the phone # line, leaving it blank to indicate that we do not have a valid phone number (we will not
waste time calling again).
 Use the “referred by” field to properly identify references when entering information to the system.
(This will ensure we have the proper information on our reports.)
 Delete references for which all leads have been exhausted. (These will no longer show up on our
reports.)

Sales Program
(Updated AUG 2013)


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Bestway Rental, Inc.

Best Foot Forward

Best Foot Forward

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 0 of 98

Section One ........................................................................................................................................................................ 4

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Bestway’s Low Price Guarantee or It’s Free

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2. Maintain a positive attitude.

4. Be honest and have integrity.

5. Be energetic and full of enthusiasm.

6. Deliver the best possible service to your customer.

8. Be current; have up-to-date product knowledge.

9. Utilize your free time productively.

10. Use basic and correct principles of selling.

11. Exercise self-discipline.

Understanding Our Customers

Consider these findings from the book Re-Imagine by Tom Peters:

 Men and women communicate differently.

 Women do not buy a “brand”; they join them.

In addition to Tom Peter’s thoughts, we also know:

Features and Benefits

1. Low Price Guarantee—nobody offers a lower total cost of ownership.

Do’s and Don’ts when handling Phone Sales.

Knowledge + Practice + Commitment = Great Sales People

3. Master the Seven Steps to a Rental Sale.

 Meet, Greet, and Qualify the customer - Establish rapport.

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 10 of 98

Developing Great Sales People

Consider these facts:

This culture should be reflected in the following:

1. Keep it professional, but make it fun.

2. Shake things up.

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 11 of 98

Bestway to Explain a Rental Agreement

a. Rental Rate/Term- gives weekly / monthly rates and term.

d. Ownership (Cost of Lease)

e. Cost of Lease Services

f. Your Liability for Loss or Damage

k. In-Home Collection Fee

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 12 of 98

n. Use of the Merchandise

1. Importance of on-time renewals. No Grace Period!

Best Reasons for Closing a Rental Agreement in the Store

We cannot direct the wind, but we can adjust the sails.

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 13 of 98

BestCare Plus Program

1. Rental Payment Waiver

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 15 of 98

Damage Waiver Program

Comparing the Costs

Let’s review these facts:

How would you feel?

Are we to blame for how Bob feels?

What can we do to keep other Customers from repeating Bob’s mistake?

Bestway Referral Program

1. There is no limit on how many people a customer can refer.

The Stretch Goal for this key measurement is 90%.

Total Number of Customers Divided by Number of Customers Enrolled in BestCare Plus

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 18 of 98

Effect To Customer Effect To Store