BFF Part 2 - Quality Customer Care

Bestway Rental, Inc.
Best Foot Forward

“Quality Customer
Care”
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 63

Contents
Section One ........................................................................................................................................................................ 4
Getting and Keeping Customers is Job #1 ......................................................................................................................... 4
Four Basic Needs............................................................................................................................................................ 4
Successful Customer Service ......................................................................................................................................... 4
Getting and Keeping Customers the Bestway ............................................................................................................... 6
Customer Loyalty Program ............................................................................................................................................ 8
Phone Etiquette ........................................................................................................................................................... 12
Dos and Don’ts When Handling Phone Sales........................................................................................................... 13
Ten Ways to Make Furious People Fans ...................................................................................................................... 13
Bestway to Handle Customer Complaints ................................................................................................................... 15
Bestway Delivery Process ............................................................................................................................................ 16
Representation ........................................................................................................................................................ 16
Installation ............................................................................................................................................................... 16
Demonstration ......................................................................................................................................................... 17
Confirmation ............................................................................................................................................................ 17
Solicitation ............................................................................................................................................................... 17
Delivery Checklist ......................................................................................................................................................... 19
Hand Receipts .............................................................................................................................................................. 20
Hand Receipt Example ............................................................................................................................................. 21
Rental Returns ............................................................................................................................................................. 21
How to Print a Field Sheet in High Touch .................................................................................................................... 23
Safety ........................................................................................................................................................................... 24
Workplace Awareness ............................................................................................................................................. 24
Cash and Security Controls ...................................................................................................................................... 24
BESTWAY Loading and Unloading................................................................................................................................ 25
Safe Lifting and Handling ......................................................................................................................................... 25
Lifting Procedures .................................................................................................................................................... 26
Section Two...................................................................................................................................................................... 27
Product Handling and Maintenance ............................................................................................................................ 27
Product Handling ..................................................................................................................................................... 27
Product Preparation ................................................................................................................................................ 27
Product Organization and Readiness ........................................................................................................................... 27
Rent Ready 48 Hours ................................................................................................................................................... 29

Product Care ................................................................................................................................................................ 30
How to Use Your Touch-up Kit................................................................................................................................. 31
General Tips to Make Your Furniture Last Longer ................................................................................................... 31
Other Product Tips ................................................................................................................................................... 33
Touch-up and Repair Procedures ............................................................................................................................ 33
Bestway Service Process .............................................................................................................................................. 36
Replacing the Unit.................................................................................................................................................... 36
Loaners..................................................................................................................................................................... 38
Units to Service ........................................................................................................................................................ 39
Units from Service.................................................................................................................................................... 40
Vendor Service Information Binder ......................................................................................................................... 42
Product Concern Form ............................................................................................................................................. 42
Product Concern Form Example .............................................................................................................................. 43
Service Binder .......................................................................................................................................................... 43
Shuttle Sheets .......................................................................................................................................................... 44
Repair Orders ........................................................................................................................................................... 44
Partial Unit Tag ........................................................................................................................................................ 47
Repaired/Return to customer Tag ........................................................................................................................... 48
Repair Estimates ...................................................................................................................................................... 49
Irreparable Units ...................................................................................................................................................... 50
Service Concern Form .............................................................................................................................................. 51
Service Estimate / Irreparable Form ........................................................................................................................ 52
Service Concern Response Form ............................................................................................................................. 53
Service Inventory ......................................................................................................................................................... 54
Loaner Inventory.......................................................................................................................................................... 54
Section Three ................................................................................................................................................................... 55
Vehicles ........................................................................................................................................................................ 55
Daily Inspections ...................................................................................................................................................... 55
Weekly Inspections .................................................................................................................................................. 55
Vehicle Maintenance Records ................................................................................................................................. 56
Vehicle Inspection Reports ...................................................................................................................................... 56
Vehicle Registrations and Insurance Cards .............................................................................................................. 57
Accident Report Form and Vehicle Accident Procedure ......................................................................................... 58
Vehicle Keys ............................................................................................................................................................. 58

Safe Driver Handbook .................................................................................................................................................. 58
Vehicle Fleet Safety Policy ....................................................................................................................................... 58
Driver Eligibility ........................................................................................................................................................ 58
Driver Safety Rules ................................................................................................................................................... 58
Defensive Driving Rules ........................................................................................................................................... 59
Underpasses, Canopies, Low-Hanging Objects ........................................................................................................ 60
Backing Rules ........................................................................................................................................................... 60
Intersections ............................................................................................................................................................ 60
Zones and Crossings................................................................................................................................................. 60
Turns ........................................................................................................................................................................ 60
Parking ..................................................................................................................................................................... 60
Use of Cell Phones ................................................................................................................................................... 61
Fueling...................................................................................................................................................................... 61
Safe Lift Gate Operation .......................................................................................................................................... 61
Driver Safety Tips ..................................................................................................................................................... 61
Vehicle Accident....................................................................................................................................................... 62

Section One
Getting and Keeping Customers is Job #1
Four Basic Needs
1. The need to be understood.

Those who select your service need to feel they are communicating effectively. This
means the messages they send should be interpreted correctly. Emotions or
language barriers can get in the way of proper understanding.
2. The need to feel welcome.

If someone doing business with you feels like an outsider, she will not return. People
need to feel that you are happy to see them and that their business is important to
you.
3. The need to feel important.

Ego and self-esteem are powerful human needs. We all like to feel important.
Anything you can do to make a customer feel special is a step in the right direction.
4. The need for comfort.

Customers need physical comfort—places to wait, rest, talk, or do business. They
also need psychological comfort—the assurance they will be taken care of properly
and the confidence you will meet their needs.
Successful Customer Service
All the companies in the rent-to-own industry offer similar merchandise, various service and
program options, and comparable product pricing.
Successful companies understand and respond to each customer, building relationships and
creating loyalty by consistently providing the appropriate products and services to meet each
individual’s needs.
To be a successful company, we must understand the following:
Who are our customers?

 Generally, our customers are hardworking, honest people who have the desire to own
merchandise that helps them provide for themselves and their families, just as you do.
 Unfortunately, too often they have had bad breaks in life, or have not really gotten established
yet, so they have limited options in acquiring the merchandise they need and want.
 We must always keep in mind that although they may have limited options, they do have
choices. If we intend to get and keep their business, we will have to earn it.

What do they want?
 A shopping experience.
 The sights, smells, and sounds of a place they truly enjoy shopping. Set the tone by
providing a clean, fresh-smelling store that is beautifully merchandised with quality products
as well as a polished, professional, and friendly staff, eager to meet the needs of each
customer. Have some nice music on the stereo, or play a DVD the whole family can enjoy.
Offer the customer our Bestway branded water. Roll out the red carpet and treat each
customer as you would a guest in your home. We all want to do business in a warm,
inviting atmosphere.
 The respect they deserve for their loyalty and buying power.
 Many of us have found ourselves in a position of needing a fresh start or a second chance,
and we remain loyal to those persons and businesses that have treated us with respect and
allowed us the opportunity to prove ourselves. We all want to do business in an
atmosphere in which we feel genuinely valued and appreciated.
How can we meet their needs?
Build Customer Relationships

 Take the time to learn the names of all your customers, and address them by name when
they come into the store. Do not assume that customers will be comfortable with you
addressing them by their first name; address them by Mr. or Ms. until they ask you to do
otherwise.
 Always greet customers with a smile. Meet them on the sales floor; do not wait for them
behind the counter. Let them know they are genuinely welcomed. Do not greet them with a
question such as “Are you here to make a payment?”
 Listen and remember the details; let your customers know that the information they share
with you is important. For instance, if they told you last week that one of their children
missed school due to the flu, ask about the child this week when they come into the store.
 As you get to know your customers, let them get to know you. It is important that you
personalize yourself to them. Encourage them to use your first name. Be friendly while
remaining professional.
 Offer a balloon to every child.
 Have Bestway’s branded water bottles in the refrigerator and some candy on the counter to
offer to your customers.
 Ensure that your customers leave your store feeling that Bestway is a fun place to shop.
Four Key Principles of Customer Management

 Maintain or increase the customer’s self-esteem.
 Ask the customer for help in solving the problem.
 Listen and respond with understanding.
 Thank the customer with a sincere smile.
 As you get to know your customers, you will find differences in the ways they prefer to do
business. Some will be very open and treat a visit to the store like a visit to a friend, while
others may prefer that the relationship remain more businesslike. These principles are your
“ground rules” to ensure that, regardless of the type of relationship with each customer, all
customers are treated with the same degree of respect and professionalism.

Offer a Wide Selection of Quality New and Pre-rented Merchandise.
 Ensure that your sales floor is a showplace, representative of a complete line of rent-ready
merchandise to fit every budget. Provide superior customer care.
 Respond to the customers’ needs immediately. If we do not take care of them, they will find
someone who will.
 Always inquire about their rental merchandise. Do they like it? Have they mastered its
operation? Any issues at all? You want to ensure that they remain happy with the product
they have chosen and that they understand you are willing to do everything possible to
guarantee their satisfaction.
 Assess the customers’ needs at every contact. Are they in the market for additional
merchandise?
 Do they understand how they can add on to an existing agreement?
 Ensure they understand the optional services provided by Bestway. Are they taking
advantage of the BestCare Plus program? How about “easy pay”?
Focus on Ownership
 Ensure that every customer understands your commitment to helping them own the
merchandise they have selected for their home.
 Be judicious when approving additional rentals, and carefully consider the customers’ ability
to pay. We must sometimes help them make the necessary decisions that will allow them to
be successful in owning the merchandise they need. A purchase of more than 3 BOR must
be pre-approved by the store manager.
 If a customer has a problem making payments on multiple accounts, suggest she return less
essential or “newer” items, allowing her to continue ownership of necessity items or items
that have been on rent for a longer period, and providing her with the opportunity to re-rent
the items returned when her situation improves.
While most of us understand that we never get a second chance to make a good first impression;
we must also understand that we make an impression EVERY TIME we come in contact with our
customers. Because each of these impressions will combine with past impressions to create the
feeling that they have chosen the right (or wrong) place to shop, it is essential that we work to
maintain favorable impressions, continuously earning the customers’ business.
Let your customers know that you are committed to providing them with the best products and
services available in the industry, and encourage each customer to tell you of even the smallest
things that would make their experience more satisfying.
Often it is the “little things” that cause a customer to begin looking elsewhere to satisfy a need not
met by the company he is doing business with. It is your responsibility to communicate with your
customers so that you can recognize these “little things” and get them resolved before they begin
looking for someone else who will.
Getting and Keeping Customers the Bestway
Customers shop our stores

Customers will shop a rent-to-own store by coming into the store, looking on our website or calling
over the telephone to inquire about our products, services, and program. Unlike retail, rent-to-own
customers are encouraged to call us.

Sales process
The sales process begins by matching customer needs with our products. The better we are at
matching those needs with our products, the better the chance that the customer will pay on time
and own the merchandise.
Get the order

Once you have matched customer needs with our products, ask the customer to complete a rental
order (not an application). Customers tend to shop the competition, so getting them to complete
an order will “stop the shop” and indicates a commitment to rent from us.
Verify the order

First, review the order with the customer to ensure it is complete. We expect all blanks to be filled
in, even if that entails an N/A (not‐applicable) in the blanks not relevant for that particular customer.
Any and all documentation written by a Bestway associate on the rental order needs to be in red
ink. The objective is to make sure that we have complete, accurate, and verifiable information.
Agreement
Once an order has been approved, type up the rental agreement, set up the customer file, and sit
down to explain the terms of the agreement to the customer; this is called closing the agreement.
We prefer that this be done in the store when possible. At the end of your explanation, confirm the
customer understands the agreement. Any questions should be addressed at that time. Let her
know that you will call on the first due date as a friendly reminder.
Delivery, installation, and checklist

All the products we deliver must be clean, complete, and functional. When delivering the
merchandise, we want to make sure everything is hooked up correctly and working. We also need
to take time to explain the operation of the product to the customer to ensure his understanding
and satisfaction. After making sure the customer is satisfied with the product and operation, we
will have him complete the delivery checklist. Review the checklist with the customer to confirm his
understanding once again.
Callback
Two (2) days after a delivery is completed, contact the customer to confirm her understanding of
the rent-to-own agreement as well as her satisfaction with the product. This is a critical step in
getting the relationship off to a good start. It is recommended that the store manager perform the
callback.
Same-day due calls
We contact our customers on the day of their first payment as a friendly reminder. Good payment
habits must start from the beginning.
Credit process / customer service

Sometimes, customers miss or forget to make a payment. Maintaining a good relationship with the
customers enables on-time renewals, and eventually, this will help them establish ownership of the
product. Delivering great customer service with a great attitude is expected and appreciated.

Customer Loyalty Program
The Customer Loyalty Program is a program to provide assistance to our long term and best
customers. This program is designed to bridge the gap to keep our good customers when they
encounter financial challenging times and unexpected interruptions in their income. This program
is a part of our mission of Getting and Keeping our Customers. The objective of this program is
to reduce returns and build a customer base through LOYALTY.
Questions to ask prior to the return or Customer Loyalty Extension:
o Does the customer have a Deposit or Bonus Bucks that can be used?
o If we wait, can we get the payment?
o If we extend, can we collect all or some of the extended amount on the next payment?
o If we don’t offer the extension, will it result in a return of their merchandise?
o What can they pay today – 75%, 50%?
o Does this solve their problem?
o Will they be keeping the account with us long term?
o Can they pay their fees today?
o Have the received an extension prior? When?
o How long have they been with Bestway – first agreement date? This agreement date?
o If multiple agreements, can we return one item and keep others on rent?
Objectives/Rules:
o Review payment history and pink star extended customers for same day due calls.
o Maximum amount per month – 4%
o Customer must be in store to sign Loyalty Extension Form and must be done by the store
manager. No exception
o Store managers will maintain notes on “office use only” situation/solution
o Reduce Delivery extension and lost revenue on returns and use for customer loyalty
(Extensions)
o Get return percentage under 10% of BOR
o Maintain 88% or higher percent collected – strive to collect
(COD + Processing = all Extensions & Free Time; excluding bonus bucks) or 1:1
o Get updated customer information
o No retypes
o Collect fees first
o Be prepared to send forms on request/matching signatures
Expectations from the Loyalty Program:
o Save a customer return and get them back on track so they can own their merchandise –
Not put off a return to a later date
o Reduce gas expenses and overtime with less runs
o Store Manager must personally do each and every Customer Loyalty Extension

o Customer must come into the store to sign – going to the customer’s home to get a
signature is counterproductive – cost us time and gas to give the customer an extension
o Reduce extensions on deliveries
o Grow our top line and bottom line
Specifics that Bestway Store Managers must execute to ensure the Customer Loyalty
Program is a success:
o Track customers that received a loyalty extension and ensure that we are making good
decisions.
o Maintain exceptional records on all extensions. District Managers will be reviewing and
ensuring compliance
o Make sure that our percent collected is not effected by reducing lost revenue on returns and
deliveries
o BIG DEAL the loyalty extension with the customer so that they know we are wanting to
assist them, but that going forward they will need to make on time payments
o INTEGRITY – There will be no abuse or misuse of Customer Loyalty Program extensions to
clear credit

Customer Loyalty Program
Customer Name ____________________________
Best Contact Number ________________________
Agreement Date ____________________________
Current Due Date ___________________________
Amount Paid _______________________________
Pay Date __________________________________
Pay Frequency; W / Bi-W / SM / M
Bestway is committed to helping our customers. We are offering you an

extension to assist you towards owning the merchandise. Along with this
agreement, you understand that future payments must be made on time.
After this extension, your next due date will be:____________________
& amount due will be $___________________.
Customer Signature _________________________________________
Bestway Store Manager ______________________________________

For office use only
Situation / Why extension is given?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
Solution / Reasoning
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
Store Manager ________________________________________________________

Phone Etiquette
Phone manners reflect the standards and success of a company. We never hear of a great
company with terrible phone manners, or of a terrible company with great phone manners.
Seventy percent of customers who stop doing business with a company do so because of the way
they were treated on the first contact. In many cases, that first contact is via telephone.
What we say, and especially how we say it, is important when dealing with customers on the
telephone. When our voice is warm and friendly and we are courteous and tactful, customers will
enjoy doing business with Bestway.
We must make each customer feel unique, and confident that her business is appreciated. We
must answer our phones in a manner that projects to customers that their call is important,
conveying our willingness to assist with their needs. People respond to people who respond.
Each store is provided with a suggested greeting to assist our coworkers in answering the phone
with a consistent and proper greeting. It is important to remember that the greeting is only words.
It is up to you to portray your enthusiasm in a friendly, helpful, and courteous manner.
• Recognize that the ringing of the phone is not an interruption; it is an opportunity. Follow the
“pecking order” to ensure that the best salesperson answers the phone.
• Always smile when answering the telephone. Our mood is reflected in the sound and tone of
our voice.
• We must answer the phone promptly, at least by the third ring. We first verify that they have
reached Bestway, and then we identify ourselves and ask how we can be of service. “Thank
you for calling Bestway, home of the low price guarantee or it’s free. This is Bob; how may I
help you?”
• Speak clearly and distinctly; do not rush through the greeting.
• Obtain the customer’s name, write it down, and use it in conversation.
• If it is necessary for another coworker to assist the customer, verify the customer’s name, ask
the reason for her call, and then ask if you may put her “on hold” to locate the appropriate
coworker. Wait for her response before proceeding. “Ms. Jones, I believe that Billy can better
assist you with that service issue; can I put you on hold while I locate him?” (Mrs. Jones says
yes) “Thanks, Ms. Jones, I’ll connect you to him now.”
• Identify the caller and the reason for the call to the appropriate coworker. (in this case it is Billy)
• Billy, Ms. Jones is on line one; she reports that she is getting no sound from her home theater
and would like to schedule a service call.
• Return to the caller, within 30 seconds, prepared to assist with the information. (This is Billy):
“Hi, Ms. Jones, this is Billy. I am sorry you are having a problem with your home theater
system. Let me get a little more information so that I can take care of this for you.”
• If the caller requests to speak with a specific coworker who is unavailable, ask if you can assist
him or take a message for the other person. Ensure that the coworker receives the information
in a timely manner.
• Always handle angry customers with the same exceptional, courteous service that you would
give any other caller. “I’m terribly sorry if we have done something to make you angry, but I
really want to help you further in this matter.” Or “I understand how you feel, and apologize for
the inconvenience. We will do whatever we can to resolve the situation.”
• Never, under any circumstances, do we use unprofessional language here at Bestway or hang
up on a customer.
• Discuss all customer service complaints immediately with your supervisor to ensure that the
issue is appropriately resolved.
• If you cannot resolve a customer situation and she asks for your supervisor’s phone number,
provide it in a courteous manner.
• NO food or beverages. This may seem like common sense, but it is an important issue.
Coworkers must refrain from consuming food or drinks while taking a call.
Dos 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 get only 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 or she is
unavailable, have the second-best salesperson answer it, and so forth.
 Never allow an untrained worker to answer the phone. Remember, 50% of your deliveries
called before they walked in the door—your best opportunity for growth is in reducing
missed opportunities.
 Have your manager special list handy, and ask for the order early and often.
Ten Ways to Make Furious People Fans
In a perfect world, there would be no angry customers. The product would work flawlessly, and it
would arrive on time. But absent that perfect world, you will receive calls from angry customers. I
hope these tips will help you and your team to solve the customers’ problems and soothe their
anger.
1. Restate the problem.

Show that you understand the customer’s problem by restating it. If you do not understand
the problem completely, see #2.
2. Ask for clarification.

Angry customers may not communicate clearly, so you may have to ask him to clarify the
problem: “Was the product you received broken, or did we deliver the wrong product?” You
may also have to clarify how the customer would like the problem resolved. “Would you like
for us to repair the product for you, bring you a replacement, or give you a refund?”
3. Personalize your response.

 Nothing infuriates an angry customer more than the feeling that no one is listening. So
personalize the conversation to reassure him that he is being heard loud and clear.
 Use the customer’s name and title: Mr. Jones, Dr. Jones, and so forth.
 Review the customer’s account information and incorporate it appropriately into your
response. “We are proud that you have selected us for your rental needs for the past
three years, Mr. Jones, and we would like the opportunity to keep you as a satisfied
customer, so let me see what I can do for you.”

4. Tell the customer how you will respond to the problem.
Angry people want action, so you must specifically explain how you will resolve the problem.
If the resolution is complicated, outline the steps:
 “We will redeliver the product to you so you receive it by 1:00 p.m. tomorrow.”
(Or)
 “We will inspect the product to see exactly what went wrong and repair it before
redelivery.”
(Or)
 “We will look through our inventory and provide you with several options so you can
continue on your path to ownership.”
5. If you have good news, put it first.

 If you can make the customer happy, put the good news first and the empathy second.
Good news: “We are happy to bring you another product today, Mr. Jones, as you
requested.” Empathy: “We understand the frustration of receiving merchandise that is not
working to your standards.”
 If you cannot make them happy, put the empathy first and the bad news second.
Empathy: “We understand the frustration of receiving merchandise that is not working
properly, Mr. Jones.” Bad news: “However, I cannot deliver the replacement product until
tomorrow between 5:00 and 7:00 p.m.”
6. Use a polite, positive tone.

 You may be tempted to match the customer’s angry or accusatory tone: But do not do so.
Do not say: “You said you understood everything in the agreement and signed it. It says
right on there that the TV is used.”
 Try this: “It seems as though we could have done a better job explaining the rental
agreement, Mr. Jones. We guarantee all our merchandise as if it were new, and it will
save you money; will this one work for you, or would you prefer that we deliver a new
one?”
7. Avoid scolding the customer.

Emphasize the pronouns “I” and “we” rather than “you.” Do not say: “Your order was not
filled because you did not include your correct street address on the order form.” Do say:
“We did not fill the order, Mr. Jones, because we seem to have forgotten to write down your
correct street address.”
8. Acknowledge the customer’s pain and suffering.

Maybe the problem is not the company’s fault. But you can acknowledge the customer’s
frustration. “We know that our vehicle being caught in traffic on Interstate 35 has made it
difficult for you, Mr. Jones, but I assure you that we can still deliver the TV tonight—or would
tomorrow between 5:00 and 7:00 p.m. be better for you?”
9. When you are at fault, apologize.

When the company is at fault, apologize. Make your apology genuine and specific. Do not
say: “We are sorry for the confusion regarding your payment.” Do say: “We apologize for
posting your payment to the wrong account. We have corrected the error on your account.”

10. Satisfy the customer by offering something of value.
If the policy allows, give your angry customer an extra service, discount, or something else
of value.
Bestway to Handle Customer Complaints

Customer loyalty can be elusive, but it is imperative to running a successful rent-to-own store.
In today's hyper-digital world, there are myriad online forums that welcome
venting and complaining. With the click of a button, an unhappy customer could
send our company or its sales into a tailspin. In truth, the customer is not always
right, and it is tempting to engage in heated arguments, especially when it comes
to defending Bestway, employees, and even ourselves. But if customer retention
is our end goal, listening intently and sticking with a calm, collected approach will
help troubleshoot even the toughest complaint. The proper way to proceed once
a complaint is brought to our attention depends largely on the nature of the
customer's complaint—and the severity with which it is brought. Always treat a
complaint as an opportunity, not a confrontation. Only 20% to 50% of all customers with
problems will tell you about them. Those who do are giving you a chance to improve Bestway and
your team to create an even stronger bond with them.
Shut Up and Listen
As simple as it sounds, the first—and most important—step to take when dealing with complaining
customers is to be quiet and listen. Often customers feel the need to vent frustration with a
product or service before even considering a proactive solution. Remember that a good empathy
statement does not imply ownership of the problem. Say, "We're sorry.” Those are magic words
that help lessen anger.
Don't Take Anything Personally

As frustrating as it is to be the customer with a complaint, it is no delight being the business
representative who gets yelled at for a problem likely caused by something or someone else.
Further, do not respond to accusations or offensive complaining in a way that perpetuates the
argument. Comments such as "You did it wrong! That's why you're having a problem!" will only
escalate the issue rather than deflate anger. Do not get defensive.
Work as a Partner with the Customer

One particular four-letter word usually does the trick when seeking a solution to a customer's
complaint: fair. One key phrase that not a lot of people use is “What do you think would be fair?”
That word fair does seem to bring out in people a sense of reasonableness. If you ask the
customer to propose a "fair and reasonable" solution, acting as a partner with them to find a
resolution, chances are that the solution will consist of less than what you would have thought to
offer.
Turning the Customer Over

Do not be afraid to hand the angry customer off to another Bestway employee or to your district
manager. Also, give the customer Bestway’s customer service hotline to help defuse the situation.
The number is 800-219-1029, and it will direct them to your district manager.

Bestway Delivery Process
Delivery of the product to the customer is a critical step in our sales process. Proper delivery,
installation, and demonstration are imperative to developing a successful relationship with our
customers, thereby increasing our opportunity for additional sales, and improving customer
ownership rates.
It is imperative that with every interaction, our customers be confident that they have made a good
decision in choosing to do business with us. It is equally important that we ensure that our
customers are satisfied with their product choices and understand the product’s operation. A
proper delivery is fundamental to demonstrating our commitment to quality customer care.
Representation
To our customers and to the general public, you are Bestway. Your appearance and actions, the
product you deliver, and the vehicle you deliver it in all greatly affect their perception of our
company.
 Be prepared—prior to leaving the store
 Review the delivery checklist for the product(s) to be delivered. Ensure that the stock
number and serial number information on the product matches that on the delivery checklist.
 Ensure that the product to be delivered is 100% operational, clean, and touched up to its
best possible condition. (Hook up the product and test all functions, including the proper
operation of the remote.)
 Ensure that you have all necessary accessories to properly install the product (tools, cables,
power cords, adapters, hoses, speaker wire, batteries, product manual, and proper remote).
 Confirm “special needs” before delivery. Ensure that the customer is aware of restrictions
regarding the installation of products that require gas or water lines.
 Verify the directions to the customer’s home, and ensure that you take the delivery checklist.
 Check with coworkers, and review the P.U.S.H., to identify and prepare for any other tasks
required in the area to which you will be going (“credit” visits, service calls, etc.).
 When loading more than one customer delivery, ensure that the last delivery scheduled is
loaded first onto the delivery vehicle, and so on.
 Arrive on time
 The delivery should be scheduled and documented on the P.U.S.H., as well as with the
customer, to provide a two-hour window in which to make the delivery.
 Remember: Under-Promise and Over-Deliver.
 Knock softly on the door and introduce yourself as a representative of Bestway. Ask for the
customer whose name is on the agreement. Ensure that all the required paperwork is
completed. If it is not, complete the paperwork with the customer prior to bringing in the
product.
 Ask for the most appropriate access to the home through which you can deliver the product
to the desired location. Inspect the path for safety obstructions, and ensure that you can
complete a safe delivery prior to getting the merchandise out of the truck.
 If, for any reason, a delivery will not be made as scheduled, call the customer before the
time scheduled to inform her of the delay and to reschedule. Be honest, professional, and
prepared to resolve the issue to the customer’s satisfaction.
Installation
It is your responsibility to provide the customer with professional installation, even if the customer
says that he can do it himself. Never ask the customer to assist with the delivery.

 Be careful and respectful of the customer’s home and property. Ensure that any equipment or
tools used to transport and install the product are properly padded or otherwise protected to
prevent damage to the product and to the customer’s property. Ensure proper clearance to
transport and install the product in the customer’s home.
 Plug in the product and connect electronics to the cable or antenna and to the customer’s
existing TV, DVD, etc.
 Attach washer hoses to existing plumbing, and dryer hoses to existing vents.
 Do not make modifications to the customer’s plumbing or electrical system.
 Do not connect products to gas lines, and do not connect icemakers to water lines. This
type of installation should be completed by a licensed professional. It is the responsibility of
the customer to arrange for these types of installation.
 Remove any trash, tools, or equipment prior to demonstration of the product.
Demonstration
It is essential to ensure that the customer understands the proper operation of products delivered
to his home. This will prevent the potential for return of a product that he does not fully appreciate.
It will also help us to be more efficient by reducing service calls related to product operation.
 Test all products to ensure they are properly set up and connected (water hoses to WSH,
batteries for remote, etc.).
 Explain and demonstrate the features and benefits of each product delivered. Then allow
the customer to use the product features, while you assist, to ensure her understanding.
 Ensure that the customer has the opportunity to ask questions, and then answer those
questions to the best of your ability.
 If the customer has questions that you cannot answer, ask for permission to use her phone,
then call the store to resolve the issue with a more experienced coworker before you leave
the customer’s home.
Confirmation
Take this opportunity to resell the product to the customer, and reassure the customer’s purchase
decision. Compliment him on his product choice and on the product’s enhancement to his home.
 Resell Bestway’s position as the guaranteed low cost provider, committed to meeting the
needs of our customers.
 Complete the delivery checklist with the customer to ensure customer satisfaction with our
products and services.
 Thank the customer for her business and ask for referrals.
Solicitation
Your customer’s neighbors are potential customers. Take this opportunity to solicit their business.
 Distribute door hangers to homes and apartments five doors to the left and five doors to the
right (“5 up and 5 down”).
Keep in mind…
 Due to the tools and equipment available, most deliveries require only one employee. If the
product is very large, difficult to handle, or to be delivered in an area with steep stairs or
enclosed stairways, consult with the manager to determine whether assistance is necessary to
ensure your safety, and to ensure that there will be no product or property damage.

 Use discretion on every delivery to ensure your safety and the safety of the product. Never
enter into a threatening situation or leave merchandise in an environment that you feel is
unsafe. The final decision to leave the product in the customer’s home is yours.
 We strongly recommend closing all rental agreements in the store. In rare instances, such
as phone-in orders, the agreement will not have been covered with the customer prior to
delivery. It is your responsibility to ensure that all products delivered match a signed
agreement at the store.
 If the agreement has not been covered with the customer, take it with you when delivering the
product. Ask to see her driver’s license to verify identity, and write the number down on the
agreement. Do all of this before bringing the product into the home. Explain the rental
agreement thoroughly to ensure that the customer understands all areas, then have her sign
and initial the appropriate spaces.
 We strongly suggest that all money transactions occur within the store. In rare instances,
a delivery may be C.O.D. You will need to verify the proper amount of the payment to be
collected and ensure that you have the appropriate change for the customer. You will need to
issue the customer a hand receipt for the payment received. Fill it out completely, have the
customer sign it, and give him his copy.
 Immediately upon your return, all paperwork should be returned to the manager’s inbox,
 Upon your return to the store, remove all tools and trash from the vehicle.

Delivery Checklist

Hand Receipts
A hand receipt is required to ensure that all field payments and inventory movement are
appropriately documented. These must be completed at the time of the transaction. A copy of the
receipt must be given to the customer. Hand receipts are also required to document a product
returned to the store by the customer, or payments made at the store when the computer system
cannot be accessed to post the payment and generate a computer receipt.
Hand receipts must be used to document the following:

• Payments collected in the field
• Payments collected in the store when a computer-generated receipt is not available
• Merchandise returned by the customer (field and store returns)
• Merchandise switch-outs.
• Service inventory returned to the customer and loaner merchandise recovered
Note: The delivery checklist serves as the delivery receipt. A hand receipt is not required for
deliveries unless the delivery is C.O.D.
The following outlines the hand-receipt process:

• Managers order receipt books from their respective district manager. There are usually three
books in use at all times (one for each vehicle/driver and one for the store).
• All receipt books should be entered into the store system as type “Store” not “Route.”
This will correct the issues associated with IHC fees being automatically calculated for each
account when a hand receipt number is used to post a payment.
• The “issued to” field should be used to assign accountability for the books (Vehicle 1, Vehicle 2,
Store).
• Employees must return the books to the manager at the end of each day so that they may be
properly secured.
• Explain to all workers that receipt books should be treated as cash. Books not in use should
be secured in a safe or locked drawer.
• Receipts must be properly completed, with all information necessary to properly identify the
transaction. Mark through any blank spaces.
• The store system will track all receipts issued using the High Touch system. To ensure that
outstanding receipts match the system, the receipt number must be used when posting
transactions. In the event that a number was omitted when posting a transaction, the receipt
should be voided in the system with an explanation.
• Payments received during the nightly system backup must be documented on a hand receipt
and then posted to the system immediately, using the receipt number, once the backup is
complete.
• The top copy of a completed receipt goes to the customer. The yellow copy must be attached
to the receipt audit trail for the date of the transaction. The pink copy must remain in the
book. Under no circumstances should this receipt be removed.
• Receipt books must be reviewed by the store manager at the end of each day to ensure that all
transactions were properly posted; the books should then be secured in a safe or locked
drawer.
• Completed books are to be given to the district manager for replacement. District managers
will then verify transactions and discard.
All three copies of a completed receipt not used (cancelled transactions) must remain in the
book and should be voided in the system with an explanation.

Hand Receipt Example
Rental Returns
Bestway customers have the option at every due date to make a payment, pay off their account, or
return the merchandise. Our goal is to assist the customer to ownership.
Although most customers would like to own the product they are renting, some will return it. It is
important that we understand the customers’ reason for the return and ensure that they understand
their options for keeping the merchandise they have chosen for their home. Our customers are our
most valuable asset; we do not want to lose them.
When a customer calls requesting that merchandise be returned, our first question will of course be
“Why?” Arriving at the answer to that question will require that we get to the root of the cause.
Often, the first response regarding why they are returning the product is not the underlying issue.
We must ask probing questions to understand the real reason, and work with our customers to
ensure that we have made every effort to keep their business.
Often a customer is uncomfortable with discussing the reasons for return. We must practice the
four Key Principles of Rental Customer Management and ensure that the customer feels we are
genuine and sincere in wanting to continue to do business with them.
Although it is not possible to “save” every agreement, the following offers suggestions to help
resolve issues that may lead the customer to keep the merchandise. Regardless of the outcome
from your efforts, always thank customers for their business and encourage them to think of
Bestway first for all their future rental needs.
All product returns and alternate payment arrangements must be discussed with the store
manager prior to processing.
1) Were they happy with our product(s) and services? Was there something we did
that caused them to change their mind about the product or program? If either of
these is an issue, we need to correct it immediately.
Reiterate the Bestway guarantee, solve the product or program issue, fix or
replace the merchandise, do whatever needs to be done, within reason. Check
with your store manager as needed. (See “Customer Unhappy with Product or
Services” below.)
2) If the above are not issues, ask if they have replaced or will replace the product?
If they have not, probe further about whether they are comfortable with their
Customer
current payment and due date. (See “Customer Cannot Afford” below.)
No
3) If there is an issue regarding payment or due date and we cannot solve it now,
Longer
try to schedule a redelivery date.
Needs
4) If they have replaced it, remind them of the time purchased on the agreement
Product
and suggest they take advantage of our “Why Lose” program to apply that time
toward another product. Ask them for which product they would like to use the
credit so we can deliver it while we are out on the return.
5) If they have no current needs, remind them that the credit never expires, and let
them know that we will stay in touch and that we want them to think of Bestway
whenever they have a rental need in the future.
1) Is this a long-term or short-term issue? Would they prefer to exercise their EPO?
Can we “down-sell” them an item better suited to their needs or budget?
Customer
2) If short term, review the payment history, and discuss any alternate payment
Cannot
options with the store manager (before discussing with the customer).
Afford
3) If long term, reiterate the “Why Lose” program and ask when they think they
might want it redelivered.
Customer 1) Resolve the problem immediately and retain the customer. Bestway is
Unhappy committed to 100% customer satisfaction.
with 2) Offer a suitable replacement unit with no changes to rate or term.
Product 3) Suggest that the customer “trade up” to a product with additional features and
or benefits or trade down to enable them to afford an “add-on.”
Service 4) This customer must speak to the store manager.
1) Will they remain in your service area? Reiterate the Bestway guarantee.
2) Would they prefer to exercise their EPO?
Customer
3) Determine whether we have a location near the new address, and if we do,
Is Moving
encourage transfer.
Although we make every effort to “refuse to lose” a customer, some customers will return the
product.
The following outlines the procedure for the recovery of merchandise from the customer home and
the process for returning the product to the store as idle inventory.
• Prior to leaving the store, print a “route card” or “field sheet” with all necessary product and
customer information. Ensure that cards are printed for each agreement to be returned.
• Check with your supervisor, and review the P.U.S.H. to determine any other necessary
activities to be completed during this “trip” to ensure efficiency in the daily schedule.

• Ensure recovery of all units for the agreement(s) returned, using techniques to ensure the
safety of property, products, and persons.
• Ensure recovery of all accessories, and place them in the appropriate area upon return.
• Complete a hand receipt to document the transaction. Have the customer sign the receipt, and
provide him with a copy. Thank the customer for his business, and encourage him to allow us
to assist with future needs.
• Upon return to the store, have a coworker verify the products returned. This coworker should
process the return in the store computer, using the receipt number for that transaction, and
initial the receipt. The employee posting the return should not be the person who physically
recovered the product.
• Ensure the use of the proper return code when processing the return in the system. These
codes are essential for use in our marketing programs.
• Group the returned merchandise in the RENT-READY AREA for refurbishment within 48 hours.
How to Print a Field Sheet in High Touch

• PROCEDURE FOR CREATING one or several FIELD SHEETS
• This example shows how to select multiple customers and print all simultaneously
• MAIN MENU
• Select #7 Collection <Enter>
• #1 Collection Activities<Enter>
• I your PIN <Enter>
• Choose option 1-3 <Enter> to select multiple customers for printing
• Choose 4 if you need only a single sheet
• Choose 1 <Enter>
• (F) To filter the list or (S) to pre-(S)elect for printing
• Select “S” <Enter>
• You will see the lower screen change to Pre-Select by line # for printing
• Choose the line number of the first customer for whom you wish to create a field sheet
• By Example Select #2 <Enter>
• You will see the screen change to a format similar to the one shown in the example below
Pre-select for Printing
DOE, JOHN, JANE
Currently pre-selected for printing:

Field Sheet N
Form Letter N
Pick-Up Receipt N
1. Field Sheet
2. Form Letters
3. Pick-Up Receipt
Pre-select for printing; (RETURN) to exit _
Selecting one of the numbers will switch the “N” to a “Y”

Selecting 1 for Field Sheet will change the “N” next to Field Sheet to “Y”; then press <Enter>
Repeat the process for each customer you want to add to this print job
Press <Enter> to exit when you have completed the selection
Select “Q” to quit
All of the preselected customer records will have an “S” next their line number.
Filter: Route: All 08/28/12 Collections List 16:49
Status: All Business for: Tue 08/28/12
Commit Date: All
Begin Due Date: All
Rental/Club/All: All
Days (SORT) P Commitment

PD Float $ Rt customer RA# Due Date M Date/#Calls
1. 19 324.87 01 JONES, TODD W 0999999 Sa 06/02/12 W
2.S 14 269.97 01 SMITH, POLLY/LEO 0999888 Sa 06/09/12 M
3.S 12 406.89 01 LANE ALLAN 0999777 Sa 06/16/12 B
4.S 11 179.98 01 ALLEN, RITA 04122820 Tu 07/03/12 M
Pre-Select by line # for printing _

(RETURN) to exit
Go back to the main menu and select #6 Generate Reports; press <Enter>
#2 Delinquency Reports <Enter>
#6 Field Sheet <Enter>
#1 Pre-Selected Customer Only <Enter>
<Enter> for All Routes
<Enter> to accept the “Y” to Group by Route
Select 1 and <Enter> to Sort by Due Date
<Enter> for # of Customer Comment Lines
Select 1 for Store <Enter> 4 times
Enter 13 to go to the Print Manager <Enter>
There you will find your group of field sheets ready to print.
Safety
Bestway is committed to the safety of all of our employees and customers. Each of us has the
responsibility to assist in providing a clean, safe, enjoyable environment for everyone who enters a
Bestway location. This includes but is not limited to the following:
Workplace Awareness
Be in tune with what is going on around you and in the store at all times. Keep walkways and
aisles clear of obstruction and debris. Be sure that the rear door to the building is closed and
locked at all times. Warehouse all products properly to avoid the possibility of product damage or
employee injury from falling merchandise. When delivering merchandise, ensure that the
environment is safe for both product and workers. Never enter into, or leave products in, an
environment you consider unsafe.
Cash and Security Controls
Practice discretion—do not openly discuss amounts or controls pertaining to cash. Bleed your
cash drawers regularly, keeping no more than $200 in the cash drawer at any time. The rest of the
cash should be kept in a locked drawer in the manager’s office. Keep it locked during busy times
so that it cannot be opened quickly and easily while employees are assisting customers. Limit the
number of people with access to the cash drawer. Daily deposits need to be made as soon as the
store has $3,000.00 to deposit. Often this will entail making more than one deposit for the day.
Deposits need to be made by two people. Be very aware of your surroundings when making the
night deposit drop. If in doubt, leave and return to the store and wait for a more secure time to
make that deposit. Deposits need to be made nightly before going home. Exceptions must be
approved by the corporate office.
BESTWAY Loading and Unloading
Tips for loading and unloading your own Bestway truck are more rules of thumb than exact directions
because every delivery is different with different types of products. However, certain procedures, if
followed, will make the process smoother and keep your items in the same condition at the end of the
delivery as they were in before the delivery started. Understand that the key to efficiently delivering product
is to optimize the use of space in the truck and to minimize the potential for damage to any items. Use the
“E” rail nylon tie straps to help secure the load against the truck walls. Distribute weight evenly from side to
side. Once the truck is loaded, place a box of tools and cleaning supplies at the back of the truck to clean
items after they are unloaded and set in the customer’s home.
Furniture:
When preparing furniture for loading, use furniture pads, doorjamb pads, and rubber
bands. Even if you do not individually wrap each piece before loading, it is critical to
have some type of protection or buffer between furniture pieces. Remember, wood
against wood is never good; it causes damage.
 Do not load the feet of an item directly on top of a finished piece; they will
dent the finish.
 Do not remove the drawers from dressers.
 Do not pack hardware, screws, or parts loose in drawers. Tape them to the piece they go with (on
the back or inside the drawers, rails, or headboards).
 Do not load thin-legged tables on the bottom of the load as a base; they cannot handle the weight.
 Do not load furniture against other furniture or truck walls without proper padding.
 Do not load or unload assembled bed rails; you can prevent damage by taking the time to remove all
hardware and reassemble once in the customer’s home.
Appliances:
When preparing appliances for loading, use furniture pads on all pieces, and strap the furniture against the
truck wall with the “E” logistics nylon strap. When strapping appliances to the truck rails, be aware of
handles, and run the straps through them instead of over the top.
 Do tape electrical cords to backs of appliances, and tape doors shut.
 Do not tip your fridge or freezer on its side; doing so can damage the compressor.
 Do not move a washing machine unless it is completely drained.
Electronics:
When preparing electronics for loading, use furniture pads and shrink wrap on all pieces.
 Do not lay a flat-screen TV on its back or on its screen.
 If delivering in cold weather, don’t plug electronics back in until they are acclimated to room
temperature.
Safe Lifting and Handling

A major contributor to avoiding injuries, particularly to the back, is safe lifting. It takes training to lift
and handle our products correctly for the simple fact that most new employees have never
performed these tasks on a daily basis. Also, you must ensure that your store has the proper tools
for lifting, that the tools are maintained, and that no shortcuts are being taken.
Ladders and Step Ladders

• Do not use ladders with loose rungs, cracked or split side rails, missing rubber footpads, or
other visible damage.
• Do not place a ladder in a passageway or doorway without posting warning signs or cones
that detour pedestrian traffic away from the ladder. Lock the doorway that you are blocking,
and post a sign detour there as well.
• Allow only one person on the ladder at a time.
• Maintain a three-point contact by keeping both hands and one foot or both feet and one
hand on the ladder at all times while climbing up or down.
• When performing work from a ladder, face the ladder and do not lean backward or sideways
from the ladder.
• Do not stand on the top two rungs of any ladder.
• Do not stand on a ladder that wobbles or that leans to the left or right.
• Do not move a rolling ladder while someone is on it.
Do not carry items in your hands while climbing up or down a ladder.
• Do not try to walk a ladder by rocking it. Climb down the ladder, and then move it.
• When storing a ladder, make sure that the good pad is flat on the floor.
Appliance Dolly/Hand Truck

• Tip the ladder slightly forward so that the tongue of the hand truck goes under the load.
• Push the tongue of the hand truck/furniture truck all the way under the load to be moved.
Keep the center of gravity of the load as low as possible by placing heavier objects below
the lighter objects.
• When loading hand/furniture trucks, keep your feet clear of the wheels.
• Push the load in such a way that the weight will be carried by the axle and not the handles.
The operator should only balance and push the load.
• Position the load so that it will not slip, shift, or fall. Use straps, if provided, to secure the
load.
• If your view is obstructed, ask the spotter to assist in guiding the load.
• For extremely bulky items, strap the items to the appliance dolly. Do not walk backward
with the dolly or hand truck unless going up stairs or ramps.
When climbing stairs, keep the loaded dolly or hand truck in front of you so that it can be
controlled at all times.
• Move the dolly or hand truck at a walking pace.
• Do not exceed the manufacture’s load capacity. Read the capacity plate on the hand truck
if you are unsure of the capacity.
Lifting Procedures
• Plan the move before lifting; remove obstructions from your chosen pathway. This is
especially applicable for in-home deliveries.
• Test the weight of the load before lifting by pushing the load along its resting surface.
• If the load is too heavy or bulky, use lifting and carrying aids such as the hand truck or
appliance dolly. Get assistance from a fellow employee when needed.
• When assistance is required to perform a lift, coordinate and communicate your movements
with those of your coworker.
• Position your feet 6 to 12 inches apart, with one foot slightly in front of the other.
• Face the load.
• Bend the knees; do not bend at the back.
• Keep your back straight.
• Get a firm grip on the object with your hands and fingers. Use handles when present.
• Never lift anything if your hands are greasy or wet.
• Wear protective gloves when lifting objects with sharp corners or jagged edges.
• Hold the objects being lifted as close to your body as possible.
• Perform lifting movements smoothly and gradually; do not jerk the load.
• If you must change direction while lifting or carrying the load, pivot your feet and turn your
entire body. Do not twist at the waist when lifting.
• Set objects down in the same manner as you picked them up, but in reverse order.

• Do not lift an object from the floor to a level above your waist in one motion. Set the load
down on a table or bench and then adjust your grip before lifting it higher.
• Use the hand or appliance dolly as the first choice to lift and move objects.
o Keep the hand dolly or furniture dolly in good repair.
o Replace the holding straps as needed.
Section Two
Product Handling and Maintenance
Proper product handling will help to ensure the protection of our products and the safety of our
employees. Proper product maintenance will increase the “life” of our products and thereby
increase our sales and profit opportunities.
Our goal is to care for our products in a manner that provides our customers with merchandise
they will be proud to own.
Product Handling
Bestway provides equipment, including hand carts, dollies, doorjamb pads, furniture pads and tie-
down straps to ensure both product and employee safety. Vehicles are equipped with tie-down
systems to secure products in the back for transport. Take particular care when using tie-down
straps to ensure that the product is properly padded, preventing the possibility of rubbing and
pressure dents.
Because products are different sizes, some product combinations will require a measure of skill
and creativity from the employee to ensure that the merchandise is properly secured. All products
should be properly secured before transport.
Products should be loaded on the vehicle to provide efficiency in the delivery schedule. The last
delivery scheduled should be the first loaded, and so forth.
Do not take shortcuts; ensure your safety and that of the product by using the tools provided. Lift
with your legs (refer to BFF/Crew/ “Safety”). Ask for assistance if the product is very large or
difficult to handle.
Product Preparation
Each store should have a specific area designated for building new products and for the cleaning
and refurbishment of returned merchandise. This area is known as the RENT-READY AREA.
Store stockrooms and warehouses must be appropriately organized, with all parts or pieces to
each unit grouped together to ensure that units are complete, tagged, and rent ready.
Refer to the Touch-Up and Product Care Section for Specific Tips, Tools, and Techniques.
Product Organization and Readiness
Providing our customers with quality products and superior service is our business. To do this
effectively and efficiently, we must work as a team to maintain the organization of the stockroom
and storage areas.

Remember:
Ensure that products are always properly protected, using stretch wrap and furniture pads. Deliver
the unit “wrapped” so that the customer understands our commitment to providing quality new and
pre-rented merchandise.
• In addition to cleaning and refurbishing the product(s) to “like new” condition, the unit must
be properly marked and tagged with the appropriate permanent bar code label and a
product price tag to be considered rent ready.
• “Junk” inventory should remain in the store until charged off in the system.
• All trash or charged off units must be removed from the store and storage facilities. Viable
inventory components are active within the system (such as the remaining pieces of a
stereo for which other components were destroyed to necessitate charge off) should be
clearly marked as “parts.”
• NO inventory should be left in trucks overnight.
The following outlines specifics concerning backroom and storage areas.
Rent-Ready Area Service Area Computer Restore Area
• As outlined in Module 2— • Units awaiting services • Area with monitor,

Designated for all products identified with a repair order keyboard, and mouse to test
returned that wait cleaning and or “partial” tag. and restore all computers
refurbishment (to be completed • Repaired customer units returned.
within 48 hours). identified with “repaired” • CD holder containing
o Refer to the store’s Touch Up tag—Pending return to restoration information and
and Product Care Manual for customer. CDs for all models
specific information regarding Parts and Accessories (operating system and
product refurbishment. software)
o Use “Rug Doctor” to properly • Tool kit (remains in store) o These are necessary for
clean all upholstery. Contains basic tools for returning all pre-rented
product assembly and computers to original
“Rent Ready” Inventory repair. factory settings.
(New and Pre-Rented) • File drawer(s) containing all o All pre-rented
product manuals. Sorted by computers must be
• Organized by product type—All manufacturer. restored to factory
components to complete unit • Organizational system for settings as part of the
“grouped” together storage of remote controls (a “rent ready” process.
• Identified with marker, bar code shoe bag works well) Sorted Off Site Storage
label, and price tag. by manufacturer. (if necessary)
• All products properly protected • Organized “rent-ready” • Must be pre-approved by
(use furniture pads and stretch supplies—See Module 2. the DM
wrap to protect from floor or • Plastic Bins (labeled to • With the possible exception
contact with other units, identify content) to contain of large furniture units
preventing damage, scratches, accessories such as hoses, awaiting repair, store only
etc.) power cords, connectors, “rent-ready” units here.
• Properly spaced to allow for and adapters. • No computers / electronics.
transport and efficient inventory • Organized assortment of • Contents must be “grouped”
verification. fasteners (screws, nails, “L” tagged and organized as
brackets, headboard bolts, are other “rent-ready”
etc.) inventory.
• Must be kept secured at all
times; keys remain at the
store until needed.

Rent Ready 48 Hours
All employees are responsible for placing all returns within this area and then preparing the
merchandise to be 100% operational and ready for rental within 48 hours. If for any reason the
product is not 100% operational, it should be added to the service inventory so the unit can be
repaired or replacement parts can be ordered. Parts ordered or repairs scheduled must take place
within a 48-hour period.
o The product must not go from the customer’s home to our showroom. It must flow through
the “rent ready” area for complete inspection, touch-up, and repair.
o Each unit must be as close to “like new” as possible to realize the full value when re-renting.
Replacement parts (remotes, missing drawers or knobs, covers for cushions) can be ordered from
the manufacturer. Many are provided free. Refer to the store’s service binder for specific
information regarding repair and replacement parts.
Each store is equipped with a touch-up kit, which contains tools and accessories to ensure that the
merchandise is in the best possible condition prior to being displayed on the showroom floor or
rented.
POLICY STATEMENT
 All rental returns must go through the RENT-READY AREA.
 Our assistant manager credit is responsible to ensure that this procedure is followed.
 All items must be cleaned, refurbished, and 100 % operational within 48 hours, or have parts
ordered or service scheduled.
 Merchandise will then be classified into one of these three categories:
1) Rent Ready—Items will go directly to the showroom floor or another part of the stockroom
or warehouse for storage.
2) Retail Sale—Items will be tagged with a retail price tag immediately. These items are not
rentable.
3) Service—Items that are in need of parts or service should be placed into service in High
Touch, tagged, and placed in an area designated for service units.
The RENT READY AREA is to be monitored daily by the store manager.
The RENT READY AREA will have the following:
 One 2-door metal storage cabinet for cleaning supplies

 One 30″ X 96″ carpeted work bench
 One 48″ X 96″ peg board to hang tools on
 One 16-drawer screw bin
 Four Rubbermaid-type 20-gallon bins
 One steam machine to clean upholstery (rug doctor)
 One shop vacuum with hose
 Two 36″ cabinet clamps

 Assorted “C” clamps
 One continuous action sprayer
 One water hose
 One CD ram cleaning kit
 One infrared indicator card
 One box of 2-gallon bags.
To order parts and supplies for the Rent-Ready Area:
1. Go to Bestway Intranet:
2. Click on Documents
3. Click on Service
4. Click on Parts Order Form
5. Click on RES Order Form
Product Care

How to Use Your Touch-up Kit
1. WD-40: Good for removing grease marks and soap buildup, oil squeaky wheels or hinges,
remove sticker.
2. Goof Off or Goo Gone: Gets gum off upholstery, removes stray grease marks, removes soap
buildup, and removes stickers.
3. Old English Touch-up: Use on scratches for wood products or paper laminate products to
cover scratches and dents.
4. Lemon oil: Rub over places that you have touched up with Old English or black marker to
help the touchups soak into the wood. This is also good to use on TV cabinets to give them a
shine; just be sure you do not use so much that it becomes slippery.
5. Black Marks-A-Lot or any black permanent marker: Color any surface that is black to cover
scratches on TV stands, big-screens, black bedrooms, and so forth. To help the marker soak
in, put lemon oil on a rag and rub over where you colored. Rub on black leather furniture
where there are white marks showing; covers nicely.
6. Razor blades with holder: Use to get buildup off the flat top of stoves, extra plastic packaging
off around TV stands, and stickers off objects. Be very careful to not do more damage!
7. Appliance and other touchup paint: Lightly covers scratches, making them less noticeable.
Also on appliances, such paint is less susceptible to rust.
8. Soft-bristle brush: This is great for speaker cover. Brush lights, not snagging the material.
On upholstery, after you spot clean, brush lightly so the fabric does not feel hard or crusty.
9. Nylon thread and curved needles: These can be used to sew up any tears in any upholstery.
The curved needle helps get the thread back to the top.
10. Silicone caulk: This can be used if you have lost the rubber caps for the glass to rest on
squirt a little in the hole and let it set.
11. Soft rags: These are good for dusting, spreading lemon oil, or just cleaning up spills. Be sure
to wash them occasionally; dirt will not clean up dirt.
12. Windex and paper towels: These are good for use with any glass products. Do not use
Windex on any brass products; this will eat the protective coat off and cause the finish to pit.
Also, try to avoid using paper towels on the TV cabinets; some surfaces are rough and will pick
up the lent.
13. Wood glue and clamp: These are for those times when a corner of the finish is peeling up or
breaks off. Apply plenty of glue and let it dry overnight.
14. Small nails and screws: Use these to reattach backs of dressers or nightstands when you
replace tops. These are also handy for reattaching drawer glides and for other minor repairs.
15. Fuzz shaver: This is great for those fabrics that collect balls of fuzz or materials. Turn it on
and rub in circles in the affected area, and it will cut those off for you. Be sure to always keep
extra batteries around!
16. Spray bottle with water and small amount of liquid soap: This is the ideal thing for those
dirt spots on upholstery—including dining room chairs.
General Tips to Make Your Furniture Last Longer
Most furniture should be kept out of direct sunlight. Direct sunlight can cause color fading, fabric
deterioration, and the cracking of wood furniture.
Fabric
All upholstered furniture should be vacuumed frequently to remove surface dust and dirt before it has a
chance to work its way deep into the fiber structure. Dust and dirt can weaken fabrics and shorten their
useful life. If the furniture has removable seat cushions, the deck area (the part of the sofa where the
cushions rest) should also be vacuumed frequently.

Spills should be wiped up immediately. Additional cleaning techniques depend on the type of fabric. A
mixture of 1 part mild liquid soap with 20 parts of water is good for the majority of fabrics. Test it on a piece
of the fabric that is not easily seen before applying it elsewhere.
If your furniture is upholstered in a light color, be it fabric, leather, or vinyl, certain types of clothing
(particularly blue jeans) may easily transfer their dyes to the upholstery, especially if the clothing is wet.
If the seat cushions are removable, they should be reversed every time you vacuum. Depending on the
individual cushion style, you have to “reverse ends” whereby the left-facing cushion gets reversed and
becomes the right-facing cushion. Generally, cushions on sofas and loveseats are not interchangeable with
each other.
Before removing stains, you should check the cleaning code for the fabric in question. Cleaning codes can
be found on the deck under the cushions of the living room or on the catalog sheet. If you have a question
about how to clean a particular item, please contact the appropriate vendor representative.
Pilling (or “fuzz balls”) is a natural occurrence in certain upholstered fabrics and is not considered a defect.
Fabric fluff gets trapped in the fabric as it is woven. In time, it will become dislodged and come to the
surface. Your vacuum will do a great job of removing lent from your furniture. Sometimes however, it
becomes necessary to remove the fuzz balls with a scissors or a clothing shaver.
Leather and Vinyl

The greatest enemy of vinyl-upholstered furniture is body and pet oils that are deposited through normal
use. These oils will cause cracking and hardening of the material, greatly reducing the useful life of the
product. Weekly washing (using a sponge) with a solution of mild household detergent and water or a
leather wipe should remove this harmful substance. Be sure to rinse thoroughly with clear water to remove
traces of the detergent, as this could also be harmful to the material.
There are two main types of leather used in upholstered furniture. The first is a glazed finish that most are
familiar with. It can be cared for similar to the instructions for vinyl upholstered furniture, being careful to not
over water or saturate the surface. The other type of leather used is called Nubuck, or suede. This means
that the leather surface is not smooth and shiny but rather dull and porous. The cleaning of Nubuck should
be left to a professional. We currently do not carry this type of product in our lineup.
Wood
The major enemy of wood furniture is moisture. Never allow liquids of any kind to remain on the wood
surface. Moisture will cause veneer to lift and crack, and solid woods to crack and swell. Also, never use
any cleaner with ammonia; it will chemically attack the finish.
Wood furniture is manufactured to sit level from side to side and front to back. If you have doors that do not
align or close properly, or drawers that bind, try to level the furniture with wood shims or something similar.
If drawers still bind, try coating the drawer slide with a bar soap or candle wax. The best way to preserve
the finish depends on the type of finish you have.
Lacquer-finished furniture can be distinguished by the surface sheen (from dull to shiny) and the fact that
the texture of the wood grain comes through the finish (you can actually feel the graining when you move
your hand over the surface). The wood can be either solid or a veneer (very thin sheets of wood laminated
to apply wood or particleboard). Use a quality furniture polish that contains no silicones and is nonacidic.
The polish will penetrate the finish and nourish the wood. Follow the instructions on the polish container.
Polyurethane-finished furniture can be distinguished by its high gloss finish and a very smooth surface
(almost like a glass finish). Lacquer-finished furniture (primarily sold in white or black) is almost always
actually finished in polyurethane. Since the surface is like glass, no polishes will penetrate the surface to
nourish the wood, so cleaning can be accomplished with a soft, damp cloth. If necessary, use a surface
cleaner that does not contain ammonia. Ammonia will cloud the finish.

There are many types of laminated wood products. One type is a photograph of wood laminated to a
particleboard base. It is then sprayed with lacquer and should be cared for as described in the section on
lacquer finish above. The other type is vinyl, low-pressure laminate, or high-pressure laminate (such as
Formica) that is bonded to a particleboard base. The surface of these laminates is not sprayed with
lacquer; rather, the surface of the laminate is the finished product. The procedure for cleaning this surface
is the same as the one described in the section on polyurethane finish above.
An oiled finished product is one in which an oil-type finish is rubbed directly onto the wood surface with no
other type sealer applied over it. You can distinguish this type of finish by the lack of sheen and the fact
that the grain is exposed. Clean the finish with a penetrating oil such as Watco Satin Oil. You can then
protect the surface with a wood wax or beeswax.
Other Product Tips

When building stereo cabinets, dining chairs, and TV stands, put glue in all the holes where wood dowels
and screws are used. Do not glue cam locks.
Keep dryer sheets in your refrigerators and freezers to keep the moisture down so they do not mildew; it
makes them smell good, too! If a refrigerator or freezer is really dirty when you pick it up, stop by the car
wash and spray it out. Doing so will save time and paper towels.
Computer payouts will go if you have your licenses, disk and other paperwork organized in an expandable
folder by item number or serial number. This way when a customer pays out the computer, you can give
them the bundle of papers to go with it.
Touch-up and Repair Procedures
PROBLEM: Scratches on wood products (solid wood, laminate, and veneer)
 OPTION 1: Cover up scratches using Mohawk touch-up markers and crayons
• MATERIALS NEEDED: Mohawk touch-up markers and crayons, box cutter, mineral
spirits, and soft cloth; cigarette lighter (optional); spray lacquer (optional)
• STEPS:
1. For deep scratches, cut off a small section from the appropriate crayon. On the smooth
surface, use your index finger to rub the crayon piece into the scratched area. The
friction of this action will cause the crayon to melt down into the scratch. (For uneven
surfaces, you might want to use the cigarette lighter to melt the crayon piece down into
the scratched area.) Then use the touch-up markers over the crayon to blend the crayon
with the wood grain of the item.
2. For light scratches, use touch-up markers to fill in the scratched area.
3. Pour a small amount of mineral spirits onto a soft cloth. Gently rub the cloth over the
affected area. (Note: Rubbing too hard will remove the crayon or marker.)
4. Optional: Spray the touched-up area with lacquer to seal it.
 OPTION 2: Cover up scratches using Old English Scratch Remover
• MATERIALS NEEDED: Old English Scratch Remover for dark wood and soft cloth.
(Note: The dark wood formula may be used on both light and dark wood products.)
• STEPS:
1. For light scratches, pour a small amount of Old English Scratch Remover onto a soft
cloth.
2. Rub the cloth over the surface of the item to cover the scratches.

PROBLEM: Switch on lamp no longer works
 OPTION 1: Replace switch
• MATERIALS NEEDED: New socket with switch and screwdriver

• STEPS:
1. ENSURE THE LAMP IS UNPLUGGED.
2. On lamp socket, press thumb where indicated by the word “PRESS.”
3. Pull off socket and cardboard tube.
4. Remove the two screws and then the switch.
5. Insert the new socket with switch.
6. Attach wires back to the two screws and screw in.
7. Replace cardboard tube and socket covering.
PROBLEM: Lamp cord is broken

 OPTION 1: Replace cord
• MATERIALS NEEDED: New cord, string, box cutter and screwdriver

• STEPS:
1. ENSURE THAT THE LAMP IS UNPLUGGED.
2. On lamp socket, press thumb where indicated by the word “PRESS.”
3. Pull off socket and cardboard tube.
4. Remove the two screws and then the switch.
5. Untie the knot in the cord.
6. Attach a string to the top of the cord.
7. Cut the felt base covering from the bottom of the lamp
8. Untie the old cord from the string.
9. From the bottom of the lamp, pull the cord from the lamp (Note: The string should be
long enough to hang out both ends of the lamp when the power cord is removed from
the lamp. This string will allow you to fish the new power cord back through the base of
the lamp.)
10. From the top of the lamp, pull the string until the new cord appears out the top of the
lamp.
11. Retie a knot in the cord.
12. Insert the socket with the switch.
13. Attach the cord wires back to the two screws and screw in.
14. Replace cardboard tube and socket covering.
PROBLEM: Mechanism in recliner will no longer recline properly

 OPTION 1: Replace recliner mechanism
• MATERIALS NEEDED: Vendor Replacement Parts Order Form, new mechanism, and
screwdriver
• STEPS:
1. Fax the completed replacement parts order form for the new mechanism.
2. Once the new mechanism arrives, turn the recliner upside down. Remove the screws
holding the old mechanism in place (four screws hold the mechanism to the base of the
recliner, one screw holds the side lever, four screws hold the ottoman, and, depending
on the model, two screws may attach at the mid-ottoman).
3. Remove the old mechanism and insert the new mechanism.
4. Attach the new mechanism using the screws removed in Step 2 above.

PROBLEM: Recliner ottoman either will not stay down or will jerk upward when engaged
 OPTION 1: Adjust tension on ottoman springs
• MATERIALS NEEDED: None

• STEPS:
1. Turn the recliner upside down.
2. On each end of the ottoman, a spring will be attached to the recliner’s base in one of
three holes. Adjust the tension by moving the springs on both sides to the same
corresponding hole. (For example, if both springs are attached in the top position holes,
move both springs to the middle-position holes. If the tension is still not correct, move
both springs to the bottom-position holes.)
PROBLEM: Dinette seat cushions are torn or stained

 OPTION 1: Replace whole seat cushion
• MATERIALS NEEDED: Replacement Parts Order Form; screwdriver

• STEPS:
1. Fax the completed replacement parts order form for the new seat cushion.
2. Once the new seat cushion arrives, turn the chair upside down.
3. Remove the four screws where the seat cushion is attached to the base of the chair.
4. Remove the old seat cushion and insert the new seat cushion.
5. Replace the four screws removed in Step 3 above.
 OPTION 2: Recover the seat cushion on dining chairs
• MATERIALS NEEDED: Piece of material cut to size to cover existing seat cushion (do not
use prints with lines) and staple gun with staples
• STEPS:
1. Turn the chair upside down.
2. Remove the four screws where the seat cushion is attached to the base of the chair.
3. Remove the seat cushion.
4. Place the material face down on the table. Place the seat cushion face down on the
material.
5. Pull the material around the seat cushion and staple together. (Be sure to leave the
holes for the screws uncovered.)
6. Place the seat cushion back on the base of the chair.
7. Replace the four screws removed in Step 2 above.
PROBLEM: Fabric is torn on sofa, loveseat, recliner, or accent pillows

 OPTION 1: Sew the fabric back together
• MATERIALS NEEDED: curved needle, 6 lb. fishing line, and scissors
• STEPS:
1. Thread the curved needle with the fishing line.
2. Using a blind stitch, sew the fabric that is torn back together. (Note: The blind stitch will
cause the fishing line to be on the underside of the fabric when crossing over the torn
area of the fabric. You achieve this result by entering the fabric on the side where your
needle just exited.)
3. Tie off the end of the line.
4. Cut off any excess fishing line on the end.

PROBLEM: Missing glass pads for coffee and end tables or dinette tables
 OPTION 1: Order replacements.
• MATERIALS NEEDED: Replacement Parts Order Form

• STEPS:
1. Fax the completed replacement parts order form for the glass pads.
2. Once the glass pads arrive, replace them in the table as needed.
3. Place the glass top on the table.
 OPTION 2: Substitute mini-suction cups
• MATERIALS NEEDED: Self-adhesive bumpers (purchased from Home Depot or Lowes—

12 for less than $2.00)
• STEPS:
1. Remove bumper from sheet
2. Stick to frame of table
3. Place the glass top on the table
Bestway Service Process
The following outlines the necessary practices and procedures to provide for the efficient
processing, auditing, and follow-up of service inventory.
When a customer calls to report a service issue:

1) Get a detailed description of the service issue, and make every effort to resolve it over
the phone. Involve more experienced coworkers when necessary.
2) If the issue cannot be resolved over the phone, schedule a service call to the customer
home. Notate this information on the P.U.S.H., and make it a priority.
3) Be prepared at the time of the service call for the possibility that the rental unit cannot be
repaired in the customer home. Check the rental agreement, and communicate with the
customer to determine the best course of action—possibly providing a “loaner” or
replacing the unit.
Replacing the Unit
If the agreement has been active for 30 days or less, it is probably better to replace (switch out) the
unit rather than provide a loaner. We want our customers to feel good about the product they are
renting, and it might be hard for them to feel good about continuing to rent a product that needs
repair so soon.
Communicate with the customer to ensure that this is the option he desires if the unit cannot be
repaired at the time of the service call.
If she would prefer to have the same unit returned to her once it is repaired, process a loaner as
outlined.
The system provides a “switch-out” function that will execute the replacement. The Computer
Operations section outlines how to post a product switch-out.
When selecting the replacement, keep the following in mind:

 Replacement units must match the unit on rent as closely as possible in the following
four areas in order for rental rates and terms to remain the same.
Remaining Value
Age Model Condition
(within $50)
 A replacement unit that requires changes to the rate or term of the original agreement must be
approved by the customer prior to delivery.
Once the replacement is selected and there is no change to rate or term:
 Test the unit before delivery. Few things are more frustrating (or appear more unprofessional)
than the delivery of another unit that does not work properly.
 Complete a hand receipt, documenting all information for the product to be delivered. Do not
post the switch-out in the system at this time.
 Prepare any necessary accessories (tools, product manuals, batteries) and load the product.
 Upon arrival at the customer home, ask again for a detailed description of the problem; then
perform any necessary testing to determine whether the product can be fixed in the customer’s
home.
If the rental unit was repaired in the customer’s home:

 Unload the “replacement” unit upon return to the store.
 Ensure that the hand receipt is voided in the system. All three copies must remain in the receipt
book.
If the unit cannot be repaired:

 Retrieve any accessories (remotes, etc.) for the unit being returned, and then load the unit onto
the vehicle and unload the replacement unit.
 Complete the delivery process by installing the product and ensuring that the customer
understands its operation. Ensure that all accessories (remotes, etc.) are delivered.
 Document the information for the unit to be returned, on the SAME HAND RECEIPT where you
have documented the information for the replacement unit.
 Review the hand receipt with the customer and have her sign to verify the switch-out. Leave her
with a copy of the receipt.
Upon return to the store:

 Unload the unit returned, and immediately post the switch-out to the system. Use the hand
receipt number as the “document number” when posting this transaction.
 Place the store copy of the hand receipt in the manager’s inbox. Once reviewed the following
morning, the store manager must immediately attach any switch-out receipts to the
corresponding agreements in the customer file.
 Once the switch-out is posted, process the unit returned as service inventory. Ensure that the
unit is properly tagged and organized in the area of your store designated for service units.
Secure all accessories.
In the event that a customer has requested a replacement unit with a different rate or term:
 Process the “replacement” unit as a NEW AGREEMENT but do not post-delivery; the agreement
must remain pending until after the service call.
 Test and load the replacement unit, checking for all necessary tools and accessories.
 Test the customer unit upon arrival. If it cannot be repaired, retrieve accessories, load onto the
vehicle, and execute delivery of the replacement.
 Ensure that the customer understands the terms of the new agreement and the operation of the
new merchandise. Have the customer sign the new agreement. Collect any payment due.

 Complete a hand receipt to document the product return and any payment received. Provide the
customer with a copy of the receipt and the new agreement.
 Ensure that the customer completes the new DELIVERY CHECKLIST.
Upon return to the store:

 Unload the unit returned from the vehicle to the service area; but do not post a return at this
time.
 Immediately access the customer’s rental payment screen to properly process the receipt. Note:
The following steps are critical to ensuring that the customer’s rental payment is properly
credited.
 Remember to include the hand receipt number.
 Press “Z” to clear.
 Select the agreement for the unit returned. Press “C” to change the time purchased.
 Reverse the time purchased on this account to make the rental payment due today. This will
produce a negative $ receipt. (Example: If a customer receives replacement on Tuesday and
payment is not due until Saturday, subtract four days, making the payment due on Tuesday.)
 Do not file the receipt at this time.
 Select the new agreement. Press “C” to change the time purchased.
 Increase the time purchased to make the rental payment due on the next desired due date.
(Using the example above, we would add four days, making it due on Saturday.)
 If the rental rate is higher for the new agreement, a balance due will be identified after completing
the steps above. This should equal the amount collected from the customer.
 Add the payment to the cash drawer, and file the receipt.
 Attach the payment receipt(s) to the new agreement and place them in the manager’s inbox for
review and filing.
Note: You can also use the steps above to determine the amount due at the time of delivery
(C.O.D.). Once the amount due is identified, press “Q” to quit. Never file the receipt prior to
delivery and collection of the payment.
Once payment is properly credited and the due date is correct:

 Process the return in the system using the hand receipt number.
 Process the unit returned as service inventory. Ensure that the unit is properly tagged and
organized in the area of your store designated for service units.
Loaners
One of the benefits of doing business with Bestway is our loaner program. As part of our rental
agreement, we provide a loaner unit if the customer’s rental unit must be removed from the home
for repair.
Five rules must be considered when choosing an appropriate loaner unit:

1. All loaner units must be of lesser remaining cost than the unit on rent.
2. The loaner unit must also have a lower rental rate than the customer’s rental unit.
3. Loaner units should not be new or a step up from the unit on rent.
4. Loaner units must be tested prior to delivery. Few things are more frustrating (or appear
more unprofessional) than the delivery of another unit that does not work properly.
5. Always choose a loaner that is not as nice as the unit they are renting to ensure they are
anxious to get theirs returned.

Once an appropriate “loaner” unit is identified:
 Process the loaner agreement. When prompted, include the stock number of the unit being
serviced.
 This will “tie” the loaner unit to the unit in service, ensuring that all loaner agreements match
customer Units In Service.
 Leave the loaner agreement pending until after the unit is delivered. Prepare any necessary
accessories (tools, product manuals, batteries) and load the product to arrive at the scheduled
time.
 Upon arrival at the customer home, ask again for a detailed description of the problem, and then
perform any necessary testing to determine whether the product can be fixed in the customer’s
home.
If the rental unit is repaired in the customer’s home:

 Unload the loaner unit upon return to the store.
 Ensure that the loaner agreement is voided in the system. It can be discarded.
 Store Manager should contact customer to ensure that they are satisfied with the service they
received and that the product is working properly.
If the rental unit must be sent to a service vendor for repair:

 Load it onto the vehicle and unload the loaner unit.
 Complete a hand receipt to document the inventory movement. Ensure that the person
accepting the delivery signs the receipt.
 Complete the loaner delivery process by installing the product and ensuring that the customer
understands its operation.
 Review the loaner agreement with the customer and have him sign.
If the loaner unit was delivered:

 Upon return to the store, unload the unit for repair and place it in the service area.
 Access the customer’s rental payment screen and “activate” the loaner by posting a $0 receipt.
 Remember to use the hand receipt number when posting the receipt to the system.
 Place the loaner agreement in TAB 3 of the SERVICE BINDER.
 Ensure that the unit to be serviced is appropriately processed, tagged, and organized in the
service area.
It is critical that we return the customer’s rental unit as soon as possible after repair; the
Bestway standard is within 7 days.
They have carefully selected a product for their home and must now settle for a loaner;
also, we have a piece of rentable idle inventory on loan that is subject to wear and tear but
does not depreciate in value because no rental revenue is applied toward it.
Units to Service
Any product (both idle and customer units) needing repair or replacement parts must be
processed TO SERVICE in the High Touch system.
Units in need of off-site repairs should be sent only to authorize service vendors. Information
regarding approved vendors can be obtained by contacting the corporate office, and should be
maintained in TAB 5 of the store’s service binder.
 Process service units as soon as the unit is in your store, ready to be sent to service,
even if your service vendor is not scheduled to be at the store until a later date. We do
this for the following reasons:
 Allow for the proper tracking of customer units.
 Ensure we will not rent an idle unit to someone when it is in need of repair.
 Increase our efficiency when the service rep arrives.
 Provide a “sense of urgency” to get repairs completed.
 Whenever possible, test the unit before sending it for service; we might be able to repair it in-
store instead of sending it to a service vendor.
When adding the unit to service:

 Identify the unit’s “DATE FIRST RENTED,” and utilize the information from the store’s
VENDOR SERVICE INFORMATION BINDER to determine whether the repair and parts will
be covered under warranty.
 Provide as much information as possible when entering the problem description.
 Include the unit’s REMAINING COST and any warranty information. Use the memo
lines as necessary.
 Print the repair order from the system using a two-part receipt paper.
 Attach the repair order to the unit to be repaired.
 If the unit will be sent off-site for repair, complete all applicable information on a shuttle
sheet and place it in the front pocket of the service binder. This will identify all units that
need to go to service and ensure efficiency once the driver arrives.
 The top copy of repair orders for units being serviced in the store should be placed in TAB
2 of the binder, to await parts or repair.
When the service vendor arrives:

 The person in charge of the store that day should retrieve the service binder and pull the
shuttle sheet to identify all units to be sent for service.
 The service rep must print and sign her name on the repair order of all units to be taken.
The employee must also print and sign his name on these repair orders. The top copy of
the repair order will be placed in the service binder as outlined below. The bottom copy
goes with the unit.
 Once satisfied that everything needing to go to service is properly identified, documented,
and loaded onto the transport vehicle, the service rep and the Bestway employee must
initial the shuttle sheet for verification where indicated.
 Make a copy of the shuttle sheet for the driver.
 Attach the top copy of all repair orders to the corresponding shuttle sheet and place in
TAB 1 of the service binder. Remember, the service rep-receiving units for repair and the
Bestway employee involved must print and sign these copies.
Note: Non-inventory units (paid-out units, monitor to computer, etc.) must also be processed as
active service inventory in the system. Choose (N) instead of entering the stock number, describe
the unit and identify the serial number, then proceed as above. Use the repair order number to
remove the unit from service. Make sure to enter the Customer’s name on paid out units on the
memo line.
Units from Service
Units repaired in the store must be removed from service on the date the repair is completed.
 Remove the corresponding repair order from TAB 2 of the Service Binder.
 Remove the unit(s) from service in the High Touch system. Using the information from the
parts invoice or repair bill, provide a brief description of the problem repaired, as well
as the itemized cost incurred for the repair, to create an accurate service history.
 Place the parts invoice or repair bill in the manager’s inbox. It is the responsibility of the
store manager to review the information for all units returned and to document the expense
on the store’s profit log. Once reviewed and logged, repair bills or invoices must be kept in
the P&L Review file. Once inventory is verified, corresponding repair orders can be
destroyed.
Once units returned are removed from service

 Complete a “Repaired, Take Back to Customer” tag and attach to all customer units
removed from service, to properly identify and draw attention to them. Ensure that these
units are placed in the appropriate area.
 Identify partial items returned and place them with the rest of the unit. Remove partial tags
and move the unit to the rent-ready /customer return area.
 Contact customers to arrange for return of their unit and for return of any loaner, if
applicable. Include this information on the appropriate daily P.U.S.H. Returns should be
worked immediately and as often as needed. Make every effort to return customer units
within 7 days of the repair.
 Clean and tag all idle inventory returned from service so that it is rent ready.
Units repaired off-site must be removed from service on the date the unit is returned from the
service vendor.
When the service rep arrives:

 The person in charge of the store that day should retrieve the service binder and go with
the driver to assist in unloading the vehicle. As the units come off the truck, identify
them by matching the information from the shuttle sheet(s) to that on the repair order
attached to the unit. This will ensure that all units received belong to your store.
 Verify that everything on the delivery receipt and repair bill has been taken off the service
vendor vehicle. Notate any issues on both copies of the receipt (driver copy and store
copy).
 Both the service rep and the Bestway employee must sign the delivery invoice or
repair bill for each unit, to acknowledge delivery and receipt of the items.
 Both parties must also print and sign their names where indicated on the appropriate
shuttle sheet.
Once units returned are properly documented and the service rep has left:
 Highlight the corresponding information on the shuttle sheet(s) for each product returned to
indicate it has been received. You may not receive all items from a shuttle sheet back at the
same time. Highlighting the information of delivered items lets us know that some items on that
sheet are still in service so that we can follow up.
 Remove the repair orders for the returned units (highlighted ones) that are attached to the
shuttle sheet. Shuttle sheets and repair orders for units not yet returned should be placed
back in TAB 1 of the binder.
 Remove the units from service in the High Touch system. Using the information from the repair
bill, provide a brief description of the problem repaired, as well as the itemized cost
incurred for the repair, to create an accurate service history.
 Place the REPAIR BILL in the manager’s inbox.
Once all units returned are removed from service

 Complete the process as outlined above in the information for processing units repaired in the
store. Once inventory is verified, corresponding repair orders and completed shuttle sheets can
be destroyed.
Any idle inventory unit not rent ready due to parts or service issues must be processed in the
system as active service inventory immediately once the issue is identified. Units on rent must be
processed as active service inventory as soon as the unit is received at the store for repair.
ALL service items in the store awaiting repair, replacement parts, and returns to a customer should
be properly tagged with the repair order in a designated area or section of the backroom; they
should not be scattered all over.
There should never be an item in need of parts or service on the showroom display.
Vendor Service Information Binder
This binder contains the necessary forms and information for processing damages, returns, and
shortages for all products from all inventory vendors (by brand and product type).
Shipping overages or shortages must be reported immediately to the purchasing department.
Contact information for each service representative, as well as information concerning product
warranty, return policies, and replacement parts for each product, is available in the binder to
provide assistance when dealing with these issues.
This information should be reviewed prior to processing all service inventory to ensure that all
options for efficient and cost-effective repair are explored. Inventory vendors sometimes provide
service or replacement parts for their products at a reduced rate or free of charge. Warranties vary
by product.
Inventory vendors can sometimes send parts or information directly to the store to assist us with
long-term service issues or parts availability problems reported by our service vendors.
Revised information, sent from the corporate office, should be communicated to all employees as it
is received, then maintained in the appropriate section of the binder. Old information should be
discarded.
Completed parts order forms, return authorizations, and so forth should be placed in TAB 4 of the
service binder to document the status of these units; all affected units must be processed as
service inventory.
Product Concern Form
Feedback from the stores is essential to ensuring that we provide our customers with products of
superior quality and excellent artisanship.
This form, included in this binder, should be completed to report service issues that appear to
indicate a problem with the quality of a particular product once it has been rented (fabrics showing
excessive wear during a short period, fuzzy picture on the same model TV, recurring service
problems, etc.).
This information is critical to ensuring that the purchasing department is aware of and can respond
to these issues. This will assist them in determining which products to purchase and can involve
them in efforts to receive “credit” or replacement units for products deemed defective.

Complete these forms whenever necessary, and fax the information to the purchasing department.
Completing the form cannot be considered an alternative to processing the unit as service
inventory; if the unit cannot be rented in its current condition, it must be processed in the system as
active service inventory.
Once forwarded to the purchasing department, keep these completed forms in the appropriate
product section of this binder.
Product Concern Form Example
Response for Product Concerns
Your feedback is vital to making sure we are giving our customers the highest quality goods they deserve,
including excellent artisanship. If you are having any problems—and especially, any recurring problems—
please let us know as soon as possible. This will help to promote timely service and ultimately make
happier customers. Please email the inventory purchasing department.
STORE #:
MODEL BRAND
ITEM #
DETAILED DESCRIPTION OF PROBLEM:
Service Binder
This binder is designed for use in tracking all active service and loaner inventory. The following
outlines the binder’s content and usage. The binder has an inside front pocket and is divided into
five sections:
 Inside cover pocket – units waiting to go to service
This pocket must contain the completed shuttle sheets for all items waiting to be picked up by the
service vendor for repair. A copy of the shuttle sheet is provided on the following page.

Shuttle Sheets
As units to be repaired off-site are put to service in the system, the shuttle sheet is completed to
identify the unit to be sent and where it will be serviced. This practice will increase efficiency when
the service rep arrives for pickup.
Once the service representative arrives and merchandise is loaded onto the truck, the service
representative and the Bestway employee assisting must initial where indicated.
Once merchandise is returned, both parties must print and sign the shuttle sheet to verify.
 TAB 1—UNITS IN SERVICE

This section should contain all shuttle sheets with attached repair orders for all units currently at
a service vendor.
Repair Orders
Both copies of the repair order printed from the system when the unit is put to service must be
attached immediately to the corresponding unit.
Once the service representative arrives, she must print and sign her name on the repair orders
for the units to be taken for repair. The Bestway employee involved must also print and sign his
name on these.
The top copy of the repair order is then attached to the corresponding shuttle sheet and placed
in TAB 1 of the binder. The bottom copy remains with the unit to identify the problem.
Units In Service Report

All inventory must be audited on Monday, Wednesday, and Friday of each week; this includes all
Units In Service. A “Units In Service” report must be generated from the system to audit this
inventory as outlined in the service inventory auditing procedure. Store managers must personally
perform the inventory verification on Friday, preparing information for discussion with the district
manager on Monday.
All items in service 14 days or longer must be documented on the report as to their current status
and expected return.
Verified Units In Service reports must be kept on file in the binder for the current week and the
previous three weeks. Other reports can be destroyed.
The Bestway standard is to ensure that all units are repaired and removed from service within 30
days.
 TAB 2—UNITS IN STORE

This section would be used if a service company were going to fix a unit in your store rather than
taking it to their shop, or if it is a unit awaiting a part for in-store repair.
The top copy of the repair order must be placed in this section without a shuttle sheet. The
bottom copy remains attached to the unit.
Verify, and follow up on these units as all others in service.

 TAB 3—UNITS ON LOAN
This section must contain the following information for all loaner inventory. The Computer
Operations section outlines how to process loaner agreements.
ALL CURRENT LOANER AGREEMENTS

Once the delivery of a loaner unit has been properly processed, (agreement, delivery, and “zero
receipt”) the signed agreement is placed in this section of the service binder.
Once the loaner is returned from the customer and we have verified that it is the correct unit, return
the unit in the High Touch system.
Then, remove the loaner agreement from the binder and destroy it. The information is in the
computer if we need it for anything in the future.
INVENTORY STATUS REPORT—LOANER INVENTORY

All inventory must be audited on Monday, Wednesday, and Friday of each week; this includes all
loaner inventory. A loaner inventory status report must be generated from the system to audit this
inventory as outlined in the loaner inventory auditing procedure. Store managers must personally
perform the inventory verification on Friday, preparing information for discussion with the district
manager on Monday.
All units on loan 14 days or more must be documented on the report as to their current status and
expected return. Remember, these are store idle items.
Verified Units In Service reports must be kept on file in the binder for the current week and the
previous three weeks. Other reports can be destroyed.
The Bestway standard is to ensure that no loaner units are active beyond 30 days and that loaner
units are recovered within 7 days of the repair of the customer unit.
 TAB 4—PARTS ON ORDER

This section must contain copies of the completed forms for any and all parts that are currently on
order for any idle or customer unit.
Remote orders, appliance parts, owner’s manual—anything related to a part needed to make a unit
rentable or to satisfy a customer request, including any order forms from the vendor service
information binder used to order parts—must be maintained on file in this section.
All orders for parts must be pre-approved by the store manager.
Follow up on parts orders weekly. Contact the purchasing department regarding any replacement
parts ordered that are not received within 30 days; some vendors will replace the product if they
cannot provide parts in a timely manner.
Once parts are received, the unit is removed from service (if applicable). The order form is then
attached to the invoice and placed in the manager’s inbox.
The store manager will then record the expense information, where applicable, and retain this
information in the store’s P&L Review File.
 TAB 5—FORMS
To ensure that repairs and supplies are obtained efficiently and economically approved, product
supply-and-repair vendors are designated by the corporate office.
This section should include a list of the approved repair vendors in your area, as well as forms and
information for ordering supplies and accessories from approved supply vendors (batteries,
remotes, appliance cords, etc.).
This section should also contain copies of all blank forms used in the service process, and any
parts and accessory catalogs supplied by approved parts and accessory vendors. In addition to
the shuttle sheet, these forms include the following:
PARTIAL TAG
These must be used to identify incomplete units. Example: a computer, whose monitor is on loan
to a customer or is at a service vendor while the rest of item is in the store. The same applies with
a piece of a stereo being on loan or in service.
It is important that we properly identify and group these units to ensure that inventory is complete
when returned from service or loan, and that parts to active inventory are not considered “extra”
and sold or used to complete other units.
 Identify and tag the units accordingly, and verify every time an inventory audit is performed
(manual or scanned). There are spaces on the form where you can note whether a part of the
item is on loan or if the remainder of the unit is at an off-site vendor for repair, and spaces to list
the current status of those units.
 Remember to follow up on the “orders” of the parts or components to ensure we have actually
ordered them, and follow up on the status of the service pieces so we can estimate the time of
arrival.
 A copy of this tag is provided on one of the following pages.
Repaired Tag
These must be used to identify units that have been repaired and are ready to go back to the
customer who is currently renting that unit.
 There is a place to note the date it was returned to the store from service, the item number, the
customer’s name, whether he has a loaner, and any other status information. This should
make repair tags easy to identify and draw attention to the urgency of getting these handled.
 These units should be worked immediately, and as often as necessary, to ensure prompt
return to the customer. Make every effort to ensure that the unit is returned to customer and
that the loaner is recovered (if applicable) within 7 days.
 A copy of this tag is provided on one of the following pages.
Note: You can copy “partial” and “repaired” tags on colored paper to make them highly visible and
bring attention to them for follow-up.

Partial Unit Tag
PARTIAL
UNIT
Date:
Item:
Stock # _
Serial #
Customer: _
Is Part of This Unit on Loan? Yes No

(Circle One)
Is Part of This Unit in Service? Yes No

(Circle One)
Additional Information: Give Detailed Description of Missing Pieces or
Customer Issue

Repaired/Return to customer Tag
REPAIRED
Return to Customer
Date from Service:
Item:
Stock #
Customer:
Does Customer Have Loaner? Yes No

(Circle One)
Additional Information:

Repair Estimates
Service vendors are required to send a product estimate sheet to the store for manager
approval if they anticipate that any repair expense will exceed authorization limits. (Refer to the
individual Approved Vendor Information Forms for your store for this amount.)
A copy of this form is provided on one of the following pages.(where can they find estimate
sheet?)
If a response to the estimate is not received in a timely manner, the service vendor will forward
the request to the district manager for approval.
When making the decision to approve or refuse the estimate, the following factors must be
carefully considered:
 The unit’s age—Is this an older unit that has lived its natural life? Is it obsolete?
Remember; appliances generally have a longer “life expectancy” than electronics.
 The unit’s condition—Is this a desirable rental unit? Would it be more advantageous to
use as parts for like units or to sell parts of the unit to offset any loss? (Examples:
speakers to irreparable stereo or home theater, chest and nightstand from a bedroom
group for which headboard, dresser and mirror were destroyed)
 The unit’s remaining value—Will a high service expense (close or equal to the remaining
value) add to its value and rentable life? How many times has it been rented?
 The service history of the unit—Is this a recurring problem? Can we receive assistance
from the product vendor that supplied the product or the service vendor that last “repaired”
the issue? Does this unit have a history of various service problems?
 The unit’s rental status—Is this a unit on rent? How long has the customer had the unit?
Do we have a replacement unit available to satisfy both parties? What will it cost to
replace the unit?
Once the decision is made, the estimate sheet must be completed and returned to the
service vendor to authorize the repair.
If the estimate is approved:
 Complete the form and return to the service vendor, authorizing the repair.
 Attach the completed estimate form to the store’s copy of the repair order and return to
TAB 1 of the service binder.
If the estimate is declined (refused):
 The service vendor will forward all declined estimates to the respective district manager.
 The district manager will communicate with the store manager to ensure that all options
have been explored and determine whether the unit requires a second opinion or will be
processed as irreparable inventory.
If the decision is made to refuse the estimate and send the unit to another service vendor or seek
additional assistance from the product vendor:
 Return the form to decline the estimate. In the “additional comments” section of the
estimate form, ask the vendor to return the unit as is.
 Once the unit is received from the vendor, immediately process the unit from service:
 Identify the amount of the repair estimate on the memo line before removing
the unit from service (example: repair est. $262 refused). This information will
appear in the unit’s service history and will be valuable should you need to make
additional decisions regarding the repair of this unit in the future.
 Also remember to include any costs incurred for the estimate.

 Immediately place the unit back into service:
 Process the unit to service at the new service vendor, or as a unit in service in the
store awaiting product vendor assistance.
 Remove and destroy the “old” repair order and place a copy of the “new” repair order on
the service unit.
 Attach the “refused estimate” to the corresponding shuttle sheet and place it in the front
pocket of the sales binder, or attach it to the corresponding repair order and file in TAB 2
(whichever is applicable).
If the estimate is refused and the unit will not be repaired:
 The service vendor will complete an Irreparable Unit—Service Notification form for the unit
and forward a copy to the respective district manager.
 Process as an irreparable (junk) unit as outlined below.
Irreparable Units
Service vendors are required to send a SERVICE NOTIFICATION—IRREPARABLE UNIT form to

the store and the district manager as notification that a unit has been deemed beyond repair.
A copy of this form is provided on one of the following pages.
The district manager will then communicate with the store manager and determine how to
proceed.
Once the decision is made, the confirmation section of the form is completed by the district
manager and returned to the service vendor.
The district manager must also forward a completed copy of the form to the store; this
copy will include the date that the unit is scheduled for charge off.
Procedures for processing irreparable units that are idle are as follows:
If the unit is accepted as irreparable and will remain with the vendor for parts:
 Do not remove the unit from active service inventory. It must remain in service, at this
vendor location, until charged off. The unit is now considered “junk” inventory and must be
charged off as such by the district manager on the first business day of the next month.
(example: unit irreparable 5/16—scheduled for charge off 6/1)
 Attach the completed confirmation form received from the district manager to the copy of
the repair order located in the service binder.
If a replacement unit will be ordered by the vendor:
 Do not remove the unit from active service inventory. It must remain in service, at this
vendor location, until the replacement is received. Attach the completed confirmation form
received from the district manager to the copy of the repair order located in the service
binder.
 Once the replacement unit is received, communicate changes in serial #, model#, and so
forth to the district manager so that the unit can be properly updated in the system.
 Remove the unit from service (identifying any costs incurred for the replacement) and
appropriately identify it with a bar code label.

If the unit will be returned to the store from the vendor “as is” and will not be repaired:
 Leave the unit in service until it is physically received at the store from the vendor.
 Once the unit is received, immediately process the unit from service; remember to include
any costs incurred and note the amount of the estimate declined.
 Immediately place the unit back “in service” and process as an “in-store” repair.
 When adding this unit back to service, include the information that the unit is
awaiting charge off, the remaining value of the unit, and the date the charge off
is planned.
 Let your district manager know about the unit needing to be coded for IRR.
 Ensure that the unit is properly tagged with the new repair order.
 Place a copy of the new repair order in TAB 2 of the binder.
If the decision has been made to send the unit to another service vendor :
 Immediately return the unit to service; identifying the “new” service vendor, replacing the
repair order on the unit, and updating the paperwork in the service binder.
If you will contact the product vendor directly for assistance:
 Immediately return the unit to service as an in-store repair; replacing the repair order on the
unit and updating the paperwork in the service binder.
Unless otherwise approved by the respective regional vice president, these units must be
resolved within 30 days of this “second” date to service (Repair, Cash Sale, Charge Off).
If the unit identified as irreparable is on rent:
 Locate a suitable replacement for the customer (same age/remaining value). The loaner
unit might be a good choice; check the information.
 Contact the customer and inform him of the issue. Ask him to come in to view and approve
the replacement (if applicable).
 Deliver the replacement to the customer (if the unit is not the current loaner).
 Perform a switch-out in the system to properly identify the merchandise the customer will
continue renting. If the replacement unit is the current loaner, you’ll need to process the
loaner return first.
 Once the irreparable unit is received from the vendor, properly remove it from service.
 Place the irreparable unit back to service and process as directed above.
Remember:
 “Junk” inventory must remain in the store until charged off; then it must be immediately
discarded.
 Damaged or inoperable units must never be part of your active idle inventory.
Service Concern Form
This form is used to report any concerns involving our approved service vendors (invoicing errors, charging
for existing parts in inventory, irregular product pickup, or returns, units that have been in service for an
extended period, etc.).
 Complete the form to include a detailed description of the problem, and then fax it to 972-387-6679.
The service vendor will be contacted, and a response will be sent directly to the store. A copy will
also be sent to the district manager.
 Keep copies of all forms sent, as well as the responses received, in the back pocket of this binder.
.

Service Estimate / Irreparable Form

Service Concern Response Form
Date:
Store # / Location:
Store Contact
Unit Description:
Stock # Date to Service: Remaining Cost $ ___
Detailed description of the problem:
Should you have any issues with a particular model or service vendor, email this form to
Steve Kruse at the Home Office.
The vendor will be contacted about your concern, and a response will be sent directly to your
store, with a copy to the district manager.

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 require more than one piece to
complete (HTS, E36, etc.).
• Call each service vendor every 30 days, asking them 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 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 it 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 accessed to place the
unit in service. It is 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 than 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 ( MST, STE, E36, 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 (verify against shuttle sheet).
• 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
Vehicles
 Our vehicles represent our company!
 We will maintain them to look like new.
 We will never drive an unsafe vehicle.
 We will drive in a courteous, friendly, and safe manner.
Daily Inspections
 Walk-around inspections must be performed before each day begins to ensure that each
vehicle is safe and fully operational and that it has the tools and equipment to make a
proper delivery. All vehicles must be clean and ready to represent the company as a
moving billboard.
 Full vehicle inspections must be completed every Monday morning. A Vehicle Inspection
Report must be completed for each of these inspections and maintained on file in the
vehicle maintenance binder.
 Unsafe vehicles must never be driven. All issues must be reported to the District Manager
as they are identified by all store personnel. Store managers are responsible for ensuring
that all issues are immediately corrected.
Weekly Inspections
The following outlines the setup and usage of the additional binders used in all Bestway stores:
Vehicle Maintenance, Inspection, and Tracking Organizer
This binder is used to retain all information for each of our vehicles. There are dividers that
separate the information for each vehicle. The front of the binder contains information concerning
routine service and maintenance schedules.

 To provide for the safety of our workers and to properly control expenses and maintain the
warranty requirements associated with our vehicles, it is the responsibility of the store
manager to ensure proper preventative maintenance and service routines for all vehicles.
The following is an overview. Refer to the binder, or contact Home Office for additional
information.
Interval Service Interval Service
As Needed Wiper Blades 30,000 Miles Wheel Balance and Alignment
Antifreeze Fuel Filter
Transmission Service
4,000 Miles Lube Oil and Filter
45,000 Miles Serpentine Belt
10,000 Miles Tire Rotation
Brake Check 50,000 Miles Rear Brakes
AC Check / Coolant Flush
20,000 Miles Air Filter Differential
Transfer Case
Plugs
25,000 Miles Front Brakes
(per manufacturer recommendations)
 The front of the binder should also contain the bi-weekly reports used by the manager to
audit fuel consumption.
Within the divider for each vehicle, there are tabs for the following:
Vehicle Maintenance Records

 Copies of the receipts and invoices for all costs associated with each vehicle (oil changes,
new tires, brake service, etc.) must be included in the binder. Place these in dated order,
with the most recent information on top.
 Copies of fuel reports for the past 90 days.
 With the exception of monthly oil changes, all parts and repairs must be pre-
approved by the district manager.
Vehicle Inspection Reports

 In addition to daily walk-around inspections, the weekly vehicle inspection checklist must
be completed every Monday morning to document vehicle condition, then reviewed by
the manager and placed in the binder. New inspections are placed on top of previous
ones.
 Immediately respond to any problems identified. Never allow employees to operate an
unsafe vehicle.
 Although inspections are typically completed by the credit manager, the store manager
must complete these inspections periodically to identify any potential problems and
ensure that vehicles are clean, safe, and properly maintained.

Vehicle Registrations and Insurance Cards
 The original vehicle registration and a copy of the insurance card must be in the vehicle.
A copy of each remains in the binder.

Accident Report Form and Vehicle Accident Procedure
 Copies of these must also be in each vehicle.
 To properly document accidents, a disposable camera must also be available in each
vehicle.
Vehicle Keys
 Attach keys to one of the rings of the binder. Remember, these may be removed only to make
copies if necessary and then returned to the binder.
Safe Driver Handbook
Vehicle Fleet Safety Policy

The purpose of this policy is to ensure the safety of the individuals who drive company
vehicles. Vehicle accidents are costly to Bestway, but more importantly, they may result in
injury to the driver or others. It is the driver’s responsibility to operate the vehicle in a safe
manner and to drive defensively to prevent injuries and property damage. The attitude
taken by the driver is the single most important factor in driving safely. Bestway expects
each driver to drive in a courteous manner pursuant to the following safety rules.
Driver Eligibility
 Company vehicles are to be driven by authorized employees only, except in
emergencies, or in the case of repair testing by a mechanic. Spouses and other
family members are not authorized to drive company vehicles.
 Any employee who has a driver’s license revoked or suspended shall immediately
notify her district manager and discontinue operation of the company vehicle.
 All accidents, regardless of severity, must be reported to the police and to the home
office. Failure to do so may result in disciplinary action, including dismissal.
 All drivers must comply with applicable federal, state, and municipal laws and
regulations, including applicable neighborhood rules and restrictions (Department of
Transportation regulations must be complied with as they may apply).
Driver Safety Rules

 The use of a company vehicle while under the influence of intoxicants and other
drugs is forbidden and is sufficient cause for discipline, including dismissal.
 No driver shall operate a company vehicle when his ability to do so safely has
been impaired by illness, fatigue, injury, or prescription medication.
 All drivers and passengers operating or riding in a company vehicle must wear a
seatbelt.
 No unauthorized personnel (e.g., hitchhikers) are allowed to ride in company
vehicles. The only persons authorized as riders in a delivery vehicle are fellow
employees.
 Drivers are responsible for the security of the company vehicles they are driving. The
vehicle engine must be shut off, ignition keys removed, and vehicle doors locked
whenever the vehicle is left unattended.

 Headlights shall be used one-half hour before sunset and one-half hour before
sunrise, during inclement weather, and at any time when the driver cannot clearly see
a distance of 500 feet ahead of the vehicle.
 All other state laws, municipal laws, and community laws must be obeyed. This
includes applicable D.O.T Motor Carrier Safety Regulations.
Defensive Driving Rules

 Drivers are required to maintain a safe following distance at all times. To estimate
your following distance, pick a stationary object ahead of you. As the vehicle in front
of you passes the object, begin counting 1001, 1002, 1003, and so on, until you
reach the same object. This counts the number of seconds between you and the
vehicle ahead of you.
 Drivers of delivery trucks should keep a minimum of a three-second interval when not
carrying furniture, and at least four seconds when loaded for delivery. The following
distance should also be increased when adverse conditions exist. A simple tool to
measure a safe distance is to watch the rear wheels of the vehicle in front of
you touch the road.
 When possible, park where you can pull forward as you leave.
 Drivers must always approach their vehicle from the passenger’s side (i.e., walk
around the vehicle), paying attention to other vehicles, objects, and people in close
proximity to the vehicle that may obstruct the way.
 Drivers must yield the right of way at all traffic control signals and signs requiring
them to do so. Drivers should also be prepared to yield for safety’s sake at any time.
Pedestrians and bicycles in the roadway always have the right of way.
 Avoid driving in other drivers’ blind spots; attempt to maintain eye contact with other
drivers through mirrors.
 Drivers must obey posted speed limits. In adverse driving conditions, slow down to a
safe operating speed consistent with the conditions of the road, weather, lighting, and
traffic volume. Tires can hydroplane on wet pavement at speeds as low as 40 mph.
 Turn signals must be used to indicate where you are heading, while going into traffic,
and before every turn or lane change.
 When passing or changing lanes, view the entire vehicle in your rearview mirror
before pulling back into that lane.
 Be alert for other vehicles, pedestrians, and bicyclists when approaching
intersections. Never speed through an intersection on a caution light. When
approaching stale green light be prepared to stop. When the traffic light changes,
look both ways before proceeding.
 While waiting to make a left turn, look both ways for oncoming traffic before
proceeding.
 When stopping behind another vehicle, watch the rear wheels of the car in front
touch the pavement. This allows room to go around the vehicle if necessary, and
may prevent you from being pushed into the car in front of you if you are rear-ended.
A simple tool to measure a safe distance is to ensure that you can see where
the rear wheels of the vehicle in front of you touch the road.
Underpasses, Canopies, Low-Hanging Objects
 Avoid unmarked or low-clearance underpasses.
 Beware of canopies, low-hanging arches, and tree limbs.
Backing Rules
 Avoid backing up where possible; when necessary, keep the distance traveled to a
minimum, and be particularly careful.
 When possible, park where you can pull forward as you leave.
 If you must back up, walk around your truck and check the sides, front, back, above,
and below the vehicle for obstacles before moving. It is easiest to do this if you
approach the vehicle from the passenger’s side.
 Watch for people, parked vehicles, curbs, overhead wires, tree limbs, and
other obstacles.
 Use mirrors and back slowly toward the driver’s side. Constantly check the
mirrors as you back up.
 When possible, use your fellow employee as a spotter.
 Turn on the four-way flashers before backing up.
 Avoid blindside backing.
 Do not back around a blind corner.
Intersections
 At all intersections and unmarked crossings, come to a complete stop and assume
you do not have the right of way.
 After a complete stop, ease forward slightly too clearly see oncoming traffic and
completely stop a second time.
 Watch for other vehicles, pedestrians, joggers, bicyclists, motorcycles, skate
boarders, and the like.
 When the traffic light turns yellow as you near an intersection, slow down and stop.
Do not attempt to beat a red light!
Zones and Crossings

 Be aware of school zones, hospital zones, construction zones, and shopping areas.
 Approach a railroad crossing slowly and with caution. Do not upset the merchandise
being delivered.
Turns
 Signal early, and slow down as you approach an intersection.
 Make your turning intentions known.
 Watch your right mirror for vehicles that may be trying to pass.
 Avoid a right-hand turn on red in heavy traffic.
 Avoid turning too soon or too fast to prevent the truck from hitting another vehicle.
Parking
 Always apply the vehicle parking brake.
 Shut the engine off, lock the vehicle, and pocket the keys.
 If the vehicle is headed downhill, turn the front wheels toward the curb.
 If the unit is headed uphill, turn the front wheels away from the curb.
Use of Cell Phones

 Never use a cell phone (including but not limited to a smart phone, iPhone, or
blackberry) while driving a company vehicle for any reason, including phone calls,
texting, Internet, email, applications, or any other function. Drive defensively and with
proper alertness and care, and obey all applicable laws at all times.
 While in a Bestway store, keep cell phone ringers muted.

 Never answer a cell phone call or respond to a text or email while on the showroom,
in offices, or in the presence of a customer.
 Personal cell phone use at work must be minimal and not disruptive. Games, surfing
the Web or other “time wasters” are strictly forbidden during working hours.
Fueling
 Turn the vehicle off before fueling.
 Do not smoke while fueling a vehicle.
 Do not use a cell phone, iPad, PDA, or other electronic device while fueling.
 Wash your hands with soap and water if you spill gasoline on your hands.
Safe Lift Gate Operation

Read the lift gate operator's manual and follow the directions. Also, read the maintenance and service information.
You must pay special attention to the safety warnings.
 Dos
 Do center your load on the platform.
 Do close and lock the lift in a closed position when
not in use or unattended.
 Do stand to the side of the lift gate while it is in
operation.
 Do frequently check cables, chains, and other
components for wear and damage.
 Do turn the master disconnect switch to off when
leaving the truck unattended.
 Do lock cab doors to prevent unauthorized use of
the lift gate.
 Don’ts
 Do not stand under or near the lift gate while the lift gate is being raised or lowered.
 Do not ride or permit anyone to ride on the lift.
 Do not allow use of the lift by a coworker who has not read the operator’s manual.
 Do not move the truck unless the lift gate is in a locked position.
 Do not try to lift or lower more than the rated capacity of the lift (max 1,600 lbs.).
If you have any questions, call Tommy Gate at 1-800-543-8428.
Driver Safety Tips

 Upon entering your vehicle, fasten your seat belt, adjust all mirrors properly, and lock
your door. The fellow employee should do the same.

 When stopping at an intersection, stop far enough behind the vehicle in front of you
so that you can see the tires in front of you hit the road. This will leave enough room
for you to maneuver around the vehicle if need be.
 When following another vehicle, follow far enough behind the vehicle that you can
see the rear tires in front of you hit the road.
 Avoid backing up whenever possible. This is the best way to prevent a backing
accident.
 Beware of “stale” green traffic lights at intersections. If the light has been green for a
while, expect a change. Do not try to beat a yellow light.
 Always drive in the center of your lane.
 Do not change lanes at an intersection.
 Be sure that you are in the proper lane well before your planned turn.
 When stopped at an intersection preparing for a left turn, keep your wheels straight
until you start to turn.
 Do not drive in others’ blind spot, and beware of other vehicles in your blind spot. To
check your blind spots, lean forward and use the mirrors. Avoid turning your head to
look because this takes your eyes completely away from what is happening in front of
you.
Vehicle Accident
All vehicle accidents, no matter how minor, must be reported immediately to the store
manager, district manager, and home office. While Bestway understands that accidents will
happen, failure to stop, report, and act as a good citizen concerning any accident will not be
tolerated. Failure to act appropriately can result in disciplinary action up to and including
termination.
An accident report form must be available in each vehicle at all times; this must be completed
for every accident, no matter how small, at the accident scene whenever possible.
The following outlines the proper procedure for responding to vehicle accidents.
 Provide prompt attention to any injured persons. Call 911 if injuries appear serious or if
asked by an injured person to do so. Avoid moving an injured person.
 Call the police to report the accident. All vehicles should remain at the scene until the police
arrive.
 When asked to provide proof of insurance, present the card provided in your vehicle.
Explain that all questions should be directed to the home office at 1-800-530-1107 Ext
6659, not to the insurance carrier.
This will ensure that their questions are answered with the most recent information
available.
 Limit your response to the accident, including only the factual information necessary
to exchange insurance information and respond to police questions. Do not admit
fault, assign blame, or otherwise discuss the cause of the accident with others at the
scene. Do not speculate as to what the company will do in response to the
accident, financial or otherwise.
The coworker at the scene must also do the following:
 Obtain necessary information and complete the accident report form.
 Use the camera from the store vehicle to take pictures from several angles.

 Obtain a written statement of how the accident occurred from all parties involved (drivers
and passengers—all vehicles involved). The statement must include their name, address,
and phone number.
 The Bestway vehicle driver, as well as any passenger, must also provide a written
statement to detail the specifics of the accident.
 Obtain the name and phone number of all witnesses and their written statement(s), if
possible.
 In the case of a single-vehicle accident involving only the company vehicle and property
damage, obtain the name, address, and phone number of the property owner, as well as
the name of her insurance company, the insurance policy number, and the phone number
of her insurance agent.
Once provided with the specifics of the accident, the store manager must immediately do the
following:
 Notify the appropriate person at the corporate office and have the respective district
manager report the accident (the district manager will notify the respective vice
president).
 Fax the vehicle accident report and all written statements to the appropriate person at the
corporate office immediately upon completion. Ensure that each written statement includes
the following:
 Year, make and model of vehicle(s)
 Statement of how the accident occurred
 Name, address, phone number, and driver’s license number of the vehicle(s) owner
 Owner’s vehicle insurance company name and policy number, and the phone number
of her insurance agent(s)
 Obtain the police report and fax it to the appropriate person at the home office upon receipt.
 Obtain three estimates from local repair centers ASAP, and then fax the estimates
to the appropriate person at the home office immediately upon receipt.
 Retain all original documentation (estimates, accident report form, all written statements,
and the police report) in the appropriate section of the store’s vehicle binder.
Await further instructions before proceeding with any repairs.
Inquiries from persons involved in the accident regarding any pending information
(compensation for repairs, expenses, etc.) must be directed to the appropriate person at
the home office.

BFF Part 2 - Quality Customer Care

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

BFF Part 2 - Quality Customer Care

Uploaded by

Copyright:

Available Formats

Bestway Rental, Inc.

Best Foot Forward

Best Foot Forward

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 0 of 63

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 1 of 63

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 2 of 63

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 3 of 63

Getting and Keeping Customers is Job #1

Four Basic Needs

1. The need to be understood.

2. The need to feel welcome.

3. The need to feel important.

4. The need for comfort.

Successful Customer Service

To be a successful company, we must understand the following:

Who are our customers?

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 4 of 63

Build Customer Relationships

Four Key Principles of Customer Management

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 5 of 63

Getting and Keeping Customers the Bestway

Customers shop our stores

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 6 of 63

Get the order

Verify the order

Delivery, installation, and checklist

Credit process / customer service

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 7 of 63

Questions to ask prior to the return or Customer Loyalty Extension:

Expectations from the Loyalty Program:

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 8 of 63

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 9 of 63

Customer Name ____________________________

Best Contact Number ________________________

Agreement Date ____________________________

Current Due Date ___________________________

Amount Paid _______________________________

Pay Date __________________________________

Pay Frequency; W / Bi-W / SM / M

Bestway is committed to helping our customers. We are offering you an

Customer Signature _________________________________________

Bestway Store Manager ______________________________________

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 10 of 63

Situation / Why extension is given?

Store Manager ________________________________________________________

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 11 of 63

Dos and Don’ts When Handling Phone Sales

1. Restate the problem.

2. Ask for clarification.

3. Personalize your response.

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 13 of 63

5. If you have good news, put it first.

6. Use a polite, positive tone.

7. Avoid scolding the customer.

8. Acknowledge the customer’s pain and suffering.

9. When you are at fault, apologize.

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 14 of 63

Bestway to Handle Customer Complaints

Don't Take Anything Personally

Work as a Partner with the Customer

Turning the Customer Over

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 15 of 63

Bestway Rental, Inc. © 2013 Version Jan 15, 2014 Page 16 of 63