BFF Part 6 - Admin

Bestway Rental, Inc.
Best Foot Forward

“Admin”
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 1 of 105
Table of Contents
Management Tools ................................................................................................................................... 6

Key Indicator Report ............................................................................................................................. 6
Profit Log............................................................................................................................................... 6
Pencils & Projections ............................................................................................................................ 6
Profit and Loss Report (P&L): ............................................................................................................... 7
P&L General Ledger: ............................................................................................................................. 7
General Human Resource Information................................................................................................. 8
Work Hours ....................................................................................................................................... 8
Job Descriptions ................................................................................................................................ 9
Metro Pay Scale ..............................................................................................................................13
Rural Pay Scale ................................................................................................................................14
Group Health Insurance Overview .................................................................................................15
401(k) Plan ......................................................................................................................................16
Computer ................................................................................................................................................16
Computer Failure ................................................................................................................................16
High Touch ..........................................................................................................................................17
Receiving New Inventory ....................................................................................................................17
Receipt Audit Trail ..............................................................................................................................18
Transaction Audit Trail........................................................................................................................20
Daily Report ........................................................................................................................................21
Inventory Status Report – Idle Inventory ...........................................................................................22
Payment Histories...............................................................................................................................22
Daily High Touch Reports ...................................................................................................................22
High Touch Reports ............................................................................................................................23
Inventory Status Report – On Rent Inventory ................................................................................23
Payout Letters.................................................................................................................................23
Stock Balancing Report ...................................................................................................................23
Delivery Recap ................................................................................................................................24
Units Being Serviced .......................................................................................................................25
Inventory Status Report – Units On Loan .......................................................................................25
Audit Trail – Inventory In ................................................................................................................25
Audit Trail – Inventory Out .............................................................................................................25
Petty Cash Audit Trail .....................................................................................................................26
Customer Statistics Report - Detailed.............................................................................................26
Income Projection / Performance Analysis ....................................................................................26
Detailed Payout Projection .............................................................................................................27
Lost Fees Analysis ...........................................................................................................................27
Consolidated Idle Report – Home Office / Faxed On Monday .......................................................27
High Touch Report Explanation ..........................................................................................................27
Weekly Reports...............................................................................................................................27
Telemarketing Reports; ..................................................................................................................28
Monthly Reports .............................................................................................................................28
The Bestway Intranet..............................................................................................................................28
Authorized Websites ..........................................................................................................................29
Documents..........................................................................................................................................29
Marketing ...........................................................................................................................................30
TEL & CPU Support .............................................................................................................................30
Reports ...............................................................................................................................................30
Training Home Page............................................................................................................................30
Vendor Directory ................................................................................................................................30
Vehicle Maintenance & Inspections .......................................................................................................30
Daily Inspections .................................................................................................................................30
Weekly Inspections .............................................................................................................................30
Vehicle Inspection Reports .................................................................................................................30
Vehicle Fuel Purchases .......................................................................................................................31
Accessing the GE Capital Fleet Services Website ...............................................................................32
GE Fuel Card .......................................................................................................................................37
Vehicle Registrations & Insurance Cards ............................................................................................38
Accident Report Form and Vehicle Accident Procedure ....................................................................38
Tommy Gate/Lift service & Maintenance ..........................................................................................39
Vehicle Accident .................................................................................................................................39
Vehicle Accident Report .....................................................................................................................41
Cash Controls ..........................................................................................................................................42
The “Easy Pay” Program .....................................................................................................................42
Authorization Agreement ...............................................................................................................43
The Expense Approval Process ...........................................................................................................44
Fixed Expenses ....................................................................................................................................44
Controllable Expenses ........................................................................................................................44
Petty Cash Expenditures .....................................................................................................................44
Direct Billed Expenses.........................................................................................................................45
Using Debit / Credit Machines ............................................................................................................46
Customer Refund Receipts .................................................................................................................47
Processing Refund Receipts ................................................................................................................47
Rental Payment Waiver Receipts .......................................................................................................51
Collection Tools ......................................................................................................................................51
Fees .....................................................................................................................................................51
Getting an Accurint Report Online .....................................................................................................53
Bankruptcy ..........................................................................................................................................61
Bankruptcy Coversheet ......................................................................................................................63
Bankruptcy Program Bullet Points......................................................................................................64
Loss Prevention.......................................................................................................................................68
Security & Emergency Procedures .....................................................................................................68
Customer Files ....................................................................................................................................68
Coworker Files ....................................................................................................................................68
Threats of Violence .............................................................................................................................68
System Passwords ..............................................................................................................................69
Alarm Passcodes .................................................................................................................................69
Store Facility Issues.............................................................................................................................69
Store Opening & Closing .....................................................................................................................70
Damage to Customer Home/Property ...............................................................................................70
Store Break-In/ Burglary .....................................................................................................................73
Store Robbery .....................................................................................................................................73
Fire ......................................................................................................................................................74
Miscellaneous Safety / OSHA Compliance .........................................................................................74
Coworker Injury ..................................................................................................................................75
Bestway Binders .....................................................................................................................................78
Vehicle Maintenance, Inspection & Tracking Organizer ....................................................................79
Vehicle Maintenance Records ........................................................................................................79
Vehicle Inspection Reports .............................................................................................................79
Service Binder .....................................................................................................................................80
Memo Organizer .................................................................................................................................81
Financial Organizer .............................................................................................................................81
P&L Review File ..................................................................................................................................82
Computer Operations .............................................................................................................................83
The Front Counter ..................................................................................................................................89
The Credit Office .....................................................................................................................................90
The Sales Office ......................................................................................................................................91
The Store Manager’s Office ....................................................................................................................92
Request for Credit – Recovered Merchandise........................................................................................93
Closing The Store ....................................................................................................................................94
Secure the Store .................................................................................................................................94
Store Inspection ..................................................................................................................................94
Cash Drawer Audit ..............................................................................................................................94
Timekeeping .......................................................................................................................................96
High Touch System – End Of Day Process ..........................................................................................96
Alarm System ......................................................................................................................................96
The Monthly Packet ................................................................................................................................96
Petty Cash ...........................................................................................................................................97
Petty Cash .......................................................................................................................................97
Fuel Receipts ...................................................................................................................................97
Deposit Slip Envelope .........................................................................................................................97
Human Resource / Payroll Envelope ..................................................................................................97
Advertising Envelope ..........................................................................................................................98
Charge Off Envelope ...........................................................................................................................98
Payment Approval ..................................................................................................................................98
Updated Policies & Procedures for Bestway Rent To Own ....................................................................99
Terminology ..........................................................................................................................................100
Management Tools
Key Indicator Report
This tool is used to track daily results in key operational areas; allowing you to measure
your teams performance towards achieving monthly goals and standards. It is the
responsibility of the Store Manager to ensure this report is completed each day by 10AM.
 Instructions and sample reports are included at the front of the binder.
 Binders for each quarter are sent “automatically” from the forms supplier.
 Contact your District Manager with any questions to ensure accuracy.
 Keep completed reports for the previous year, and the current year to date.
Profit Log
This tool consists of two forms that are provided to assist you in monitoring your
progress towards achieving your profit goals each month; the Profit Log and the
Expense Ledger. These reports must be completed by the Store Manager each day by
10AM.
 Instructions and sample reports are included at the front of the binder.
 Include EVERY expense incurred.
 Binders for each quarter are sent “automatically” from the forms supplier.
 Keep completed reports for the previous year, and the current year to date.
Pencils & Projections

At the beginning of each month, it is the responsibility of the Store Manager to complete
the Pencils & Projections form to forecast the store’s revenue for the coming month, and
to calculate the store’s profit based upon the expenses anticipated.
The following explains these terms:
Projections (Budget) – Your forecast of the revenue, expenses, and profit for the store for
the coming month based upon historical information and anticipated expenses in all
categories.
Pencils – Your calculation of the store’s current months profit based upon the
revenue collected minus all expenses identified from the profit log.
To complete the form:
 Information for Revenue and Product Costs is taken from the Daily Report for the
last business day of each month.
 Information to complete the remaining areas is taken from the Profit Log.
 The variance is calculated by comparing the information from the pencils to that of
the projections. (+ / -)
 The actuals are completed when the P&L is released.
 Once the form is completed, a copy must be forwarded to the District Manager.
 Completed forms for each month must be maintained in the Financial Binder.
The following tools are provided on a monthly basis to report the results of your efforts
to achieve profit goals for the previous month.
It is the responsibility of the Store Manager to compare this information to store records
as soon as these reports are received to ensure all operating expenses are properly
recorded.
Profit and Loss Report (P&L):

This report identifies the stores operating profit (or loss) by category for the previous
month. Your goal is a minimum of 20% operating profit. (Revenue Collected minus
Expenses equals Profit)
 The preliminary P&L report is received in the store system by the 20th of each
month.
 Look for changes in rental revenue collected this year vs. last year. Your goal is a
minimum of 10% growth as compared to the same period last year.
 Review your total depreciation. Your goal is 22.5%.
 Compare totals identified to the Profit Log for accuracy in all categories. Refer to
the General Ledger to investigate discrepancies.
 Complete a Preliminary P & L Review form to note discrepancies.
 Fax a copy of the completed form to your District Manager within two days
of receiving the report.
Once any issues are resolved, the final P&L report is then “downloaded” to the High
Touch system.
 Review for any required corrections. Contact your District Manager with any
issues.
 File the Final Report and the Preliminary P&L Review Form in the appropriate
section of the Financial Binder.
 Once any issues are resolved, the Preliminary P&L Report can be destroyed.
P&L General Ledger:

This report details the expenses identified on the P&L.
 You will use this report for comparison to your Profit Log to verify that the
information matches.
 Once reviewed, file the General Ledger in the appropriate section of the Financial
Binder. The following provides some information to assist you in reviewing this
report:
Beginning Balance – The YTD total for each category before this month’s expenses
are posted.
Journal – The source from which the information was obtained. Abbreviations include:
 PJ (Purchase Journal) – An invoice or receipt received at the Home Office for
payment.
 CR (Cash Receipt) – A petty cash expenditure posted at the store.
 CD (Cash Disbursement) – A payment processed by the Accounts Payable
department.
 GJ (General Journal) – Expenses reported by separate software systems; such as
those used for banking, payroll and “fixed expenses.”
 ICO (Inventory Charge Off Journal) – Stock number information for units charged
off.
Ending Balance – The YTD total for each category after this month’s expenses are posted.
Note: It is important to remember that expenses are billed to the P&L for the month in
which the expense was incurred. For example, the service expense for a unit repaired in
November may not actually be paid until December; however, the expense was incurred in
November, so it will be posted to the November P&L.
General Human Resource Information
Work Hours
The Company’s official workweek begins 12:00 a.m. Sunday and ends at 11:59 p.m. on
Saturday. The schedule of hours will be determined by the Store Manager to which each
coworker is assigned. Coworkers should be informed of their daily schedule. It should be
understood by coworkers that there will be times when business needs make it necessary to
change scheduled hours on short notice. Supervisors may require coworkers to begin their
scheduled shift earlier or later or may require them to leave early or stay late from scheduled
hours.
Supervisors may schedule coworkers for overtime when they determine it is necessary, and
certain job positions may require overtime as a condition of the job. Coworkers are not
permitted to work overtime without the prior approval of their supervisor, unless the overtime
hours are part of the job description. Overtime pay is based on a workweek. Therefore,
overtime pay will be paid if a non-exempt coworker works more than forty (40) hours in a
workweek. Coworkers must record all of the time they spend working.
If any coworker is asked by anyone to work any hours and sign or initial a time record,
which fails to record such hours, the coworker should notify the Human Resource
Department immediately at 1-800-530-1107, as this will not be tolerated.
Time worked must be recorded by each coworker in the computer timekeeping records each
day. Coworkers are responsible for verifying that all of their time records are complete,
accurate, and account for all hours worked, including overtime, and that the Coworker has
signed off on all time records. All coworkers must electronically sign their time card report on
a weekly basis.
Additional information regarding Work Hours can be found in the Company’s
Employee Handbook.
Job Descriptions
Store Manager
Assistant Manager (Sales)
Assistant Manager (Credit)
Sales Representative
Metro Pay Scale
Rural Pay Scale
Group Health Insurance Overview
The following outlines the different group insurance plan benefits that the Company currently
offers its Full-Time coworkers. These summaries are not intended, however, to address all of
the details involved with the plans. For further information, please refer to the Master
Plan Document, which is maintained in the Human Resources Department. Coworkers
with any questions regarding their benefits should direct them to the Human Resource
Department at 1-800-530-1107.
Core Plan Overview:

Eligibility: Assistant Managers and Sales Representatives - the first of the month following 90
days of continuous full-time employment.
The Core Plan is a PPO network (PHCS PPO Network) plan with a $35.00 network physician
office visit co-pay with calendar year plan limits set on medical care expenses, hospital
benefits and Rx limits. Deductibles per calendar year are $50.00 per individual and $150.00
per family maximum. Following 365 days under the Core Plan, eligible employee will be
eligible to participate in the Blue plan option provided the required contributions are made.
Employee only premium: $27.00 per month $12.46 per pay period
Employee & family premium:
# of years employed - 3 mos – 1 yr $294.00 per month $135.69 per pay period
1 - 2 years $261.00 per month $120.46 per pay period
2 - 5 years $195.00 per month $90.00 per pay period
5 years + $152.00 per month $70.15 per pay period
Blue Plan Overview:
Eligibility: Store Managers, District Managers and Corporate Employees – the first of the
month following 90 days of continuous full-time employment.
The Blue Plan is a PPO Network (PHCS PPO Network) with a deductible driven plan where
medical costs are allocated to you in more relation to the actual medical usage. Maximum
benefit while covered is $1.0M; annual deductible (Network and Non-Network) is $1,500
single; and $3,000 family. A Personal Care Account (PCA) is available to assist you in
managing the payment of covered expenses applied to the deductible. If a balance remains
in the account at the end of a calendar year and certain requirements are met, the unused
PCA balance will be refunded to you in the 1st quarter of the next calendar year.
Employee only premium: $43.00 per month $19.85 per pay period
Employee & family premium:
# of years employed - 3 mos - 1 yr $509.00 per month $234.92 per pay period
1- 2 years $451.00 per month $208.15 per pay period
2 – 5 years $352.00 per month $162.46 per pay period
5 yrs + $256.00 per month $118.15 per pay period
Dental and a prescription drug card are available with both plans.
Vision coverage is available with both plans the first month following completion of twelve
continuous months of coverage under either plan.
THIS IS ONLY A SUMMARY OF BENEFITS. ACTUAL BENEFITS ARE OUTLINED AND
PAID BASED UPON THE MASTER PLAN DOCUMENT.
401(k) Plan
The Company provides a retirement plan for all coworkers who have completed one year of
employment. Enrollment periods are the first of February and August of each calendar year.
Coworkers may elect a percentage of their pay to be allocated among several different funds.
The Company’s matching contribution equals one hundred percent (100%) of the first three
percent (3%) of coworker salary reduction contributions and fifty percent (50%) of the next
two percent (2%) of coworker salary reduction contributions.
Coworkers are always 100% vested in their salary reduction contributions and the
Company’s matching contributions.
Coworkers are provided an introductory package once they become eligible to participate in
the 401(k) Plan.
Computer
Computer Failure
It is a fact of life that computer failures can occur at any time. Each store must be
equipped with a “system recovery kit” readily available at the front counter area. This kit
provides us with the proper tools to ensure we can get our system back to normal
operations as soon as possible.
It is imperative that we be prepared to continue serving our Customers should we
experience a system failure. To do this:
 Ensure that all payment receipts are retained on file throughout the day. These
can be discarded the following morning once the Manager has verified the
previous day’s reports.(Receipt Audit Trail, Transaction Audit Trail & Daily
Report)
 Always utilize the organizational systems (Binders, Wall Bins, Filing Cabinets,
Manager’s “In Box,” etc.) to properly process all paperwork “as you go.” We will likely
need these documents to “rebuild” the system from the previous day’s backup; and
this will ensure we know just where to find them.
 To properly plan for potential problems, ensure that blank rental agreements,
delivery checklists, and club forms are printed from the system and stored in the
Manager’s desk drawer. (the Computer Operations section outlines how) We will
need about 20 copies of each so that we can continue to process agreements in
the event that the system is down.
 Ensure a reserve of two new hand receipt books is always available. (one for store;
one for route)
Remember:
 Should you experience a problem with your system, immediately call the Home Office for
further instructions; do not call High Touch without authorization.
High Touch
Receiving New Inventory

The Purchasing Department requests that all Vendors call the store to schedule delivery of new
merchandise. It is the responsibility of the Sales Manager to document this information on that
day’s P.U.S.H. as soon as the call is received; then ensure the appropriate personnel are
available to properly process the inventory.
Keep in mind, one vendor may call two weeks in advance to schedule delivery; while another
assigns that task to the delivery driver, meaning you may have a little as an hour before they are
set to arrive at your store.
All new merchandise must be entered into the High Touch system as idle inventory as outlined
below; then properly identified using the inventory identification procedures as outlined on page
95 of Best Foot Forward; on the day it arrives.
All merchandise deliveries must be supervised by a Bestway Coworker. To expedite the
receiving process and maintain the organization of the stockroom, merchandise must be
“grouped” as it is unloaded. (by sub-type/model number)
The following outlines the steps for receiving new inventory:
1) Assist the delivery driver in unloading the merchandise; properly grouping the merchandise in
the stockroom as it is unloaded.
2) Obtain a copy of the shipping invoice and match to the merchandise received. Document
any overages or shortages on the invoice by circling the information and notating the
discrepancy.
3) Inspect product packaging for obvious signs of damage while delivery driver is still there. Make
sure to cut open pallet and inspect all boxes inside. Document this information on the invoice.
 If any of the boxes look damaged in any way (creases, compression dents, holes, etc.)
refuse those boxes, and mark the sign off sheet accordingly. (Ex: “Received 6 boxes,
refused 2 due to damage”)
 Discrepancies and or damaged inventory identified during the merchandise delivery must
be detailed on the invoice. Both the Bestway Coworker and the delivery driver must
initial the issue detailed on the invoice. In addition, both the Bestway Coworker and the
delivery driver must sign all receiving invoices once all inventory is unloaded and all
discrepancies have been identified.
4) Add all merchandise received to the system as idle inventory. (the Computer Operations
section outlines how) Ensure all inventory is properly identified.
5) Keep all receiving information (packing slips, invoices, High Touch receiving reports, etc.) in the
New Inventory Receiving Binder. Retain the information for 60 days then discard.
Remember:
 Some damage may not be identified when the product is delivered (concealed damage).
It is vitally important to inspect all merchandise during the inventory identification
process (marking & bar-coding) to ensure concealed damaged inventory is reported
timely. These units must also be processed as service inventory until resolved.
 Do not discard product packaging for units identified as damaged. Many vendors require
that damaged products be returned in the original packaging.
 Refer to the Vendor Service Information Binder for information on how to contact all
product vendors to resolve discrepancies, including how to properly obtain authorization
to return defective merchandise. (RA’s)
 Discuss all overages, shortages, and damaged inventory with the Purchasing
Department immediately to ensure the appropriate assistance and follow-up to resolve
Receipt Audit Trail

This report records all receipts that were posted during each business day, (such as payments,
payouts, & cash sales)
Providing you with the information needed to identify any cash control issues. (over/short, improper
payment posting, fees not collected, short payments etc.)
The following outlines the key areas for review. Follow-up on any discrepancies immediately.
 Bank Deposit – Does the validated  Fees – Did we collect all due? If not, why?
deposit slip from the bank and the  Hand Receipts – Do field payments
deposit slip completed @ closing include IHC fees? Does the report
match the totals on the report? match the receipts for all inventory
 Petty Cash Expenditures – Are the movement? Were all receipts posted?
expenses reasonable? Does the list of outstanding hand
 Are they properly documented receipts match “new” receipts on
with the required purchase hand?
receipts? Do the total receipts  Free Time – Do these appear reasonable?
match the report? Are these transactions documented with a
 Over/Short – Investigate copy of the free time receipt; signed by the
immediately. Discuss all Customer?
overages/shortages in excess of  Extensions – Were these approved by
$50 with the District the Manager? Are these transactions
Manager. documented with a copy of the
 Customer Payments / “Next Due” extension receipt; signed by the
Dates Did we take a proper Customer?
payment? If not, why? Were past  Match all credit cards sales drafts to
due payments properly “crossed off” the detail report and to the
in the Credit Binder? corresponding payment on the receipt
 Negative Receipts – Do these audit trail. Investigate any unresolved
appear reasonable? Does the store issues; then discuss those that remain
copy contain the required unresolved with your District Manager
signature? immediately.
A copy of each of the following receipts must be attached to the last page of Receipt Audit Trail
report.
 Cash Drawer Audit / Store Deposit Slip -  Credit Card Batch Settlement – A copy
The Cash Drawer audit must be signed by of the final batch settle for the credit
the Coworker completing the audit. One card machine for that day.
copy of each must also be included in the  Credit Card Sales Drafts – Store copies
appropriate envelope for the monthly of all sales drafts for debit and credit
packet. cards.
 Validated Bank Deposit Receipt - Date and  Negative Receipts – The store copy of any
time stamped from the bank to verify the receipt that results in a negative total.
deposit made to the store’s account. Refunds must be signed by the
 Petty Cash Receipts – The store copy of Customer. Negative receipts posted to
the computer receipt attached to a copy of correct an error must be attached to the
receipt that was posted in error.
the purchase receipt for each expenditure.
 Hand Receipts – The store copy of all
 Free Time Receipts – The store copy of
hand receipts used that day.
all receipts that reflect any free time
posted to an account. These must also
be signed by the Customer.
Transaction Audit Trail
This report records all transactions that were posted during each business day;
providing you with the information to identify any errors associated with inventory.
(receivers, deliveries, returns, switch-outs, transfers, etc.)
 Returns – Question every return. Did we  Deliveries / Depreciation / “Turns” –

make every effort to save the account? Circle each delivery identified on the
How much money was paid on the report. Review the turns and calculate
account? Was the Customer investment the depreciation, then write it on the
such that we will want to contact them report. Is this appropriate for the
immediately to offer the lifetime condition of each unit rented?
reinstatement program? Visually verify  Merchandise Received – Does this
all inventory returned to ensure the information match the invoice from the
correct unit was returned and that units product vendor? Is all merchandise
properly identified as inventory?
are properly identified.
 Special Updates – Are we updating
 Switch Outs – Why was the switch-out
Customer records with any new
necessary?
information? Verify all changes.
 Does the value of the “new” unit closely
match that of the unit returned? If
applicable, was the unit returned added
to the service inventory for repair?
 Packaging / Rates – Are the rates and
units packaged reasonable for each new
agreement?
Daily Report
This report records the store’s performance, providing you with the information to
measure specific areas by category.
 APB – Does this reflect store and

company goals?
 Deliveries By Product – Do you have a  Loaners with original no longer being
“hot product” you need to reorder? Do services- Shows that we have a loaner
we have a “slow mover” we may need to outstanding where the customers unit has
package, transfer, or discount? been returned from service and we need
 Total Inventory – Does this total reflect to schedule the return of their unit and
standards? getting our loaner back.
 MTD/WTD Deliveries – Do these reflect  EPOs, Payouts & Cash Sales – Do
store and company goals? these appear reasonable?
 Gain – Daily/WTD/MTD– Is our growth  BestCare Percentage – Are we “selling”
plan on track or do we need to this service with each new rental? Do we
reevaluate? continue to try to sell this service to all
 COD - Daily/WTD/MTD – Are we active Customers not currently enrolled?
maintaining at least a 2:1 Ratio? Does this percentage reflect store and
 Return Percentage - Does this company goals?
percentage reflect store and company  BestCare Collected – Are all active
goals? BestCare Customers’ current in their
 BOR to Customer Ratio – Are we missing payments?
sales opportunities to current  Float % - Does this percentage reflect
Customers? store and company goals?
 Package Percentage – Are we taking  Credit Percentages / All Categories –
advantage of all opportunities to Do opening and closing percentages
provide Customer value and increase reflect store and company goals?
APB?  Revenue Collected – Are we on track
 Percentage Of Service & Loaners to Total for meeting revenue goals?
Inventory  Revenue +/- vs. Last Month – How do
- Does this reflect store and company we measure up as of today?
goals?  All Exceptions- Ensure Coworkers are
 Free Time / All Categories - Do these making wise decisions. Redirect as
needed.
reflect store and company goals?  Last Back Up Completed- Shows the date
and time of the last completed backup.
Should be done every Saturday. Contact
High Touch or Steve Kruse if problems
occur in this area.
Inventory Status Report – Idle Inventory
This report is auto-generated by the store system at the end of each day and is available for
printing each morning. This report includes “accumulated rent” information.
This report provides a list of all inventory available for rental today, as well as the rental rates
and terms, the rent “paid in” for each unit, and its remaining value. Keep this valuable tool near
the front counter area so that all Coworkers have ready access to this information.
To assist us in expediting our exit strategy for older inventory units, these must be identified on
the report as follows:
 Units idle for 60-89 days must be highlighted in YELLOW.
 Units idle for 90 days + must be highlighted in PINK.
 Refer to the Gain section of this manual for additional information concerning the usage of
this report.
PUT IN BINDER, we retain the previous idle reports for _______ _____days
This report is also required for the weekly manual inventory audit to be completed by the
Store Manager (See the information from Best Foot Forward beginning on Page 105.)
All verified idle inventory reports (manual and scanned) must be retained on file in the
VERIFIED IDLE binder for the current week and three weeks previous.
Payment Histories
These identify agreements that were paid out, charged off, or returned
 Verify that the correct unit or account was processed. Correct any errors immediately.
Contact your District Manager for assistance.
 Once reviewed, file in the appropriate Customer file ATTACHED TO CORRECT ACCOUNT
RENTAL AGREEMENT. (active or inactive)
Daily High Touch Reports

The following outlines High Touch system reports are auto-generated at the end of each
business day to detail various areas of that day’s business. They are ready for printing from
the Print Manager once the end of day process has completed. Should these be deleted in
error; they can also be generated upon demand for a previous business day.
These reports must be printed the following morning, and then reviewed by the Store Manager
to detect and correct any errors. To document this review, the Store Manager must circle all
“key areas” (identified below), using a red pen. Reports are then kept on file in the store
as outlined below to provide future reference and comply with various laws governing
business practices.
Reports must be retained in binders marked with the title of the report(s) contained within.
New reports are placed on top of old reports in the binder each day. At the end of each
quarter, (ending July, October, January & April) the reports are removed, bound with a rubber
band, and filed in a file box to be kept on file. Binders can then be reused.
 Completed binders for the following three reports must be retained on file in the store
for the current calendar year and the previous calendar year; then processed for
shredding to properly destroy.
For additional information, including how to interpret these reports, refer to the store’s High Touch
System Manual.
High Touch Reports

Several High Touch system reports are auto-generated each week to detail various operational
areas. Most are ready for printing from the Print Manager once the end of day process has
completed on Saturday. Other reports are auto-generated on the last day of the month. Many of
these reports can also be generated upon demand for a given period.
These reports must be printed as they become available, and then reviewed by the Store
Manager to detect and correct any errors. To document this review, the Store Manager must
circle all “key areas” identified below, using a red pen. Reports are then kept on file in the
store as outlined below (if applicable) to provide future reference and comply with various laws
governing business practices.
For additional information, including how to interpret these reports, refer to the store’s High Touch
System Manual.
Inventory Status Report – On Rent Inventory

This report identifies every active Customer and provides detailed information concerning each
agreement on rent, including payment information. This report is generated at the end of each
week and is available for printing each Monday morning.
 Should a Customer come into the store at a time when the computer cannot be
accessed to process a payment, this report provides the information to allow you to
collect the total payment required to maintain their due date schedule.
 This tool is also used when completing an active file audit.
 Maintain these reports in a binder labeled ACTIVE CUSTOMER LISTING. Destroy the
old report and replace it with the new one each week.
Payout Letters
These are generated at the time of payout and should be printed and mailed each day. It is very
important that we get these letters to our Customers to provide them with documentation that they
now own the merchandise they have been renting. Letters are provided for all units that were part
of a package.
 Add these Customers to your Sales contacts for today. Call each Customer to
congratulate them, and ask for their continued business; informing them of current
specials and asking the appropriate questions to identify current or future needs.
 Ensure these letters are mailed to the Customer home along with all letters for the
Customer in a single envelope.
Stock Balancing Report

This report provides a summary of all active inventory by Type; listing information in each
category to assist you in merchandise ordering and identifying inventory that has been idle for an
extended period of time. Refer to the Gain section of this manual for additional information
concerning the usage and filing of this report.
Delivery Recap
Generated automatically at the end of each week, this report provides a complete listing all
of agreements posted the previous week; providing information to assist you during rental
agreement review.
 Store Managers should also compare zip codes of Customers with new deliveries, to the
zip codes from their direct mail, to gauge advertising effectiveness.
 Once a new report is received, the old report can be destroyed.
Review the following areas of the report each week. Note the report with your findings
using a red pen.
 Agreement # - If you see the letters RO  Days Free – ALWAYS question free time.
beside the RA #, this indicates that the  Delivery Receipt Amount –Carefully
same unit(s) was processed as a review each of these to ensure we
delivery and a return within the same are collecting as much as possible
week. While this might indicate that a every time a new agreement is
Customer chose to “add on” to an opened. Remember, your goal is to
agreement, it could also indicate a average $45 COD per delivery.
processing error. Investigate each of  RA Turns– Does this information match
these carefully. the perceived value for the units rented?
 Address – Do we have a valid address Review each entry for any unusual
for each Customer? transactions, and then look at the bottom
 Phone Number – Do we have a of the report; our goal is to average 4.5 to
contact number for the 5 turns.
Customer?  Club Member - Review each entry, and
 Redelivery – For the same reasons then look at the bottom of the report. Our
we check the agreement numbers, goal is 90% saturation. Are we properly
carefully investigate all indicated YES. explaining the program to all new and
 Rental Rates– An asterisk next to any existing Customers?
 Total Deliveries (bottom of report)
rate or term indicates an override.
the standard is 30. How will you
Carefully investigate these to ensure increase it this week? Get the team
we are making good decisions. together and get a plan in place.
Remember, the average must be at
least $25.99 weekly to achieve the
monthly standard of $110.
Units Being Serviced
This report identifies all active service inventory and provides detailed information for each unit in
service, including the unit’s prior service history. It is auto generated at the end of each week.
Refer to the Quality Customer Care section of this manual for additional information concerning the
usage and filing of this report
 Use this report to complete the inventory verification required on Monday.
 Follow-up as often as necessary to ensure units do not remain in service beyond 30 days.
“Turn up the intensity” once the unit has been in service for a couple of weeks to ensure you
meet this goal. Call the Purchasing Department or your Product Vendor Representative for
assistance.
o Place this report in the appropriate section of the Product Service & Loaner Binder.
o Replace with new verified reports as they are completed.
o Retain on file for the current week and the previous three weeks.
Inventory Status Report – Units On Loan

This report identifies all active loaner inventory and provides detailed information for each unit. It
is auto generated at the end of each week
Refer to the Quality Customer Care section of this manual for additional information concerning
the usage and filing of this report.
 Use this report to complete the inventory verification required on Monday. Every time
inventory is completed.
 Follow-up as often as necessary to ensure these do not remain active beyond 30 days.
“Turn up the intensity” once the unit has been in service for a couple of weeks to
ensure you meet this goal.
Place this report in the appropriate section of the Product Service & Loaner Binder. Replace
with new verified reports are they are completed.
Retain on file for the current week and the previous three weeks.
Audit Trail – Inventory In

This report details all inventory that was received into the system during the month. (New
Inventory, Transferred In)
 Review this report and immediately investigate any transaction you are unfamiliar with;
documenting any applicable information on the report.
 Once reviewed, file this report with the corresponding day’s Transaction Audit Trail.
Audit Trail – Inventory Out

This report is another useful tool should you need to research an inventory issue. The report
provides specific information for all merchandise that was purged from your system as inventory due
to payout, transfer, or charge off. It is generated at the end of each week and also and the end of
the month.
 Review all Cash Sales and EPO Transactions. Investigate any that show a loss; and
document the reason for each on the report.
 File both the weekly and the monthly report with the corresponding day’s Transaction Audit
Trail.
Petty Cash Audit Trail
Generated at the end of each week and also at the end of each month; this report identifies all petty
cash transactions. Although you will verify proper documentation of these receipts during your daily
review of the Receipt Audit Trail, you must also complete the following:
 Use this report to monitor expenses to ensure you remain within budget in each of the
categories. Circle the totals for each category to document your review.
 Review each of the expenses to ensure they were justified.
 Investigate any entries you are not familiar with.
 Look for repeating patterns. (same vendor, same amount, etc.)
 Ensure we are using only “approved vendors.”
 Look for ways to save money; do not buy at an area convenience store, buy from a large
retailer like Wal-Mart.
 Properly manage your time and budget by planning ahead so that shopping is done only once
a month.
 Once reviewed, file the weekly report with the corresponding day’s Receipt Audit Trail.
 Use the end of the month report to complete the petty cash audit required for the Monthly
Packet.
Customer Statistics Report - Detailed

This report provides detailed information concerning all agreements currently on rent. It is used
to measure various elements of each agreement to ensure proper execution of various programs
and practices.
This report will be auto-generated in the High Touch system and available for printing on the 15th of
each month. It is the responsibility of the Store Manager to properly review the report and
immediately follow-up on any discrepancies or unusual activity. The report can also be generated
on demand.
The following identifies key areas for review. Proper review of these areas must be documented on
the report using a red pen.
 Customer Info – Do they have an unusual Next Due Date – Are payments due within
a reasonable time? Check those “ahead”
number of BOR or units on rent? (4+) Money
by more than 2 months.
in suspense? (Past due? Pending P O?)
 Number Of Times Past Due – Are we
 Agreement Dates – Have multiple accounts
solving problems? Have we opened new
been opened in the last 90 days?
agreements recently despite poor payment
 Rate Codes – Check Rate Overrides. Does
history?
this happen often? Are some Customers
 Waiver / BestCare Participation – If 2 or
getting “deals” every time? Ensure proper
more accounts, why not club? If club, are
packaging. Do they have multiple BOR with
other agreements covered by waiver?
same type item?
 Club Awards – If more than amount of
 Free Time Days – How much? How often?
regular payment available why not used?
Check all 14 days or more (depending on
Can we resolve past due or avoid return by
length of time as customer) for abuse.
posting?
 Deferred Fees – Question anything over $10.  To Date Rent Differential - Compare rent
 collected vs. free time dollars awarded. Does
this appear reasonable?
File the most recent verified report in the Active Customer Listing Binder. Destroy old
reports as new ones are verified.
Income Projection / Performance Analysis

This report provides a summary of potential store revenue with comparisons to actual
income collected in each category.
 This report will automatically generate at the close of business at the end of each seven-
day period. (the 7th, 14th, 21st, and 28th of the month) An end of the month report is also
generated.
 Add this information to your Profit Log to measure your income performance on a weekly
basis to ensure you are on track for achieving the monthly standard.
 You will use the end of the month report to complete your Pencils & Projections.
 Once reviewed, file the weekly report with the corresponding day is Daily Report. File the
monthly report in the financial/budget Binder.
Detailed Payout Projection

This report generates at the end of each month to identify information for all agreements that
are due to payout during the coming month.
This report can also be generated from the system on demand for a given period.
 Use this information during the execution of the sales program; communicating with
these Customers to provide for additional needs that will allow us to keep their
business. Refer to the Gain section for additional information.
 Once reviewed, this report can be destroyed.
Lost Fees Analysis

This report, generated at the end of each week, identifies all fees “lost” in each category. This
occurs when fees that are due are not collected.
 Review the percentages to ensure you remain on track to achieve standards & goals.
 Once reviewed, this report can be destroyed.
Consolidated Idle Report – Home Office / Faxed On Monday

Although the information comes from the High Touch system, this report is received via fax
from the Home Office. Information has been sorted by District to identify inventory
information for stores within your District to assist in you in inventory ordering and existing
stock balancing.
 The best days for stock balancing are Tues – Thurs.
 Keep with the Daily Idle Inventory Report. Replace with new reports as they are
received.
High Touch Report Explanation
Weekly Reports
 Rank MTD
o A ranking report showing the stores performance as compared to others
 Weekly Fallout
o Produced on Saturday giving next week’s fallout by day
 Weekly Delivery
o A recap of the previous weeks deliveries by day
 13 Week Trend
o A recap of the past 13 weeks activity by store
 Free Time
o A recap of the previous weeks free time
 Assistant Manager Bonus
o A report showing the potential bonus available for the month. The weekly
version is a preliminary one while the month end is the final
 13weekBORreview
o A recap of the past 13 weeks BOR gain less a percentage on nonpaying
accounts
Telemarketing Reports;
 Single BOR list
o A list of customers that only have one agreement on rent
 Return List Monday
o A list of returned from 1 & 5 weeks back
 Return List Thursday
o A list of returned from 8 & 11 weeks back
 Referral List
o A list of potential customer entered in by the stores as references
 Projected Payout
o A list of customers that are projected to pay out in the coming weeks
 Payout List Tuesday
o A list of customers that paid out 1 & 5 weeks back
 Payout List Friday
o A list of customers that paid out 8 weeks back
Monthly Reports
 13 Month Trend
o A recap of the past 13 months activity by store
 Rental Agreement Review
o A report of customers with 6 or more free weeks or ones that have paid less
than 80% of the time they have had the agreement
 Rank Service
o A report ranking a stores service expense
 Rank MTD
o A ranking report showing the stores performance as compared to others at
month end
 Month End Ranking
o A stores ranking of APC, Potential Gain MTD & YTD and BOR gain YTD
 Lost Fee Analysis
o A report showing a stores fee performance as well as the Assistant Managers
IHPU bonus for that month
 Income Perf_EOM
o A report showing a stores income performance over the last 3 months
 Deprev_EOM
o A report showing the stores depreciation percentage over the last 6 months
 Club Levels
o A report showing the store level of Club
 Assistant Manager Bonus
o A final report showing what the Asst. Manager bonus is for the month
The Bestway Intranet
The Bestway Intranet is a private internal website that provides access to documents, reports,
and links to authorized websites.
Whenever the manager logs on to the internet, they get a series of tabs on the browser. One
tab leads to Ceridian Timekeeping, one leads to the Bestway Intranet site and the third connects
them to the Bestway Intranet.
The Intranet is broken in to seven basic sections with many subsections
Authorized Websites
We operate a closed system where all websites must be approved before stores can access
them. Here you will find links to those websites.
Documents
Here we provide document storage for many of the documents we use in the stores. Again, the
documents are stored in subsections to help make them easier to find.
Using your mouse, you hover over the section and to the right a subsection may appear if that
area has additional areas. For example, here we are looking for employment documents and
they are in Documents/Human Resources/Employment & Pre- Employment
Clicking on the Employment & Pre- Employment link will bring you to a page of more links,
which can then be clicked on to download a printable document to the store
Marketing
This area contains photographs of new stores, remodels as well as in store displays to help you
on how to best present the merchandise
TEL & CPU Support

Contains wiring diagrams and supporting documentation to help you locate the numbers to call
should you encounter telephone, computer, or printer issues
Reports
Contains links to the stores weekly and monthly reports that are produced in the Dallas
corporate office. Each area is secured to each store and once you have connected to Dallas,
you can download and print any of the reports in your folder
Training Home Page

This tag contains links to the training website as well as to training documentation and videos
Vendor Directory
Contains contact information for many of our vendors.
Vehicle Maintenance & Inspections

Daily Inspections
 Walk-around inspections must be performed before each day begins to ensure that each
vehicle is safe, fully operational and 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 as they are identified
by all store personnel. Store Managers are responsible for ensuring all issues are
immediately corrected.
Weekly Inspections
Weekly inspections are completed every Monday Morning using the Weekly Inspection form.
After completion of the inspection the form is placed in the vehicle binder, each inspection sheet
is set up to be used for a single month.
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.
 Respond to any problems identified immediately. Never allow Coworkers to operate
an unsafe vehicle.
 While inspections are typically completed by the Credit Manager, the Store Manager
must complete these inspections periodically to identify any potential problems and
ensure vehicles are clean, safe, and properly maintained.
Vehicle Fuel Purchases

The Home Office has assigned Fuel Cards to each Bestway vehicle at your store.
Each Fuel card has the Vehicle ID number as well as a small description of the truck.
Fuel cards are assigned to a particular vehicle not to the operator of that vehicle and will need to
be returned to the store after each fueling and kept in a secure location.
Each Coworker is assigned a specific Driver ID Number.

This number must not be shared with anyone.
Each person is held responsible for the fuel transactions associated with the pin they were
assigned
If you need to write this number down, do not write the number on the card.
Never store your Driver ID Number and the Fuel Card in the same place.
Do not swap cards between trucks –If the card should become lost or stolen, immediately
contact the Home Office at 1-800-530-1107 Ext. 6659
To recover a forgotten pin contact the GE Customer Support Center at 800-469-0440 and
identify yourself as the store manager. The Store Manager can also delete a pin by calling the
same number.
Pins must be deleted whenever there is a staffing change. Do not give the old pin out but
instead delete the old pin and request a new one.
To ensure the security of the fuel card, as well as other property that may be in a Bestway
vehicle, (tools, merchandise on way to Customer or store, etc.) Coworkers must ensure that
vehicle doors are locked EVERY TIME they leave the vehicle.
Fuel may be purchased Monday thru Saturday after 8 am & before 10PM. No fueling on
Sundays.
At The Pump:
 Use regular unleaded. No mid-grade or premium fuel.
 Swipe the card; then key in the odometer reading and your Driver ID Number. You
must key in this information to begin fueling.
 If you have any problems during a transaction, call 1-800-469-0440 for assistance.
 Obtain a receipt (NO Pre-Paid receipts) for the transaction and turn it in to the store
manager.
Upon Return To The Store:

 Place the fuel receipt in the Manager’s In-Box
Documentation & Filing:
 The Store Manager will use the fuel receipt to complete the daily Expense Log to
track the monthly budget in this category.
 Original fuel receipts must be included in the Monthly Packet.
 Copies of all fuel receipts is then filed in the monthly P&L Review File for future
reference, along with the receipts for all other direct-billed expenses.
Management Review
 A report is sent from the Home Office biweekly to detail specifics concerning recent fuel
purchases. It is the responsibility of the Store Manager to review this report to audit fuel
consumption, and make any necessary adjustments to better control this expense.
(better delivery routing, ensuring credit runs are scheduled around deliveries and service
calls, etc.) The following areas must be included in this review.
 Match fuel receipts at the store to purchases listed on the report.
 Ensure the right card was used for the right vehicle.
 Check MPG.
 Ensure purchase of proper fuel grade (regular unleaded only)
 It is the responsibility of the Store Manager to resolve discrepancies immediately;
contacting the District Manager or the Home Office for assistance as necessary.
 Keep reports for the most recent 90 days on file in the vehicle binder.
Accessing the GE Capital Fleet Services Website
Each week (usually on Mondays), you will receive an e-mail that will contain a link to the GE
Capital Fleet Services website (www.gefleet.com). You can also hold down your Ctrl key and
click on the link to the left to go there now.
Type your User ID (your main one) and Password (your main one less the last character)
in the fields provided. Click GO link to enter the site.
The my.FleetOffice home page now opens. The blue navigation bar at the top is where to go
to access the Reporting and Dashboard applications.
Accessing the Fuel Price Locator
To view fuel prices in your area, go to the Tools portlet located in the lower-left corner of the
my.FleetOffice home page and click the US Fuel Locator link. Type the zip code for your store
and click the Submit button. Put in your address for a more localized search
A list of fuel stations will display (lowest fuel price first) for fuel available within five miles of your
store. You can enter your store address, or change the search radius if you would like to fine-
tune your fuel provider search.
Stars on the list indicate the most recent updates to the Wright Express system.
Currently, we are seeing as much as a $.50 spread when viewing the per gallon price. At $.25
that’s over $ 12.00 per fill up.
Remember to check this site every Monday so that you know where to locate the best
fuel prices in your area.
Close this window to return to the my.FleetOffice home page.

Accessing the Reporting Application
Accessing the Reporting application is easy.
To open the Reporting application, mouse over Reporting on the navigation bar.
How to Run a Report
The Reporting home page now opens upon clicking the my.Reports link.
The report you will run each month is found under My Saved Reports, in the upper-left corner
of the my.Reports home page. The report name is Consolidated Expenses - By Billing
Period.
This report will provide the monthly expenses for fuel, maintenance, etc.
You have the option to run this report for different months, too. To change the month, highlight
the month in the Month box, and click the black arrow to move it to the My Selection box.
When the report displays, you will see a series of links at the bottom-left. You will want to view
the report called
By Unit - Major Expense Category.
Reminder: The Billing cutoff usually occurs on the second Friday of any given month, but can
vary during the year.
Accessing the Dashboard Application
Accessing the Dashboard application is easy.
To open the Dashboard application, mouse over Dashboard on the navigation bar.
How to View and Use the Dashboard
The Dashboard home page now opens upon clicking the my.Dashboard link.
The bottom-left section How’s My Fleet Performing contains the month at-a-glance and
gives the store access to all vehicle expenses. The center section Performance
Indicators tracks the fuel and maintenance costs for your store, and can be drilled into
by clicking any link to view specific vehicle information. The upper-right What Needs My
Attention contains exceptions that are in need of your attention.
Examples of exceptions under What Needs My Attention are the following:
▪ More than two fuel transactions in a day

▪ GE Paid Violations
▪ Average Maintenance cost going over $150 on
▪ Purchasing fuel above the market average by $.10
or more Cubes and and $500 on DOT
▪ Overdue Maintenance
▪ Premium Fuel Purchases
▪ Spending more than $120.00 at a time or $240
▪ Purchases between 10:00 PM and 7:00 AM in a day
▪ Purchases over 60 gallons in a day
▪ Purchasing 15 gallons or less, or more than 30

gallons
Fuel PIN Maintenance
Fuel PIN numbers are assigned to individuals authorized to purchase fuel for their GE vehicle.
Scenario 1: Drivers Assigned to a Vehicle
For a driver assigned to a vehicle, you can view their PIN number by searching by name, and
clicking the
PIN Maintenance tab to view the PIN status (active or cancelled). If no PIN number exists,
follow the instructions below in Scenario 2.
Scenario 2: Drivers without a PIN Number
1. Store Managers are the only individuals who can request PIN maintenance for drivers.
2. To request a PIN number for a driver, you should call or e-mail the GE Customer Support
Center:
a. Telephone: (800) 469-0044

b. E-mail: fleet.answerline@ge.com.
3. When contacting the GE Customer Support Center you should provide the following
information:
a. Your first and last name.

b. Your fleet number 101360.
c. The driver first and last name, and PIN action requested (add or terminate).
GE Fuel Card
Maintenance/Driver’s Guides (What to look for)
Fuel PIN numbers are assigned to individuals authorized to purchase fuel for their GE vehicle.
Scenario: Drivers without a PIN Number or to Verify a Driver’s PIN
1. Store Managers are the only individuals who can request PIN maintenance for drivers.
2. To request or verify a PIN number for a driver, you should call or e-mail the GE
Customer Support Center:
a. Telephone: (800) 469-0044

b. E-mail: fleet.customersupport@ge.com
3. When contacting the GE Customer Support Center you should provide the following
information:
1. First and last name.

2. Fleet number 101360 and store number.
3. The driver’s first and last name and PIN action requested (add or terminate).
If e-mailing the following e-mail can be copied and pasted, with the necessary information
changed:
Please create a pin for (DRIVER NAME).

(REQUESTOR NAME)
Store Manager
Store (PROVIDE #)
Vehicle Registrations & 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.
ROUTINE MAINTENANCE:
SE RV ICE IN T E RV AL
Lube , O il & F ilte r M onthly

T ire Rotation 10,000 M ile s
F ront Brake s 25,000 M ile s
Re ar Brake s 50,000 M ile s
A/C Se rvice 50,000 M ile s
T ransmission Se rvice 30,000 M ile s
Coolant Se rvice 50,000 M ile s
W he e l Alignme nt 30,000 M ile s
W he e l Balance 30,000 M ile s
Re place Plugs 50,000 M ile s
F ue l F ilte r 30,000 M ile s
Air F ilte r 20,000 M ile s
Se rpe ntine Be lt 45,000 M ile s
Incide ntal (fluids, hose s, be lts) N /A
Ensuring that your vehicle is serviced regularly will help to avoid breakdowns and
accidents caused by vehicle issues. Maintaining your company vehicle can be simple if
you follow these tips:
Fuel
Keep fuel level high so you have enough for traffic delays, especially in winter conditions. If
traveling to or around a remote area, remember that gas stations may be few and far between
so play it safe and stay filled up.
Lights
Start your vehicle and walk all around the truck, remember to check headlights, turn signals,
and brake lights. Check brake lights against a garage door or wall or get a coworker to help you
out.
Oil
With the Vehicle standing on level ground, engine cold, remove the dipstick in addition, check
that the oil level is between the two marks. Over-filling or under-filling the oil risks engine
damage. New vehicles need frequent careful monitoring until you are sure of what is normal.
Washer fluid and coolant

Keep washer fluid full and use plenty of anti-freeze in winter,
BEFORE it freezes up. Coolant level should be between minimum
and maximum, get to know what is normal for your vehicle so you
can spot any changes and therefore problems early on. Match
your coolant type to the original factory specs.
Tires
Check your manual or doorjamb for the correct tire pressure for your vehicle. Check monthly at
a minimum and make adjustments when necessary. Check your tire tread depth across the tire
width to make sure it is not too worn out. Tire tread should not be less than 2/32” of an inch.
Did you know?

Under-inflated tires can cut your fuel economy by as much as 6%. That is like paying $3.07 per
gallon when the pump price is charging $2.90.
Tommy Gate/Lift service & Maintenance
GE who provides our vehicle maintenance has oil change parameters set at 7,000 miles
overdue and/or 120 days. They will automatically perform lift gate maintenance at these
intervals. At each interval, they will have the local vendor check the operation of the lift gate,
lube the lift gate, tighten any loose bolt, check any associated batteries and cables and
replace if necessary.
Our responsibility as shown on the vehicle checklist is to check the operation of the lift gate and
seeing if there are any loose bolts or chains that need to be adjusted. Should you spot any
issues in between the GE maintenance intervals above, bring those issues to the attention of
the Store Manager immediately so that lift gate maintenance can be arranged.
Vehicle Accident
All vehicle accidents, no matter how minor, must be reported immediately to the Store
Manager, District Manager, and the 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 reporting 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. Avoid moving an injured person.
 Call the police to report the accident. All vehicles should remain at the scene until police
arrives.
 When asked to provide proof of insurance, present the card provided in your vehicle.
Explain that all questions should be directed to HO at 1-800-530-1107 Ext 6659; not the
insurance carrier.
This will ensure their questions are answered with the most recent information
available.
o Limit your response to the accident to include 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:
 Obtain necessary information and complete the Accident Reporting 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 #.
o The Bestway vehicle driver, as well as any passenger, must also provide a
written statement to detail the specifics of the accident.
o Obtain Name and Phone Number of all Witnesses and their Written Statement(s)
if possible.
 If 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 their Insurance Company, the insurance Policy Number and the Phone Number
of their Insurance Agent.
Once provided with the specifics of the accident, the Store Manager must immediately:
 Notify the appropriate person at the Corporate Office, and the respective District
Manager to report the accident. (DM will notify respective V.P.)
 Fax the Vehicle Accident Report and all written statements to the appropriate person at
the Corporate Office immediately upon completion. Ensure each written statement
includes:
o Year, Make and Model of Vehicle(s)
o Statement of how the accident occurred.
o Name, Address, Phone Number, and Driver’s License Number of the Vehicle(s)
Owner
o Owner’s Vehicle Insurance Company Name, Policy Number, and the Phone
Number of their Insurance Agent(s)
 Obtain the Police Report and fax 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 repair. 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.
Vehicle Accident Report
BESTWAY RENTAL, INC.

INSURED BESTWAY VEHICLE DESCRIPTION OF THE INCIDENT
AUTOMOBILE ACCIDENT vehicle year / make / model original speed speed at impact
REPORTING FORM license # state what happened? describe road, weather & traffic
(to be completed at the accident scene) Store # and name conditions; list any hazardous material spillage
Address
INSURED Store tel
VIN #: _______________________________________
Company Name Bestway Rental, Inc. damage (type, location, extent)
Store #_________________________________________
driver name
driver license # state
home tele
driver signature
**SECOND PARTY**
SUMMARY driver name
acc date ___/___/___ acc time ___:___ am/pm address
in or near city / st
city or town county st driver license # state
on home tele work tele
street or highway
at **SECOND VEHICLE**
address / intersection / distance & direction to town vehicle make / model DIAGRAM OF THE ACCIDENT SCENE
color license state overwrite dotted lines to indicate road at site; show
General classification (please mark any that apply) owner vehicles, pedestrians, etc. using symbols below
single vehicle multiple vehicle address
non-auto property damage pedestrian insurance carrier vehicle = bicycle/animal =
injuries...detail on reverse fatality damage (type, location, extent)
pedestrian = fixed object =
INVESTIGATING OFFICER
name
department
report # _____ citation(s) issued yes no
PASSENGERS
to you for
name ______________________ vehicle # ______
to other(s) for
address _________________________________
WITNESSES
name _____________________ tele ___________ name ______________________ vehicle # ______
address _________________________________ address _________________________________
name _____________________ tele ___________ name ______________________ vehicle # ______

If additional information is necessary, please use
address _________________________________ address _________________________________ the back of this form and check here.
Cash Controls
The “Easy Pay” Program
This can be a very effective tool for managing Credit. Ideally, we will never have to
contact Customers enrolled in this program for payment because it is processed
“automatically” every time it is due!
As we maintain communications and continue to build relationships with our Customers, it is
important to encourage this convenient, time saving option to our Customers. This is
especially important at the time a new agreement is opened, or if a Customer has
demonstrated difficulties in making on time, payments to their existing account(s).
All Customers using a credit card, or a debit/check card with a “visa” logo, are eligible for
this program. There is no charge to the Customer for this service. To participate in this
program, Customers must complete and sign a Credit Card Authorization form and present
a government issued picture ID. To eliminate potential problems, we do not accept
“phone in payments.” Any Customer not present for a credit/debit transaction involving
their card must have a signed Authorization Form on file. This form is our signed
documentation that the Customer authorized the payment to be posted to the card, and it is
critical that we have this documentation on file.
In order to process these payments efficiently and properly protect Customer information,
completed forms must be organized in an accordion file by Customer last name and/or
payment date, and secured by lock and key, in an area accessible only to Management.
The following outlines additional criteria for the successful execution of this program.
 This program is for Customers who choose to authorize us to make all scheduled
payments on the day or date indicated, for the full amount specified (including tax).
Participation in this program requires that we post payments “automatically” as
specified on the form. Should a Customer ask to be notified before scheduled
payments are posted, explain that their request makes them ineligible to participate in
this program, and recommend they make payment at the store.
 Customers can cancel the program at any time by signing the form in the appropriate
area at the bottom of the page. Because we will only post these payments as the
Customer has specified, we are not responsible for overdrafts to the Customer’s
account.
 New authorization forms must be completed (do not “write in” updates) for Customers
with changes in personal or payment information. (new credit or debit card/
expiration date, increase or decrease in payment amount, switching to monthly
instead of weekly payments, etc.) Old forms must be cancelled (by Customer
signature) then stapled behind the new form.
 Use “Line 8” to identify Customers that participate in this program. However, do not
identify the card number here. We must ensure this information is available only
from the secured authorization form.
 Review the past due cards report daily to identify this information; asking the
Manager to pull the form and process these payments at the beginning of each day.
Ensure that we do not contact “easy pay” Customers for payment unless their card is
declined.
 In the Customer signature line for these receipts, the Manager will indicate that
we have a signed authorization on file and initial the receipt; (For example: SOF /
JS.) then ensure these receipts are attached to the receipt audit trail for the date
of the transaction.
Remember:
 Get approval from the credit card company for every transaction posted. This 6-digit
code is identified on the credit card machine or obtained from a customer service rep
you have contacted for assistance.
 If a card is declined when you attempt to process the transaction, DO NOT run the
card again. Contact the Customer and ask for another form of payment. To comply with
guidelines from companies that approve or decline Bestway credit/debit transactions, our
policy is to “run” a card only once.
 All “Easy Pay” transactions are posted as “credit card” payments; therefore, PIN codes
are not required. However, all Debit Card payments made in person at the store
must be posted as “Debit” and the Customer must input their PIN code at that
time. This will save money as credit cards are more expensive for us to process than
debit cards.
Authorization Agreement
Store__________________
Name
Address
City St Zip
I authorize Bestway to start billing on for

date) (amount)
Bill me weekly through MasterCard or Visa.
Bill me monthly through MasterCard or Visa.

My card is a (circle one) MasterCard Visa
My MasterCard /Visa #_ Expires on
This authorization notice is based on the following terms.
1. This authorization will continue until Bestway receives a request in writing to cease future
billings or I sign the request to cancel billing on the original document at the store.
2. The authorization automatically terminates upon the return of all active rental agreements and
the payment of all rental charge due thru the date of return.
Signature Dated
I hereby cancel this agreement effective: ________________
Signature Dated
The Expense Approval Process
Because it is their responsibility to properly manage operating costs to maintain the store
budget, the Store Manager must approve all store expenses. Expenses are generally
classified into two categories; Fixed Expenses (those you cannot control) and Controllable
Expenses (those you can).
Fixed Expenses
This category includes the expenses that come from accounts that are setup by the
Home Office for each Bestway store. These are posted to the store’s P&L each month
based upon the bills or invoices that are received at the Home Office.
The following provides some examples:
 Store Alarm/Security
 Advertising (monthly promos, materials)
 Utilities (gas, electric, water, sewer, trash)
 Pest Control Services
 Phone Bills
 Occupancy Costs - (rent, taxes, etc.)
 Vehicle Leases and Insurance
Although bills or invoices for these services will not be received at the store, it is the
responsibility of the Store Manager to approve charges posted on the P&L and investigate any
that are questionable.
Controllable Expenses
This category includes both petty cash and direct-billed expenses; which are outlined below.
Petty Cash Expenditures

This category should include only the expenses for which we cannot set up direct billing. (see
below) The goal is to limit these expenditures to no more than $400 monthly.
Any petty cash expenditure in excess of $100 must be pre-approved by the District
Manager.
Petty cash expenditures are generally acceptable for expenses such as the following:
 Oil Changes (if we can’t set up an account)
 Store Supplies (cleaning products, etc.)
 Postage
 Office Supplies (copy paper, ink, etc.)
It is the Manager’s responsibility to review these receipts daily and investigate any that are
unfamiliar.
Note: Bestway has corporate accounts with companies that provide direct billing for office
and store supplies (Staples, etc.). Check with your DM to see if these are available in your
market; and compare prices to ensure you get the best deal.
Direct Billed Expenses
To save time and properly manage our cash controls, this category should include as many of
your expenses as possible. The following list provides some examples of these expenses:
 Vehicle Repairs
 Product Service
 Product Cleaning
 Building Repairs
 Fuel Expenses*
*Detailed billing for fuel purchases in each store is submitted directly to the Home Office for
payment. Store Managers may login to GE Fleet Management at any time to review their fuel
purchases.
a. Once a store has received a service they must ensure that an invoice is either left at
the store or that an invoice for the service is to be mailed to the corporate office at
the following address: 12400 Coit Road, Suite 950
Dallas, TX 75251
b. All invoices must have the following information: Name of Vendor, Date, Amount
Due, and Description of Product or Services provided.
c. Upon receiving an invoice the store manager must stamp the invoice with their
General Ledger stamp, sign and date.
Special Note: If a store does not have a General Ledge stamp they may be
obtained by contacting the Accounts Payable department at 972-387-7242.
d. The approved invoice must be submitted to the Accounts Payable Department within
24 hours of receiving the invoice. It should be submitted by faxing it to 972-387-7262.
It may also be submitted by scanning and emailing it to sballard@bestwayrto.com.
Any account that requires an agreement or contract must be pre-approved by the

Vice President. As services are completed, the provider must submit a detailed invoice
to the Store Manager to specify the services provided. Invoices must also include the
provider’s name, address, and phone number.
All invoices must be properly approved by the Store Manager before payment will be issued by
the Home Office.
Using Debit / Credit Machines
FUNCTION PROMPT BUTTON / ACTION
SALE Press Sale Button F2
(Card Swipe) Swipe or Enter Acct. ENTER
Choose Card Type F1: Credit
BUTTON RECAP Credit, Debit, EFT* F2: Debit
Red: Cancels F3: EBT
Yellow: Backs out a number Choose Language F1: English
Green: Enter or Completes F2: Spanish
If Prompted Enter
EBT Processes just like a debit Exp. Date of Last 4 ENTER
Card. Requires BOTH a PIN# Enter Amount
and a signature. Full amount 50.00 not 50 ENTER
Cash Back $ ENTER
If Debit or EBT Enter Pin Number
Print Customer Copy Yes or No
SALE Press Sale Button F2
(Manual Entry) Phone/Fax F3
Enter Account Number <<<
MUST SEE DRIVER’S LICENSE Enter Expiration Date <<<
OR HAVE CREDIT CARD Is Card Present? Yes = F1 – No = F2
Enter Amount
Button Recap: Full amount 50.00 not 50 <<<
Red: Cancels CVV2 or V-Code Press ENTER to bypass
Yellow: Backs out a number Code Present F1
Green Enter or Completes Enter Address Numbers Only
of Customer’s Account
EBT Processes just like a debit Enter Zip Code Numbers Only
Card. Requires BOTH a PIN# of Customer’s Account
and a signature. Enter Invoice # Press ENTER to bypass
Approval Code Wait for approval
Change Menu Press: More
VOID Press Void: F1
Voiding of transactions within Choose Yes or No
the same days business. Retrieve by Inv #
or Account #
Invoice # or Last 4 Based on previous
A transaction may be “VOIDED” Enter to Finish Press Green Button
the same day it occurs. This is Options
NOT considered a refund, this Yes to Complete F1
will clear the transaction as if it No to Escape F2
never happened. Next to add another F3
Print Customer Copy
Refund Press Refund
Credit/Debit Password (998877) Enter
Swipe Card/Enter Acct # Enter
If charge was done the same day Choose card type
use the void option. (credit or debit) Card Type
Exp. Date (MMYY) Enter
Cards must be present to issue Enter Clerk ID Enter
the refund. Enter Amount Enter
Print Cust Copy? Yes or No
Customer Refund Receipts
 All Customer refunds should be processed by posting a negative rental payment
receipt; “reversing” the rental payment exactly as it was posted.
 If you cannot refund to the Customer using this method, contact your District Manager.
 ANY refund posted as a petty cash expenditure MUST be pre-approved by the DM.
 All Customer refunds must be signed by the Customer and must include the
date and a phone number where they can be reached.
The following illustrates the procedures for processing these receipts.
Processing Refund Receipts

One of the benefits of rent to own the Bestway is our 7-Day Money Back Guarantee.
Provided we properly execute our practices to ensure Quality Customer Care, processing a
request for a Customer refund will be a rare occurrence.
The following outlines the steps for processing this transaction to ensure that the Customer,
and the store, is properly credited should a refund occur. There are three important points to
remember:
 Reversing the original transaction is the “BESTWAY” to
process a refund.
 To maintain budget and standards, any free time or extensions posted at the
same time as the amount to be refunded must also be reversed.
 Refunds processed as petty cash must have prior
DM approval.
1) Using the receipt screen, pull up the agreement and enter (I) for inquire. Then (P) for
payment history.
Select F2 and print the screen that shows the payment you want to refund.
Here we see an initial

payment on a dryer,
with$7.00 in fees,
seven days free time,
and an additional
extension of 7 days.
2) Press (F) to get a breakdown of the fees; and either hit F2 to print that screen, or just write
in down on the previous printout.
In this example, we
see that they paid $2
for waiver, and $5 for
processing.
3) Select (RETURN) to go back to the main screen. Select (C) to change back to
receipt mode.
Choose (Store) and

(Cash) to get to the
area where you would
choose the time
purchased
1) To reverse the amount paid, press (C) to change. Select Line 1 (Time Purchased) and
enter in the same days, weeks, semi, or months with a minus sign.
To reverse the free time, select Line 2 (Due Date) and enter the same number of days with a
minus sign.
You can see that this

refunds the rent and
waiver, and reverses
the free time, but you
will need to tab over to
the Fees column to
refund the processing
fee. Press C to
change.
2) Choose the line number that matches the original fee charged, and enter in the amount with
a minus sign.
3) You now have an entry that provides you with the available cash to refund to the customer.
Post the receipt, but do not yet refund the money.
The last part of this

transaction is to
reverse any extension
that was given, so that
those dollars are
returned to your
budget. The goal is to
end up with a payment
history showing that
the entire transaction
has been reversed.
1) Immediately reverse any extension posted at the time of the receipt.
From the extension

screen, enter the
number of days posted
at that time, using a
minus sign. Post this
receipt.
2) When you have completed all of the necessary transactions, make a print screen of the
payment history and have the customer sign, date and add a phone number.
You must obtain

this information for
all refunds.
3) Refund the Customer’s money. Attach the store copies of all transactions posted, to the
bottom of the documented payment history. This must be attached to the corresponding
day’s receipt audit trail.
4) Process the merchandise return.

If you cannot refund to the customer using this method, contact your District Manager. Any
refund posted as petty cash expenditure must be pre-approved by the DM, and must be
processed using petty cash code #10. (Customer Refunds)
All customer refunds (including those posted as petty cash) must be signed by the customer
and must include their address and phone number. Petty Cash Receipts
During the course of our daily operations, it may be necessary for us to utilize petty cash
from the store to purchase necessary supplies and services.
The Store Manager must pre-approve all petty cash expenditures; ensuring that
expenditures fall within the monthly budget allowance for each category, and that total
petty cash expenditures do not exceed $400 monthly. Any petty cash expenditure in
excess of $100 must be pre-approved by the District Manager.
To increase efficiency and reduce errors, petty cash expenditures must be posted as they
occur. These receipts should not be allowed to “pile up” until the end of the day. To
ensure proper accounting, it is essential that we use the correct “code” when posting these
transactions in the system.
The following outlines the proper processing and documentation of petty cash expenditures.
The Computer Operations section outlines how to post a petty cash receipt in the system.
All Petty Cash Receipts

 A purchase receipt must be obtained at the point of sale for every expenditure.
 Before Coworkers remove cash from the drawer for any reason, another Coworker must
witness and list the date, time, Coworker name, reason, and amount taken, on a piece of
paper, which must be left in the drawer. BOTH Coworkers must sign this piece of paper.
(ex: 6/7/05 9AM John Smith Postage $32 – John Smith – Betty Brown) It can be
destroyed once any money not used is returned to the drawer and the transaction has
been properly processed using the original purchase receipt.
 All Purchase receipts must be stamped or printed (not handwritten) with the “sellers”
name address and phone number, and must include an itemized list of the items
purchased. “Generic” receipts cannot be accepted.
 Petty cash expenditures without an original purchase receipt or those using a
“handwritten” or “generic” receipt will not be processed; these will be handled as a
cash shortage and reflect a negative effect to the stores P&L.
Note: An exception to this rule could result if a Coworker uses a small amount of money at a
coin-operated facility (washing the store vehicle, appliances, etc.) In this instance, the
expense must be pre-approved by the Store Manager, and the petty cash receipt printed from
the system must include the signature of both the Coworker and the Store Manager.
 All purchase receipts must be copied to provide the appropriate documentation. (one
copy to the “monthly packet,” the other to the receipt audit trail for P&L reference, warranty
information, etc.)
o The original purchase receipt must be attached to the top copy of the
computer receipt. These are then placed in the appropriate envelope by
category for the monthly packet.
o The copy of the purchase receipt is then attached to the bottom copy of the
computer receipt. These are then attached to each day’s corresponding Receipt
Audit Trail.
Remember:
 All invoices to be paid by the Home Office must first be approved by the District
Manager then faxed directly to (972) 387-7262. These are not to be included with petty cash
receipts in the monthly envelope.
Rental Payment Waiver Receipts

 The top copy of the petty cash receipt for Rental Payment Waiver claims must be
attached to a copy of the approved claim form returned to the store from BMS. This
documentation will go in the monthly packet.
 The bottom copy of the computer receipt as well as a copy of the approved claim
form must be attached to the receipt audit trail.
 A copy of the computer receipt and the approved claim form must also be placed in the
 Customer file.
 Refer to the BestCare Manual for additional information concerning how to process a
Rental Payment Waiver claim. Call the Home Office at extension 7238 for additional
information.
Collection Tools
Fees
Fees may or may not be part of the customer’s regular payment. This is determined by the type
of fee involved.
Some fees are the same in all states while others vary depending on the state statutes
IN-HOME COLLECTION FEE: Is the charge for making a credit run to the customer’s home.
The fee is only applicable if you are making the visit due to the fact you could not contact them
by phone and you are attempting to contact them to resolve their past due status. The fee is
due regardless of whether a payment is collected at that time or not
REINSTATEMENT FEE: Is the penalty for making a late renewal payment. We price the
merchandise based on on-time payments. A late payment incurs additional cost and those
costs are passed on to those who make late payments.
RETURN CHECK FEE: We no longer take checks except for old established customers. If a
check is returned, our bank charges us a fee, which is then passed on to the writer of the bad
check
PROCESSING FEE: Is the fee charged for the processing of each new rental order.
DAMAGE WAIVER FEE: This fee when collected waives the customer’s responsibility for lost,
stolen, damaged, or destroyed merchandise. This does not provide for the replacement of that
merchandise it just means the customer is no longer responsible for paying for it if account is
current.
CLUB FEE: We have a BestCare Club program that is optional for the customer that provides a
multitude of benefits for the customer.
These benefits include but are not limited to:
MERCHANDISE PROTECTION: Like the waiver, they are not responsible for paying for
the lost product but this program guarantees a replacement of equal value without losing
what they have already paid in.
RENTAL GUARD: Pays the customers rental payment for up to a month if they lose
their job through no fault of their own.
EXTENDED WARRANTY: The customer gets an extended warranty of one year from
their date of payouts $10,000 AD&D coverage
DISCOUNTS ON: Dining, Shopping, Prescription Drug, Groceries
The club program is quite extensive. For more information, refer to the stores BestCare Manual
The NSF Fee is a per check fee
Reinstatement can be a flat fee so regardless of the number of payments missed only one fee
per agreement is applicable. If it has a per day fee then it is for each day past due up to $10:00
Business calendar means that Sunday does not count when calculating days late before a fee
can occur
IN NC AR TX SC AL & TN MS & KY
NSF CHECK
FEE $20.00 $25.00 $25.00 $25.00 $25.00 $20.00 $30.00
REINSTATE WK $3.00 $2.00 $2.00 $5.00 $5.40 $2.00 $2.00
TYPE OF FEE FLAT A DAY A DAY FLAT FLAT A DAY A DAY
# OF DAYS PD 3 0 0 4 4 0 0
REINSTATE MO $8.00 $2.00 $2.00 $5.00 $10.00 $2.00 $2.00
TYPE OF FEE FLAT A DAY A DAY FLAT FLAT A DAY A DAY
# OF DAYS PD 5 0 0 8 6 0 0
GRACE BUS BUS BUS CAL BUS BUS BUS
MAX 1 FEE $10.00 $10.00 $5.00 $10.00 $10.00 $10.00
WAIVER 10% 9% 9% 9% 9% 9% 9%
WK MIN **$2.00 $2.00 $2.00 $2.00 $2.00 $2.00 $2.00
MO MIN **$5.00 $8.00 $8.00 $8.00 $8.00 $8.00 $8.00
IHCC $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00
CLUB WK $4.00 $4.00 $4.00 $4.00 $4.00 $4.00 $4.00
CLUB SM $8.00 $8.00 $8.00 $8.00 $8.00 $8.00 $8.00
CLUB MO $16.00 $16.00 $16.00 $16.00 $16.00 $16.00 $16.00
PROCESS FEE $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00
**In Indiana, the waiver is the lesser of 10% or the applicable fee
Getting an Accurint Report Online
Accurint provides address, driver’s license, and telephone information
This access is restricted to the store manager and all reports are to be kept
secure until they are disposed of in accordance with the document policy
Only use this system when you have to. Each report comes with a charge and will be
billed monthly on a person, per use basis.
While each report comes at a cost I would highly recommend that you periodically run
your previous high dollar charge offs as it takes time for the database to update. You
will find that your hit rate increases as time passes on.
It is well worth the $3.50 for a finders report if it leads to recovery $1,000+ charge off.
The reports you can run are:
Name What it provides
PERSON SEARCH Simple search listing COST $.35 EACH
FINDERS Name, Aliases, Addresses, Relatives and Neighbors with phones,

possible Associates COST $3.50 EACH
DRIVERS LICENSE All DL info including other states numbers including cell #s COST
$.75 EACH
PHONES PLUS All phone numbers including cell #s COST $.50 EACH
You can also run three types of phone searches and those add .25 cents each to the
cost.
If you run a report and nothing is found there is no charge
The website is: http://www.accurint.com/
Click on the ACCOUNT LOGIN button
Enter in your user name & password
Your user name will be: store0______

Your password will be ezy______ and you may be required to change it after you
log in.
They will also make you change your password about every 60-90 days.
If you do not use the site for 60 days, it will become inactive and you will need to call
me to reactivate it.
Each time you visit the site the verification number will change
Select the People Search in the People column
On this page, you will need to select:
Click to Continue Use by Persons Holding a Legal or Beneficial Interest Relating

to the Consumer
On the next page, choose:
Click to Continue Use in the Normal Course of Business
Enter whatever information you have. The more information you enter the more
accurate the report will be.
You can also just enter in the address and get a complete listing that way.
This will produce “________ SEARCH” and look this over carefully before proceeding.
The check mark indicates the most likely current information. If you have a new
address or a new phone number store, there and then you are only charged for the one
report.
Once you pull up the list just click on the name and you will get the following screen
From here, you can choose to do either a PERSON SEARCH, DRIVERS LICENSE OR
PHONES PLUS.
Select Person Search and the system will take you back to the original screen with the
name already entered.
This report gives you a list of possible addresses as well as any other socials with the
same name.
From here you can go back to the name and choose either the DL report or PHONES
PLUS
Choosing a Driver’s License search will bring up a screen showing other states where
Drivers Licenses were issues and the address on that driver’s license. Be sure to use
additional the information to confirm that you are looking at the right person.
A phones plus search can be used to trace a cell phone to the address where that cell
phone bill is going
KEEP IN MIND THE MORE YOU ENTER IN TO THE SEARCH WINDOW THE
BETTER YOUR RESULT WILL BE. HERE I ENTERED IN NAME, ADDRESS AND
PHONE NUMBER AND THE RESULTING REPORT HAD EVERY ADDRESS I HAVE
EVER HAD BOTH BUSINESS AND PERSONAL FOR THE PAST TWENTY YEARS
BUT THE SEARCH WAS JUST FOR THE ONE NAME AND NOT CLUTTERED WITH
SIMILAR NAMES OF OTHER PEOPLE
The report with the most information is the “FINDERS REPORT.” It is accessed by
clicking on the icon to the left that looks like a telephone.
This will produce the following report that can then be downloaded and printed from
your computer.
Call Steve Kruse (972) 387-7238 if you have any questions or problems logging in.
Bankruptcy
Whenever a customer has informed you that they have filed bankruptcy all collection activity
must cease. Now the customer cannot just say they have filed and we leave it at that. They
either have to provide you with a copy of the filing or at the very least provide you with the name
of the attorney so you can validate that they have in fact filed.
As soon as possible, you need to fill out the bankruptcy form being careful to do so completely.
There is section on the form called required documents (failure to include these documents will
result in unnecessary delays and could void the stores credit against the charge off)
The bankruptcy form contains the rules and regulation for bankruptcy submissions and credit.
The deadline each week for submissions is noon on Wednesday for charge off on Thursday of
each week
Memphis Only: Prior to renting to anyone, you must first make sure they are not already in a
bankruptcy. To do this you first print off a copy of the Bankruptcy Inquiry form and call the
number on the form. Fill out the form and place it in the customers file for future reference.
If you find the customer does in fact already have a bankruptcy on file, you must get the
customer to take the Consent order form (as shown after the Bankruptcy Inquiry Form) to their
attorney where they must get written permission from the judge to rent from us.
FAILURE TO FOLLOW THIS PRE-CONSENT PROCEDURE COULD RESULT IN THE LOSS
OF THE MERCHANDISE AS THE CUSTOMER CAN INCLUDE US IN THE EXISTING
BANKRUPTCY FROM THEIR FIRST DAY OF RENTAL
Legal: While we do not file criminal charges in any market, we will file replevin actions in certain
markets (Currently only Nashville & Memphis Tennessee)
In all cases, the cover sheet is filled out and sent to Steve Kruse along with the required
documents (rental agreement and order form) where it will be reviewed before being sent to the
attorney for processing.
Never take any steps that could result in any form of civil legal action without first
following this process.
Again all forms relating to bankruptcy, legal filings or legal letters can be found on the
intranet under documents/bankruptcy.
Bankruptcy Coversheet
(to be sent to Steve Kruse)
TO: skruse@bestwayrto.com or 972-387-7258 Date ___________
FROM: Bestway #____________ Store Contact: ___________________________
Phone Number: (___) ____________ Fax Number: (___) ____________ IF KNOWN
Bankruptcy Case No. ______________Chapter (7 or 13) ___ Debtor’s Attorney: ______
Customer Information
Name: ________________________________
Last Four of SSN#:______________________
Co- Signers Name: ______________________
Last Four SSN#_________________________
Attached Are: REQUIRED DOCUMENTS

 Notices & Proof of Claim from the Bankruptcy Court (If available)
 Copies of all Rental Agreements Signed by Renter
 Perpetual of each stock #
 Print Screen from the system showing the agreement terms
 Print screen of most recent payment history
NO CONTACT WITH THE CUSTOMER WITHOUT PRIOR WRITTEN PERMISSION FROM HOME
OFFICE
Rental Agreement Information
st nd
1 Agreement 2 Agreement
Agreement No. ___________________________ ____________________________
Item: (Description) _________________________ ____________________________
How Paid (circle one) W B S M W B S M
(W)eekly, (Bi)weekly, (S)emi-Monthly, (M)onthly
Regular Pay(incl tax) : $_____________________ $______________________
Last Date Paid ______________________ _______________________
Last Due Date ______________________ _______________________
Back Rent (amount) ______________________ _______________________
Back Rent (next due Date) ______________________ _______________________
Late Fee Due ______________________ _______________________
Notes: Calculate the back rent including taxes to their next due and insert the next due date above
Amounts Paid:
PRIOR TO filing date: $_____________________ $______________________
AFTER filing date: $_____________________ $______________________
Rem. Term _____________________ _______________________
Balance as of filing date. $_____________________ $______________________
(Rem rent X term No EPO)
Stock Numbers & Rem Cost ____________ _________ ____________ ___________
____________ __________ ____________ ___________
FAX to Steve Kruse at the Home Office. Home Office will contact our attorney and determine the
appropriate action.
NO CONTACT WITH THE CUSTOMER WITHOUT PRIOR WRITTEN PERMISSION FROM HOME
OFFICE
Bankruptcy Program Bullet Points
GENERAL
The store is responsible for submitting all paperwork timely and correctly.
The required documents are listed on the bankruptcy coversheet. Stores not involved after the
paperwork is submitted to Home Office. Home Office will handle all aspects of the case and
notify the store of any action that is required.
TIMING
Home office does all the charge offs weekly on Thursday.
Bankruptcies not turned in by close of business on Wednesday will not be considered for charge
off until the following week.
RULES FOR C/O CREDIT:

Filing timely and completely with the Home Office.
Incomplete paperwork at time of charge off equals no credit.
The maximum credit for charge off is $2,000 regardless of the number of agreements or items.
Memphis accounts only: If the bankruptcy date precedes the rental agreement date, the loss is
not covered.
Initially a credit may be given to the store when a charge off occurs but it can be reversed in the
future as shown.
CASE TREATMENT MERCHANDISE CHARGED OFF:

Determination is made by Steve Kruse on the viability of the case.
Cases not worth pursuing are expensed to the store.
Chapter 7 cases will be charged off and when we get the recovery order the cost goes back in
against the merchandise or is journaled back to the store if no recovery is made.
Cases that are already charged off but result in orders to pay at the store will be received back
in at the store with credit for the recovery going to Home Office.
Cases where we get recovery that turns into a skip will be charged back to the store.
CASE TREATMENT MERCHANDISE IS NOT CHARGED OFF:

Cases where the customer continues to pay will be charged legal fees for obtaining a consent
order and there will be no charge off.
WHAT ARE STORES EXPENSED

Store are expenses $300 for attorney fees with a $100 credit for any account where Home
Office receives a check for that filing.
UNITED STATES BANKRUPTCY COURT
WESTERN DISTRICT OF TENNESSEE
WESTERN DIVISION
In RE: , Case Number

Debtor. Chapter
CONSENT ORDER GRANTING CONDITIONAL LIFT OF STAY
THIS CAUSE came on to be heard before the Honorable Bankruptcy Judge for the Western
District of
Tennessee Western Division. Upon statements of the parties from all of which it appears that
the Debtor is
authorized to enter into a rental lease obligation with Bestway Rental for the lease of specified
personal property and that Bestway Rental is granted relief from the automatic stay in the
event the Debtor fails to comply with the lease obligations to recover possession of the property.
As this is a post-petition obligation, any course of action relating thereto shall survive the
discharge, if any, received by the debtor
IT IS ORDERED
APPROVED
/s/ /s/
Debtor Co-Debtor
s/
Attorney for Debtor
/s/
BESTWAY REPRESENTATIVE
Trustee
CERTIFICATE OF SERVICE
I, hereby, certify that a true and correct copy of the foregoing Consent Order has been served
upon the following parties in interest by first class U.S. Mail or electronically on the day of
, 20 .
DEBTOR
DEBTOR’S ATTORNEY
BESTWAY
(Address)
Loss Prevention
Security & Emergency Procedures
Customer Files
To ensure we properly protect the personal information of our Customers we must:

 Properly file all Customer documents. Ensure active Credit Card Authorizations
are properly locked and secured in an area accessible only to the Store Manager.
 Never disclose Customer information to a third party without the proper documentation.
 Ensure any discarded documents are processed for shredding to properly destroy.
 Retain inactive files for 3 years; then process for shredding to properly
destroy information.
Refer to the store’s Document Retention Policy for additional information concerning file
destruction and retention.
Coworker Files
 Ensuring the protection of Coworker information is equally important. To do this we
must:
 Ensure active Coworker files are properly secured in an area accessible only to the Store
 Manager; under lock and key.
 Refer all inquiries regarding previous Coworkers to the Payroll Department.
 Ensure files for previous Coworkers are processed for shredding after 90 days.
Refer to the store’s Document Retention Policy for additional information concerning file
destruction and retention.
Threats of Violence
Bestway believes that our Coworkers are our greatest asset. Therefore, Coworker
safety must be top priority in every action we take.
While we must maintain a firm stance when handling our business, we must make every
effort to ensure that no situation escalates to the point of violence.
Should you feel physically threatened when interacting with a Customer or Coworker,
immediately remove yourself from the situation; and then contact your supervisor.
NEVER engage in a physical confrontation.
Remember:
 Bestway strictly prohibits any person from carrying a weapon, storing a weapon,
threatening another individual with bodily harm, or assaulting another individual at any
time while on company property or during working hours, or while you are engaged in
Company business regardless of your location. Coworkers violating this policy will be
subject to discipline up to and including termination of employment. Refer to the
information beginning on page 17 of the Employee Handbook for additional
information.
System Passwords
System passwords allow us to identify the specific Coworker responsible for completing
each transaction in the system. To ensure this vital information remains revised and
secured, we must:
 Ensure that all Coworkers understand that system passwords are to be kept
confidential and must never be shared.
 Add/Delete system passwords with all changes in personnel.
Alarm Passcodes
Alarm passcodes allow us to identify the specific Coworker entering/exiting our stores
outside of business hours. To properly maintain this critical information we must:
 Assign individual passcodes to “key holders” that will open and/or close the store.
 Ensure that all key holders understand that passcodes are to be kept confidential and
must never be shared.
 If these Coworkers will also be responsible for responding to the security company in
the event of an alarm at the store outside of business hours; the Store Manager must
immediately contact the security company and provide them with the Coworker’s
contact information. The District Manager must also be copied with this information.
 Store Managers must also contact the security company immediately upon
changes to these personnel, and copy the District Manager with this information.
 Managers must also ensure that passcodes for previous Coworkers are removed from
the store’s alarm system.
 To ensure proper operation, always test the system after any changes.
Store Facility Issues

In the event of issues concerning the store facility (plumbing problems, water damage,
heating/AC issues, etc.) immediately contact your District Manager and the Home Office.
 Identify - Store manager identifies repair needs and prints “Facilities Repair Form”
from Bestway intranet.
 Bid Process – If bid is $100 or less, proceed with repair and no approval is
needed, process stops here. Bidding of at least two vendors will be done at the
store level. Store manager will use Yellow Pages or internet to get local vendor
contact information. Most of our locations have property managers or landlords that
can provide vendor information as well; this can be found under the Real Estate
Facilities tab on the intranet titled “Facilities Contact”. If manager is unsuccessful in
finding two vendors, contact District Manager. Usually best rates are negotiated at
the store level. Verify there isn’t a trip charge in the bidding process. If they have a
trip charge try and negotiate it out of the bid.
 Submit for Approval - The requesting store submits via email a completed
“Facilities Repair Form” to District Manager for approval & to the Real Estate
Department for PO assignment.
 Review & Approval - The “Facilities Repair Form” is reviewed by DM & Director of
Real Estate, assigned a PO and returned via email to store (cc DM) to move forward
with work order. Most bids expire within 60 days, schedule work before bids expires.
 Emergency - All emergency requests receive high priority and are handled as soon
as possible, DM to approve all emergencies.
 Submitting Invoice for Payment - Vendor should be paid through Home Office,
stamp invoice with store stamp, print name and sign, email or mail invoice and a
copy of the bid form to Home Office accounts payable for payment. If needed,
invoice can be paid directing through petty cash if terms are “Payment Due on
Completion”.
 Warranty - Once work is complete, store manager staples all paperwork to the
“Facilities Repair Form” and file in manager’s office so warranty work can be verified.
Store Opening & Closing

The following outlines the basic procedures for providing for the safety of our Coworkers
and store assets during opening and closing routines:
 Be aware of your surroundings and any suspicious persons or activity when opening
or closing the store.
 Immediately disarm the security upon entry to the store. Keep doors locked until you
are open for business.
 Perform cash drawer audits in an office area, away from the front counter and
showroom area. Ensure the store’s opening petty cash is properly secured.
 Use the buddy system when making the daily bank deposit. Some jurisdictions
will provide a police escort.
 Perform a system backup at the end of each business day. (backup and verify)
Ensure the person responsible for closing the store removes this backup from the
store at the end of the day and returns it the following morning.
 The last computer transaction of the day must be the end of day process. Ensure the
end of day process is in progress before leaving.
 Ensure all doors to the store facility and the vehicles are properly secured.
 Always arm the security system prior to leaving for the day.
Note: To assist us in ensuring the proper protection of our Coworkers and other assets
during business hours, the back door must remain secured at all times. A Bestway Coworker
must be present for the duration of all deliveries and pickups.
Damage to Customer Home/Property

The following outlines the procedure for reporting damage to Customer property not
involving the Company vehicle: (torn carpet, damaged flooring or molding, etc.)
 Apologize to the Customer for the damage.
 Assure the Customer that we will take care of the problem ASAP, but do not make
promises as to exactly what we will do, or when we will do it. Remember, we are relying
on others to do this and we cannot anticipate their schedule.
 Call from the Customer home to immediately inform the Store Manager.
 Obtain a written statement from all parties involved (Customers, Coworkers & Other
 Witnesses) before leaving the Customer home.
 Use the disposable camera from your store vehicle to take pictures of the damage
from several angles.
Once you return to the store:
 Immediately complete all information on the Damage Incident Form to document the
specifics of the incident.
 Ensure the incident is reported to the District Manager.
It is the responsibility of the Store Manager to:

 Refer any inquiries concerning insurance directly to the Home Office. Do not contact
the insurance company(s). This will ensure questions are answered with the most
recent information available.
 Fax the Written Statement(s) and the Damage Incident Form to the Home
Office immediately upon completion.
 Obtain estimates from three different professionals for the cost of the repair(s).
 Fax estimates to the District Manager immediately upon receipt. They will instruct
as to how to proceed.
 Home Office will provide a Release of All Claims Form as needed.
 Ensure “Release Forms” are signed by the Customer to document their satisfaction
with the end result.
 Create a file for the incident and keep copies of pictures and documents. Include
any notes made during the time repairs are pending.
A copy of the Damage Incident Form is included on the following page:
DAMAGE INCIDENT FORM
 Complete this form immediately to document all incidences where damages occur during a
visit to the Customer home. Be specific.
 Use the disposable camera from your vehicle to take pictures from several angles to illustrate
the damage.
 Fax to the completed form to the Home Office @ 972-387-7265 immediately upon completion.
 Refer to Safety & Security Procedures / Best Foot Forward Management for additional
information.
Date _____ / _____ / _____ Time of Incident: ___________ AM PM
Store# / Location: # __________ / __________________________________
Reported by: ___________________________________________________
Customer Name: ________________________________________________
Customer Address: ______________________________________________
______________________________________________
Customer Phone #: __________________ Number of Pictures: ___________
State the specifics of the incident and the person(s) involved: (what, where, how, who)
______________________________________________________________
______________________________________________________________
Who witnessed the incident? ______________________________________
______________________________________________________________
What was the end result of the incident? ______________________________
______________________________________________________________
______________________________________________________________
Obtain 3 repair estimates to be pre-approved by Home Office before repairs are completed; fax
these to the Home Office immediately upon receipt. They will complete the following:
Estimate 1 $__________ Estimate 2 $__________ Estimate 3 $__________
Store Break-In/ Burglary
The number one “rule” for responding to a call from the security company concerning an
alarm at the store facility is to NEVER enter the building without police presence.
The alarm company will have notified them. If they are not there when you arrive, contact
them again, and wait until they get there.
If the store has been vandalized/burglarized, ensure the Store Manager and the District
Manager are notified first thing in the morning. (assuming this happens late at night) The
DM is responsible for notifying the Home Office.
The Coworker responding at the store must:
 Contact the appropriate repair personnel to arrive to ensure the building is secured.
(window or masonry repairs, phone service, etc.)
 Immediately perform a complete inventory. (idle, service & loaners)
 Fax a copy of the inventory audit to the Home Office immediately upon completion.
 Provide a list of anything missing to the police so they may include this information in
their report.
 Contact the security company to ensure the building is identified in their system as secured
prior to leaving. Remember to arm the system as you leave.
 Obtain a copy of the police report and fax to the Home Office immediately upon receipt.
 Create a file and retain a copy of all information for the store’s records. (inventory audit
and police report)
Store Robbery
The following outlines the basic procedures for responding to a store robbery:
 Stay calm and do not be a hero. You are the Company’s most valuable asset. They
probably want cash; so give it to them.
 If you feel CERTAIN that you will not be detected, trigger the silent alarm; help will arrive
more quickly.
 Without jeopardizing your safety, try to focus on remembering the specifics of the
robbery (clothing and physical characteristics of the robber(s), vehicle used to flee the
scene, direction in which they left, etc.) so you can provide a detailed description to
the police.
 Immediately once the robber(s) have left the scene, and your safety is no longer in
question, call 911 to report the robbery.
 Once the police have been notified, contact your supervisor to report the incident.
The District Manager is responsible for reporting the robbery to the Home Office.
 Immediately perform a cash drawer audit.
 Report the shortage immediately to your District Manager.
 Provide a copy of this information to the police so they may include this information in
their report.
 Obtain a copy of the police report and fax to the Home Office immediately upon receipt.
 Create a file and retain a copy of this information for the store’s records. (cash drawer
audit and police report)
 Follow-up periodically with the reporting officer and document the file with any
information learned.
Remember:
 Statistics show that the less money a robber gets; the less likely they are to return.
 Keep the cash drawer balance at a maximum of $200.
 A bank deposit is MANDATORY for every $2000 in cash receipts.
Fire
The following outlines the basic procedures for responding to a fire:
 All stores must be equipped with fire extinguishers; which must be tested monthly to
ensure proper operation. (Check pressure gauges, recharge/replace as necessary)
 If the fire is small, use the extinguisher to try to put out the fire while someone else calls
the fire department if necessary. Ask all other occupants to calmly exit the building.
 If possible without jeopardizing your safety, take the most recent system backup from
the store with you if you have to leave.
 Notify the District Manager immediately. The DM is responsible for notifying the Home
Office.
 After discussion with Management, contact the appropriate repair personnel to arrive
to begin salvage and repair efforts. (building repairs, smoke damage removal, etc.)
 Immediately perform a complete inventory. (idle, service & loaners) and identify all
damaged inventory on the report.
 Fax a copy of the inventory audit to the Home Office immediately upon completion.
 Provide a copy of this information to the police/fire department so they may include this
information in their report.
 Obtain a copy of the police/fire department report and fax to the Home Office immediately
upon receipt.
 Create a file and retain a copy of all information for the store’s records (inventory
audit, fire report, repair receipts, etc.) You will need this information to ensure
expenses are accurately reported, and to assist in any possible insurance
reimbursement.
 Contact the security company to ensure the alarm system is fully operational.
 Follow-up periodically with the reporting officer and document the file with any
information learned.
Miscellaneous Safety / OSHA Compliance

The following identifies some additional steps for ensuring the safety of our Customers and
Coworkers and to ensure compliance with applicable OSHA standards concerning these
practices.
 Ensure all exits are clearly marked; ensure exit paths and signage is free from obstruction.
 Ensure all areas where merchandise and/or supplies will be stored are approved by
building officials for the height and weight of those materials.
 Ensure all merchandise and/or supplies stored are properly stacked or blocked to ensure
stability and security against sliding and/or collapse.
 Ensure helium containers are properly secured to a wall to prevent it from being knocked
over.
 Ensure proper usage of power strips and extension cords, and that all electrical
receptacles are equipped with the proper cover.
 Ensure chemicals and cleaning supplies are properly identified, stored, and used per label
directions.
 Ensure proper supply of soap and hand towels in each bathroom.
 Maintain a fully stocked first-aid kit and ensure all Coworkers know its location.
Coworker Injury
All Coworker injuries must be reported by the Coworker on the day the injury occurs by
completing a First Report of Injury form. This form must be faxed to the Human
Resource/Payroll department immediately upon completion. If the Coworker is unable to
complete the report, the supervisor should immediately contact the Human
Resource/Payroll department for instructions.
Should the Coworker require medical treatment, a visit to a primary care physician is
recommended. However, if the injury appears serious; the Coworker should be treated at an
emergency room or urgent care center.
Should the Coworker’s injury require they visit a health care facility, (physician’s office, ER,
clinic/urgent care center, etc.) they must provide copies of all related paperwork to their
supervisor ASAP. (admissions paperwork, discharge orders, prescriptions, receipts,
medical release forms, etc.) Copies must be faxed to the Human Resource/Payroll
department immediately upon receipt.
Coworkers involved in accidents and unsafe practices may be required to submit to a

drug screen. Some states may require the completion of additional or “State specific”
forms when reporting Coworker injuries. A generic version is provided as an example
on the following page. Contact the Human Resource/Payroll department with any
questions concerning the necessary forms for completion.
The following outlines the procedure for responding to Coworker injuries:

1) Provide prompt attention; ensure that the Coworker receives immediate care. Call 911 for
assistance if the injury appears serious, or if the Coworker requests.
2) Avoid moving an injured person; if they cannot move on their own, call 911. If a
Coworker is bleeding, avoid direct contact to prevent the risk of infection.
3) Once the Coworker’s needs are met, contact your Supervisor to report the injury.
4) Ensure the First Report of Injury form is completed by the Coworker ASAP. Fax upon
completion to the Human Resource/Payroll Department, along with any documentation
from the health care provider.
5) Contact the Human Resource/Payroll Department to ensure the report is received and no
additional actions are required.
6) Retain the First Report of Injury as well as a copy of all supporting documentation, in the
Coworker file. A copy of this report is provided on the following page.
Report All Work Injuries Within 24 Hours

You can help control your claim costs by reporting injuries right away. The sooner you tell us
about an injury, the more effectively we can manage the claim.
To report a claim call our toll-free claims reporting line at (877) 234-4420, option 1.
While we appreciate receiving the most complete information possible, do not delay reporting
a claim in order to gather every fact. Promptly give us the information available to you when
you learn of an injury. Additional facts can be gathered as we investigate the claim.
For any question regarding a workers compensation claim, call Client Services toll-free at
(877) 234-4420. A Client Service Specialist will either provide you with the assistance you
need or direct you to the appropriate person.
Medical Treatment
Injured workers should be directed to a network medical provider for treatment. For help
locating a network medical provider in your area, please contact Client Services.
Bestway Binders
Bestway uses a binder system in all stores to organize and file various operational reports.
The following reviews those that have been discussed in detail during previous training.
Binder Notes
Contains all materials necessary for mail planning & promotions. Also
Advertising Planner
includes instructions for using Marketing Programs.
Includes information, forms, and instructions for processing BestCare
BestCare Manual
benefits and claims.
Credit Binder Organizes information for execution of Credit Program.
Kept in a locked drawer; accessible only to Management. Contains
Credit Card Authorizations
signed authorizations for all Customers participating in the Easy Pay
(Desk File)
program. Destroy any cancelled authorizations after 90 days.
Consolidates information concerning each day’s business. (revenue,

Daily Reports
sales, credit, etc.)
Outlines the proper practices and procedures to ensure proper
Document Retention Manual
destruction and retention of documents and files.
Managers must perform “manual” inventory audits every Friday.
Idle Inventory Reports
Scanned audits required on Mon & Wed. Keep reports on file for the
VERIFIED
current week and the previous three weeks.
Complete for each Monday meeting. File all meeting logs until DM
Monday Morning Meeting Log
instructs to discard.
NSF Binder Contains forms and information for resolving NSF checks.
Provides personal, product and payment information for all active
On Rent Inventory
Customers.
Kept in a locked drawer; accessible only to Management. Contains files
Personnel Files & Forms for all active Coworkers. Previous Coworker files must be kept 6 years
(Desk File) and then destroyed. Includes forms for processing personnel changes.
(New Hire, Change Notice, Vacation Request, etc.)
Provides ordering information and illustrations for Bestway’s product line-

Product Catalogs
up.
Provides forms and information for processing service and loaner
Product Service & Loaner Organizer
inventory. Contains verified Service and Loaner reports for current week
and previous three weeks.
Receipt Audit Trails Includes required attachments and weekly Petty Cash Audit Trails.
Receiving Reports
Attach packing slips, invoices, bill of lading, etc.
New Inventory
Sales Binder Organizes information for execution of the Sales Program.
Update with all changes in pricing and promotions. Have one beside
Sales Call Guides
every phone.
Contains information for all current service and loaner units and the
Service Binder
appropriate forms for processing.
Checkpoints For Success must be kept in locked drawer. No
Training Binders
training materials to leave store.
Includes month end Inventory In/Out Audit Trails, and all Transfer
Transaction Audit Trails
documents.
Vendor Service & Contacts for product vendor representatives. Forms & information for
Information Binder processing damages, returns, and shortages.
The following outlines the set-up and usage of the additional binders used in all Bestway
stores:
Vehicle Maintenance, Inspection & 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 Coworkers, and to properly control expenses and
maintain 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 & Alignment
Anti-Freeze Fuel Filter
Transmission Service
Monthly Lube Oil & 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
25,000 Miles Front Brakes (per manufacturer Plugs
recommendations)
 The front of the binder should also contain the bi-weekly reports used by the
Manager to audit fuel consumption. (see Page 212)
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 most recent 90 days.
 With the exception of monthly oil changes, all parts and/or 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.
 Respond to any problems identified immediately. Never allow Coworkers to operate
an unsafe vehicle.
 While inspections are typically completed by the Credit Manager, the Store Manager
must complete these inspections periodically to identify any potential problems and
ensure vehicles are clean, safe, and properly maintained.
Copy of Current Vehicle Registrations & 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.
Copy of 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 these to one of the rings of the binder. Remember, these must only be
removed to make copies if necessary and then returned to the binder.
 A copy of the form required to document vehicle inspections is provided on the
following page.
Service Binder
Every store is to have a 3-ring binder set up for tracking the movement of all service and
loaners. The contents of the binder are as follows.
INSIDE COVER POCKET UNITS WAITING TO GO TO SERVICE

This pocket will contact the SHUTTLE SHEETS with a copy of the REPAIR ORDER for all
items waiting to be picked up by the service center and taken to be fixed. Another copy of
the repair order will be attached to the items for repair. As the service center shows up, verify
that all these are loaded on the truck, and then place the shuttle sheet with the corresponding
repair orders in TAB 1 after the service driver and Bestway co-worker have signed the repair
orders and initialed the shuttle sheet.
TAB 1 UNITS IN SERVICE

This section should contain all SHUTTLE SHEETS with attached REPAIR ORDERS for all
units currently in a service center. The shuttle sheet should be filled out completely and be
signed by the service center driver who took those units and the Bestway co-worker who
assisted them at the time. At the front of the section should be your “UNITS IN SERVICE:
report from the high touch system. This information must be verified each time an inventory
audit is performed (scanned or manual) Store Managers must complete the verification of this
inventory every Friday as outline in the inventory auditing procedure 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 status and expected return. UNITS IN SERVICE reports must be
kept on file for the current week and the previous three weeks. Previous reports can be
discarded.
TAB 2 UNITS IN STORE

This section would be used if a service company is going to fix a unit while it sits in your store
and it does not go to their shop, or if it is a unit awaiting a part for in store repair. One copy of
the repair order will be attached to the unit, and the other is to be placed in this section
WITHOUT a shuttle sheet. Verify and document these items the same as in TAB 1 because
they will be on the service report. When these items are repaired, handle the same as in
TAB 1, but without a shuttle sheet.
TAB 3 UNITS ON LOAN
This section should contain ALL CURRENT LOANER AGREEMENTS. Once the loaner is
returned from the customer, and we have verified it is the correct unit, return the unit in the
high touch system, remove the loaner agreement and discard it. The information is in the
computer if we need it for anything in the future.
At the front of this section should be the most recent “UNIT ON LOAN” report from the high
touch system. This information must be verified each time an inventory audit is performed
(scanned or manual) Store Managers must complete the verification of this inventory every
Friday as outline in the inventory auditing procedure for discussion with the District
Manager on Monday. Remember, these are store idle items. All units on loan for 14 days or
more should be documented as to the status and expected return. UNITS ON LOAN reports
must be kept on file for current week and the precious three weeks. Previous reports
can be discarded.
TAB 4 PARTS ON ORDER

This section should contain the forms used to track 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. You can also keep all RES orders
for replacement parts accessories in here so there is only one place to look for anything
related to parts or accessory orders.
TAB 5 FORMS
This section should contain all blank forms used in the service and part order process, a list
of all approved service centers, and any forms used for ordered supplies and accessories
from approved vendors.
Memo Organizer
This binder is used to retain all memos received from the Corporate Office. The binder
provides tabs to ensure that information is organized for easy reference. (People,
Inventory, Sales, Credit & Procedures) Memos should be placed behind the tab for
which the information is most closely related.
 All Memos for the current week must be posted on the bulletin board to ensure all
Coworkers are made aware of the information. Keeping them visible will also serve
as a reminder of the information.
 Reiterate all information received the previous week during the next Monday Meeting.
 All Coworkers must read and sign each memo to confirm their
understanding of the information.
 Once all Coworkers have “signed off,” memos are filed in the appropriate
section of this binder.
Financial Organizer
This binder is used to retain the store’s P&L (Profit & Loss) information. Copies of the
following must be kept at the front of the binder:
 Model Budget – This provides an example of the controls required to achieve budget
goals.
 Blank Monthly Budget Worksheets
 Blank Preliminary P&L Review Forms
Following these, there are tabs labeled January through December. The following
must be retained on file each month behind these tabs:
 Final P&L Report
 P&L General Ledger
 Completed Preliminary P&L Review Form
 Completed Monthly Budget Worksheet
 End of Month Income Projection / Performance Analysis Report (the one used to
complete the Monthly Budget Worksheet)
 Any corporate memo received that month that identified an increase/decrease for an
expense.
 Charge Off Recap / Review (Listing the accounts or inventory requested to be
charged off that month)
 All month end reports from Corporate, District, or Region.
P&L Review File

This accordion file, tabbed Jan – Dec, organizes information necessary for the
Manager’s monthly P&L review.
This file must include copies of all bills that will be paid by the Home Office. To
expedite this review, receipts and invoices must be “grouped” together in dated order.
These invoices include:
 Fuel Purchases
 Inventory Maintenance & Repairs
 Attorney Letters
 Store Maintenance & Repairs
 Office & Store Supplies
 Vehicle Maintenance & Repairs
Files must be retained for the current calendar year and the previous calendar
year.
Computer Operations
Begin All Operations From The Main Menu
Flag a “Skip/Stolen/Hard” Account

Past Due
Summary #3 Misc.
Routines
#4 Inquiries #2 Update Rental Agreement
#3 Past Due “Return” Enter
Summary PIN
“Return”
“Return” For Today or Enter Next #1 Idle Inventory Only
Business Day Select “Y” to Include Accumulated
View Today’s Open & Current Past Rent Follow On-Screen Prompts to
Dues Generate Report Print From Print
(D) to Display “Float” Dollars Manager
“Return” For Current Past Dues & Next
Day’s Open Select Correct Customer
(E) To Exit “Return”
“Return” For Agreement
NSF Check Report
Selection Select
#6 Reports Agreement – “Return”
#2 Delinquency Reports Select Line 20 To Update
#3 NSF Check Report “Return” Enter PIN
“Return” to Begin Select Past Due Type
“Return” to Exclude Zero Balance Follow On-Screen Prompts to File the
Checks Update
Note: Include Zero Balance to follow- Complete For Each Applicable
up on checks charged off as unpaid Agreement
Input Beginning Date Cash Drawer Audit
Input Ending Date
Follow On-Screen Prompts to Generate #2 Receipts
Report #9 Cash Drawer Audit
Print From Print Manager Follow On-Screen Prompts to Complete
Inquire “Today’s Activity” End Of Day Processing

#4 Inquiries #5 End of Day Process
# 1 Today’s Activity Follow On-Screen Prompts to Complete
“Return” To Inquire
“Return” or “N” for Performance System Backup
Estimate
“Return” to display current and next #9 System Maintenance Facility
day’s open #1 Log In : System Maintenance Facility
#1 Back Up Routines
Idle Inventory Report Follow On-Screen Prompts to Complete
#6 Reports
#1 Inventory & Customer Reports
#1 Inventory Status (Idle & by
Customer)
COMPUTER OPERATIONS
Begin All Operations From The Main
Menu
Petty Cash Receipts #2 On Rent Inventory Only

Follow On-Screen Prompts to
#2 Receipts Generate Report
#5 All Other Types of Receipts Print From Print Manager
#5 Petty Cash In/Out Receiving New Inventory
“Return” to Input
Receipts Enter PIN #1 Inventory Control
Enter Petty Cash Reason Code (Press F1 #1 Receivers
for list) Step 1 :
Enter Name, Address of Person or Input
Business Paid* Enter Receipt PIN
Description (Be as descriptive as #1 Create New Document
possible in the spaces allowed) Arrow Up/Down To Choose P.O.
“Return” to Continue Choose Correct Line # then (R) to
“Return” for Computer Receipt Receive
Enter Amount – (*Note: using a “minus” in Input Serial # or Description
front of the amount will create a “Petty Follow On-Screen Prompts to Complete
Cash IN,” meaning you received money Step 2:
during this transaction) Generate Approval Report & Print
Follow On-Screen Prompts to Complete Identify & Resolve Errors
Identify Approval Number (R-XXXXX)
Void a Hand Receipt
Step 3:
#2 Receipts Final Approval
#5 All Other Types Of Receipts Input Approval Number
#7 Void Hand Receipts Generate Final Report & Print
“Return” To Input
Information Enter Receipt Bar Code Label
# o #1 Inventory
Enter Reason For Void – Be specific (ex: o #10 More Selections
Smith o #1 Bar Coding
Pymt 6/5/04)
Follow On-Screen Prompts to Complete o #8 Generate Bar Code Labels
o #1 Permanent Labels
Reprint a Payment Receipt o #3 By Unit Number
Access Customer Payment History - o Enter product Stock Number
determine receipt number for payment o Send to Print Manager
receipt to reprint, then…
#2 Receipts
#4 Reprint a Rental Payment Receipt
#1 By Receipt Number
Follow On-Screen Prompts to Complete
On Rent Inventory Report
#6 Reports
#1 Inventory & Customer Reports
#1 Inventory Status (Idle & by Customer)
COMPUTER OPERATIONS
Entering Customer References Inventory / Customer Transfers

Transfer Out:
#3 Miscellaneous Routines
#4 Customer / Reference Record #1 Inventory Control
Maintenance #6 Transfers
Return to Begin #2 Electronic Transfers/Enter
#1 Update Customer / Reference Enter pin # / Enter
Enter Partial Name #1 Transfer out / Enter
Choose “C” To Create New Enter then enter your Pin #
Follow Prompts to Enter all Applicable Type of Transfer I for idle or O for on
Information rent, then enter
Update OR Return to Continue Enter stock number then Enter
Enter Additional Applicable Info On Lines Verify correct unit then type Y then enter
1-10 Enter store number of store transferring
Important: Enter the name of the to
Customer that listed this person as a Hit enter
reference Continue to follow prompts until all units
Update OR Return to Continue to be transferred are entered into the
Y to File system
Transfer In:
#1 Inventory Controls
Blank Rental Agreement Forms,
#6 Transfers
Delivery
#2 Electronic Transfers
Checklists & BestCare Forms
Enter Then type your pin number enter
#3 Miscellaneous Routines #4 Transfers In enter
#10 More Selections Enter then type your pin number Enter
#2 Print Blank Rental Agreement Forms Enter correct response (A) all stores or
Return (S) for store number
Select Report Select correct store or items to be
Follow Prompts To Send To Print transferred hit enter
Manager Company Wide Inventory Search:
#4 Inquiries
Updating Customer Information
#2 Inventory/Rental
#3 Miscellaneous Routines Agreements/Customers
#4 Customer / Reference Record #9 Idle Inventory In Other Stores
Maintenance Enter in the Type of press F1 to get a list
Return to Begin Enter in the Sub-type or press F1 to get
Choose Update OR Delete a list
Enter Partial Name Enter in Brand or press F1 for a list
Select Customer Enter in the Model # or press F1 for a list
Select Line To Update OR Enter PIN to You are better off not putting in the
Delete model number as the system will only
Y to Update OR Delete look for an exact match
At any point you can hit enter and it will
search
The screen will show the location, stock
number, and remaining cost
COMPUTER OPERATIONS
B Begin All Operations From The Main Menu
Petty Cash Receiving Money

In/Out From
Charged Off
#2 Receipts Accounts
#5 All Other Types Of Receipts #2 Receipts
#5 Petty Cash In/Out #5 All Other Types Of Receipts
Return – Enter Password #4 Other
Select Petty Cash Code (Press F1 Return
for List) Enter Info to Identify Name & Choose correct Customer ID Option (#1
Address Return 0r #2) Enter “C/O Payment” as the
Enter Brief Description / Reason - then Receipt Description
Return Return / Update? / Return
Enter Receipt # (only if handwritten) – Enter Payment (Less Tax) in Line
Return 11. Continue as normal to file
Enter Amount the receipt.
Note: Use a “minus sign” ONLY if you
are Mailing Labels for File Audit
Receiving money.
Return / Update or Return #6 Generate Reports
Y if Receipt Is Correct #1 Inventory & Customer Reports
#9 Mailing Labels / Form Letters
#2 “New” Labels & Form Letters
Return To Begin
#1 Labels
Choose Option (current
occupant/customer name 2)
Choose N (do not create own list)
#1 Customer Records
Select A – Active Accounts
Return For All Types / Not Renting Types
Return through
Demographics Return for
Any Customer Update or
Return
Follow remaining prompts / Print from
Print
Manager
COMPUTER OPERATIONS
Obtain A Field Sheet Generate a Units In Service
Report
NOTE: You must first know the DUE
DATE of the account as well as the #6 Reports
CUSTOMER NAME. #1 Inventory & Customer Reports
#4 Units Being Serviced
Pre-select the Customer “Return” to Begin
#7 Collections #1 to Print At Store
#1 Collection Activities “Return” Again to Verify
Enter PIN “Return” to Generate
Choose Option 1 or Option 2 to sort by Report
Due
Date Generate a Loaner
Scroll until correct Customer is Report
identified “on screen”
Then, select (S) #6 Reports
Next, choose the “line number” for the #1 Inventory & Customer Reports
Customer #1 Inventory & Status Reports
Select Option 1 to pre-select the Field #5 Loaners Only
Sheet #1 to Print At Store
Return; Return To Exit; Then Q to Quit “Return” Again to Verify
“Return” to Generate
Generate the Field Sheet Report
#6 Generate Reports
#2 Delinquency Reports
#6 Field Sheet Generate A Stock Balancing
#1 Pre-Selected Customers Only Report
“Return” for all routes #6 Reports
Y to group by route #5 Management Reports
Select Option 3 to sort by Customer #8 Stock Balancing Report
name Choose # of Customer comment “Return” to Begin
lines to print Follow instructions to send Select Store; send to Print Manager
to Print Manager
Reprint A Rental
Agreement
#4 Inquiries
#2 Inventory/Rental
Agreements/Customers
#5 By Rental
Agreement # Enter RA
#
Return
Select (V) to View
Select Printer Icon To Print
COMPUTER OPERATIONS
Add A Unit To Service

#1 Inventory Control
#8 Service
Enter PIN
#1 To Service
Return & Enter PIN
Enter Stock Number of Unit To Be Serviced
(Choose N if applicable) Verify
Unit & Return
Enter DETAILED Problem Description
Identify Where It Will Be Repaired
- In House (I) or Off-Site (O)
Input Remaining Cost In Memo Line
Follow Prompts To Complete & Print
Remove A Unit From Service

#8 Service
Enter PIN
#2 From Service
Enter Stock Number Of Unit Repaired
Verify Unit & Return
Enter Brief Repair Description
Enter Repair Expense
Follow Prompts To Complete & Print
Product Switch Out
#5 Switch-out
Enter PIN
Return To Input Document
Enter PIN
Enter Hand Receipt # (Document #)
Select #1 Agreement Number
Enter Customer Name Select
Customer Return If Correct
Return To Skip Updates
Select Rental By Line Number
Enter Stock Number For Unit Delivered
Y To File & Print Switch-out
The Front Counter
Maintaining the organization of the front counter area is essential to ensure efficiency in our efforts
to provide quality Customer Care. It is the responsibility of the entire team to maintain this area
with a “clean as you go” approach.
The following outlines the “tools” necessary for the front counter area:
Counter Area Office Supplies Inventory Supplies
 Clipboard for Daily Idle  Pencil Holder (s) w/ Pens,  Product Bar Code
Inventory (out of sight of Pencils, and Highlighters, Labels
Customers) Including RED Pens for order (Permanent “Red Dot”)
 Past Due Binder (out of sight of verification  Product Price Tags (get
Customers - to be revised as  Blank Paper (8 ½ X 11 & 8 ½ it today, group value,
past due payments are made) x 14) cash sale, etc.)
 Wall Calendar  2 Part Receipt Paper  Price Tag Holders
 Payment Receipt Bin  Paper For Credit / Debit (upholstery “pockets”
Card Machine and acrylic stand-ups)
Equipment  Calculator  Dennison Gun with
 Stapler Extra Inserts
 Phone(s) with Rental Orders &
Sales Call Guides  Trashcan(s) / Shredder
Customer Care Supplies
 High Touch System /  Clear Tape / Dispenser
Terminals  Extra Ink Cartridges For  Manila Folders For
 Printers Printers, Fax/Copy Machines  Customer Files
o Agreements / Reports  Store Stamps (address &  AllBestCare Materials
 Receipt Printer(s) deposit) (forms, brochures,
 Credit Card / Debit Card  Formatted Transfer Diskettes handbooks, etc.)
Machine (located between  Backup Tapes or Discs  Bestway Business
terminals – PIN pad easily  System Recovery Kit Cards
accessible for Customers)  Bank Bags  P.U.S.H. Binder
 Inventory Scanner & Cradle  Deposit Slips  Extra Rental Order
 Fax/Copy Machine Forms
 Manual “Credit Card Machine”
with credit card slips for use in
the event of terminal problems
 Instant” Camera
Remember:
 Familiarize yourself with the location of all the above tools, supplies, and equipment in your store.
Due to each store’s individual layout, some supplies and/or equipment may be located in an office
area. (extra paper supplies, pens, ink, toner, etc.)
 Forms to order supplies from approved vendors are on file in the store. It may sometimes be
more cost effective to obtain supplies locally, avoiding the need to order large quantities and/or
incur shipping charges.
 All supply expenditures must be pre-approved by the Store Manager.
 The store copy of each day’s payment receipts must remain in the wall bin until the receipt audit
trail is reviewed by the Manager the following day. In the event of Coworker error or computer
system failure, these receipts are vital to ensure that payments are properly credited to the
Customer’s account.
The Credit Office
Maintaining an organized credit office is essential to ensure efficiency in our efforts to properly collect
the revenue due from all agreements on rent, and appropriately control the expenses associated with
our collections practices.
An organized credit office will also allow other Coworkers to help manage credit responsibilities in the
absence of the Credit Manager; (day off, vacation, working in the field, etc.) ensuring that all required
collections activities can be completed each day.
The following outlines the tools necessary for an efficient Credit Office.
Work Area Desk Desk Drawer
 Private; Out of earshot of  Phone / phone book / sales  Mail supplies

others call guide  Accurint Instructions
 4x6 memo board on wall  Rental order pad  Blank Forms
o Holds all weekly  Calendar o Door Tags
memos received,  Calculator o Credit Mgr.
prior to sign off by  Pencil holder w/pens, pencils Worksheets
all Coworkers. & highlighters o NSF Worksheets
Memos then filed in  Past due binder (if working o Skip / Trace /
Memo Binder. credit; if not keep @ front Hard Account
 Code of Ethics poster on counter) Activity Sheets
wall  Current Credit Mgr. worksheet
 Daily Credit Minutes
 Desk file holder for customer
files / 7+ accounts
The Sales Office
Maintaining an organized sales office is essential to ensure efficiency in our efforts to increase sales,
control supply expenses, and properly maintain Customer files.
The following outlines the “tools” necessary for an efficient sales office:
Work Area Desk File Cabinets
 File Flow wall bin (labeled Mon-  Phone / phone book  All active files
Sat for deliveries, etc.)  Rental order pad / sales call o Filed alphabetically
 Bookshelves / Cabinets to guide by primary
organize:  Calendar customer last
o Surplus office &  Calculator name
customer care  Pencil holder w/pens, pencils &  All inactive files
supplies highlighters o Filed alphabetically
o Marketing materials  Daily Sales Minutes by primary
(flyers, tri-panel  Sales Program binder customer last
brochures, postcards,  Copy of advertising calendar and name
door-hangers, etc.) current monthly flyer  Last verified file audit
o Merchandising  Mail supplies (store address report
materials (balloons, stamp, postage stamps, etc.)  Reorder forms
tag toppers, surplus  A-Z accordion file for orders not o Office / store
price tags / holders, delivered for any reason (not supplies
etc.) qualified, turn down, etc.) o Product supplies
(cords, hoses,
touch-up kit, etc.)
o Marketing
materials
o Merchandising
materials
Remember:
 Sales Minutes must be completed each day.
 Rent Ready” before going home.
 Corresponding wall bins must be cleared by the end of each business day. (complete activities or
reschedule)
 Sales Managers are responsible for ensuring that all sales call guides (located next to each phone
in the store) are revised to include the most recent information.
 To control expenses associated with maintaining the proper tools for the sales office, keep
supplies organized and inventoried, and order only those necessary.
 Recognize any advantages to obtaining supplies locally to avoid unnecessary “bulk” shopping
and/or incurring unnecessary shipping charges. All supply orders must be approved by the Store
Manager.
The Store Manager’s Office
During daily store operations, it will be necessary for Coworkers to access and utilize various
materials from the Store Manager’s office (training materials, report binders, etc.)
All Coworkers are responsible for maintaining this area by ensuring that the appropriate paperwork
for each day’s transactions is placed in the Manager’s “In” box, and that all materials used are
returned to their designated areas.
The organization and efficiency of this area is critical to ensuring that we have the necessary tools
available to properly care for our Customers, our Coworkers, and our Business. This office should
serve as an example for functionality in all work areas; setting the tone for professional operations
throughout our store.
The following outlines the recommended set-up of the Store Manager’s office.
General Work Area Manager’s Desk File Cabinet
 Corkboard on wall  Pencil Holder  Locked Drawer

o BOB/ Ranking  Calendar Contains:
Sheet  Calculator  Personnel Files
o Work Schedule 
 Stapler Training Checkpoints For
 Wall Bin For “Monthly
 Paper Clips Success
Packet” Envelopes
 Employment Related
Bookshelf “In” Box  Items (Pre- Employment
To be emptied every night Screening Survey,
 Current Coworkers’ prior to going home. Completed Employment
Career Builders (in
Applications,
progress & completed)  Daily Incoming Mail
 A-Z Accordion File
 Best Foot Forward  Customer files prepared
 With Completed Credit
Manuals from all deliveries, returns Card Authorization
 Document Retention and payouts for the day Forms
Manual  Any bills pending
 Vendor Product Books payment.  Other Drawer (s)
 Contain:
 Memo Binder Daily Store Reports
(daily report, audit trails,  Blank Career Builders
 Vehicle Binder
payment histories, etc.)  Blank Rental
 Service & Loaner Binder
 Operational Receipts Agreements, Delivery
 NSF Check Binder
(Credit Card Receipts, Checklists & BestCare
 High Touch Reports Forms
 Receipt Audit Trails Petty Cash, Cash Drawer
 Blank Employment
 Transaction Audit Trails Audit/Deposit Slips)
 Applications
 Daily Reports / Income Desk Drawer  Legal Info / Attorney
 Projection Performance  Letters
 Expense Approval Stamp
Analysis  Inventory Order Forms
 Profit Log / Expense Log
 Lost Fee Analysis
 Financial Binder
 Master Customer List
(On Rent Inventory Report)  P&L Review File (Jan-
Dec Accordion File for
 Idle Inventory Binder
expenses billed to Home
 Inventory Audits
Office)
 Inventory In or Out /
 Memos, personal pictures,
Transfers & Receivers -
etc., should be attached to
current month &
memo board(s), filed, or
 previous month with
divider) framed; otherwise do not
Remember hang on the walls.
 Phone / Phone Book
 Rental Order Pad / Sales
Call Guide
Request for Credit – Recovered Merchandise
This form is used to request credit for merchandise that was charged off in the system, and then later
recovered from the customer. Fill out the information below (ONLY IN THE SECTION MARKED FILLED
IN BY STORE) and fax to the Inventory Department. The inventory will be received back in to the
system and issued a new stock number. The system information for the new stock number must match
the information for the unit charged off.
(Remaining cost, rate code, model #, days rented, etc.) Upon recovery, make sure the new stock #
and a replacement bar code are placed on the unit and the old bar code is removed so the unit
can be properly scanned during inventory.
Date: ____________________District #: ______ Store #: _______ Location: _________________
Filled in by Store Filled in by Inventory

Department then faxed back to
store
Stock # Date Customer High Product Product Remaining New Date

Unit Charged Name Touch Sub_Type Condition Value Stock Received
Charged Off Customer # To
Off ID System
Requested By: __________________________________________ Date: _________________

(Store Manager)
Approved By: ___________________________________________ Date: _________________

(Inventory Department)
Credit Posted By: _________________________________________ Date: _________________

(Inventory Department)
Resolution Posted to the Credit Bureau By: ___________________________________________

Date: _________________
Closing The Store
It is vitally important to perform the following actions at the end of each business day to
properly process all daily transactions and ensure the security of our stores and Coworkers.
Secure the Store

 Once all Customers have left the store, ensure all doors are locked prior to processing
the day’s cash and receipts. Set security bars. (if applicable)
 Turn off the appropriate power switches, change signage, etc. to communicate that the
store is
closed for the day.
 Allow entry only to Coworkers, and ensure all doors are again secured after each of
them enter and/or exit.
Store Inspection
 Ensure the showroom and Customer area are rent ready for the next day’s open.
Ensure these areas are clean, free from dust, and well stocked; floors cleaned and
vacuumed.
 Ensure products on the showroom are merchandised to include single unit and
package pricing.
 Turn off all electronics except those designated for overnight display.
 Ensure the Front Counter Area, Stockrooms, Bathrooms, and Offices are prepared for
the next day’s business. (areas clean/vacuumed, supplies stocked, desks and counters
cleared, all filing completed, trash emptied, product returns clean and rent ready, etc.)
Cash Drawer Audit

This process must be completed at the end of each day to document and report each day’s
receipts.
1) Log off all terminals except the main console.
2) Perform the Credit Card Audit.
 Total all credit card and debit card sales drafts.
 Obtain two copies of the transaction detail report from the credit card machine. Press
 “Reports” then “F3” repeat for the second copy.
 Verify that the totals from the sales drafts and the detail report match.
 Perform settlement of the credit card machine. Press “Settlement” then F4. Press
“Enter” to confirm, then F4 again) be sure the report says “settlement successful” or
it will not go to the bank.
Note: All store copies of credit card receipts, one copy of the batch detail, and the
settlement report are to be attached to that day’s Receipt Audit Trail. The second
copy of the detail report is attached to the copy of the Cash Drawer Audit (along with
the deposit validation from the bank) that goes in the Monthly Packet.
3) Perform the Cash Drawer Audit.
Do this in an office area, away from the front counter and showroom area.
To help you easily find errors, use a calculator, or adding machine that provides a receipt;
you can check your entries for accuracy.
 Count and secure the beginning cash balance. Ensure the opening cash is
secured in a safe or a locked drawer (file cabinet, Manager’s desk, etc.).
 Count the remaining cash and coins and list separately on a bank deposit slip where
indicated.
 List the money orders (and checks, if any, that meet acceptance policy standards)
on the bank deposit slip, showing both the Customer’s last name, and the amount
of each money order/check. Enter the total of these on the deposit slip where
indicated.
 Enter the total of all cash, coins, money orders and checks listed on the
deposit slip where indicated.
4) Post the Cash Drawer Audit
 From the main menu, select “#2 Receipts” then #9 “Cash Drawer Audit.” Choose the
option to include all CRTs.
 Enter the cash drawer beginning balance in line #1. This is the money secured
earlier – it should be the same every day.
 Press “Enter/Return” and the cursor will jump to the next field.
 SKIP the line for “pre-end of day” by pressing “Enter/Return.” DO NOT use this line.
 Enter the total from the credit card machine settlement on the line for “End Of Day
Bank Card Closing Total.” (remember, this total must match the total of your sales
drafts and your detail report)
 Enter the total of the beginning cash balance and all cash, coins, checks & money
orders listed on the deposit slip on the line for “Actual Cash Counted”
 Press “Enter/Return” and the computer will display any overages/shortages, the
beginning cash drawer total, and the total bank deposit (this bank deposit total must
match the total on the deposit slip).
 Press “Y” to file and complete this process by printing the receipt (you can press no,
and the process will start over to allow you to correct errors).
 Once the final cash drawer audit has been filed, seal all cash, coins, checks, &
money orders in the deposit bag/envelope.
5) Process the Paperwork.
 Use a paperclip to attach all store copies of credit card/debit card sales drafts, one
copy of the credit card transaction detail report, and the final credit card machine
settlement report, to one copy of the cash drawer audit receipt. Place this paperwork
in the Manager’s In- Box until the validated deposit slip is picked up at the bank the
next day.
 Once the validated bank deposit receipt is obtained the next day, this paperwork must
then be reviewed by the Manager, then stapled to the last page of corresponding
receipt audit trail for each business day.
 Using a paperclip, attach the second copy of the credit card transaction detail to the
second copy of the cash drawer audit receipt. Place this paperwork in the Manager’s
In-Box until the validated deposit slip is picked up at the bank the next day.
 Once the validated bank deposit receipt is obtained the next day, this paperwork is
stapled in the proper order and placed in the appropriate envelope for the monthly
packet.
6) Secure the Bank Deposit

 Late and/or inaccurate deposits are reported by the Home Office to the District
Manager.
Remember:
 Multiple cash drawer audits may be performed. Only the last audit posted will be filed
during the end of day process.
 Research the day’s transactions to resolve overage/shortage issues prior to
posting the final cash drawer audit. If an overage/shortage exceeds $5, advise
your supervisor during your next conversation.
 Immediately contact your supervisor if overage/shortage amounts exceed $50.
 When posting the deposit to the computer, post all overages/shortages accurately, as
they occur. It is realistic that you will be a few cents over or short from time to time.
Never add or remove money from the drawer or accept money from a Coworker to
“make it balance.”
Timekeeping
To ensure accurate payroll records, each Coworker is required to review their timecard
for accuracy and electronically sign the timecard on a weekly basis. Managers are
required to approve each Coworker’s timecard in the timekeeping system on Saturday,
at the end of each workweek.
High Touch System – End Of Day Process

The end of day process must be completed in the High Touch system at the end of each
business day to ensure the accurate and timely reporting of all daily transactions.
Refer to the Computer Operations section to understand the specifics for how to complete
this process.
Remember:
 Complete the End of Day process after all receipts, the cash drawer audit,
and the system backup have been posted to the system. This must be the
final step in closing the computer for the day.
 Ensure all steps are completed and verify that end of day process has completed
before leaving for the night.
Alarm System
Each store is equipped with an alarm system to identify unauthorized access to the
store. It is the responsibility of each key-holder to discuss the alarm system with their
supervisor to ensure their understanding of pass code confidentiality, the time allotted
for entry/exit, and proper operation of the control panel.
The final tasks of the person in charge of closing the store are to ensure:
 Bank deposit and opening cash are secured.
 All entrance doors are secured.
 Store alarm is set.
Alarm systems must be tested periodically to ensure proper operation. Contact the alarm
company prior to testing.
The Monthly Packet

Specific information must be sent to the Home Office by the 2nd working day of
each month to properly document and verify transactions for the previous month.
We call this the “Monthly Packet.”
The appropriate wall bin in the Manager’s office contains five reusable envelopes for
use in organizing this information by department, prior to sending to the Home Office.
Do not seal these envelopes.
Once the packet information is processed at the Home Office, the envelopes will be
returned via payroll packet, along with a UPS packet and label, for use the following
month. No other method for sending the packet should be used.
The following outlines the contents required for each envelope, along with additional
information to ensure appropriate documentation and proper completion of the
monthly packet.
IMPORTANT: Include only the information as outlined for each envelope. Do not combine
information.
Petty Cash
Petty Cash
 On the last day of each month, a Petty Cash Audit Trail is generated in the store
system and is ready to print on the 1st day of the new month. Print this report.
 Cross reference the report to ensure all receipts and appropriate documentation are
included.
 As you do this; check off the report, and group the petty cash receipts according
to the “chart of accounts,” in dated order.
 Note: All original purchase receipts must be stapled to the top copy of the
computer-generated receipt to verify each petty cash expenditure. (purchase
receipt on bottom) Computer receipts submitted without the proper documentation
to verify the expense will not be counted.
 Once all receipts have been properly accounted for; use a rubber band or paper clip
to bind each group, ensuring they are in dated order.
 Organize each group in the order of the “chart of accounts” and bind together.
 Place receipts in the envelope along with the “verified” Petty Cash Audit Trail.
Note: Copies of all receipts (purchase receipt and petty cash out receipt) must be
attached to the corresponding day’s Receipt Audit Trail.
Fuel Receipts
 Attach copies of all fuel receipts and place in the P&L Review file.
 The original fuel receipts (in dated order) should be placed in the envelope.
Deposit Slip Envelope

 This envelope must contain the top copy of the cash drawer audit receipt, stapled
to a copy of the corresponding validated deposit slip from the bank, for each
business day of the month. (deposit slip on bottom)
 A copy of the “settlement report” from the credit card machine each day
must also be attached.
 Group these receipts by date, bind with a paper clip or rubber band, and
place in the envelope.
Human Resource / Payroll Envelope
 This envelope should include any completed forms for all payroll, human
resource, insurance, and time keeping issues.
 Copies of all timesheets for the payroll period, each signed by the
Coworker, must be included.
Advertising Envelope
 Include any suggestions, ideas or comments as well as any local competitor or

newspaper ads of interest.
Note: Only the Home Office is authorized to sign ANY advertising agreements.
Charge Off Envelope
 A copy of each document listed below must be included in this envelope for all
charge offs each month using the codes “SK,” or “HA.” DO NOT SEND
ORIGINAL DOCUMENTS. Place documents in the following order:
o Charged Off Rental Agreement (shrink the size to ensure the rental
agreement number, Customer name, and Customer signature are
printed on one page )
o Rental Order (Front & Back)
o Skip/Stolen Worksheet (Front & Back)
o Any Switch out or Extension Receipts
 Items should be paper-clipped together. DO NOT STAPLE.
 Information will be evaluated by the Home Office to determine recovery
efforts. Home office will then notify the respective District Manager with
information regarding these accounts. (action filed, progress, etc.)
 DO NOT send information for accounts charged off as “STOLEN”
 DO NOT send bankruptcy information in this envelope.
Payment Approval
Because fuel purchases require a Driver ID number, and Store Managers must “sign off”
on all orders sent to company approved parts, forms, and supply vendors; these are
considered approved at that time. These vendors will send bills directly to the Corporate
Office for payment.
All other expenses, including all invoices from approved service vendors, must be
approved as follows:
1) Immediately inspect the work completed to GL# Store #
identify and report problems.
2) Once the work is deemed satisfactory, and Amount Date
there are no questionable charges, use the
store stamp (illustrated on the right) to approve Manager Approval
the expense, then complete all the spaces
provided.
3) Fax the invoice immediately to the Accounts Payable Department @ 972-387-7262
for payment.
Invoices not approved as above will not be paid.

Remember:
 Fax all invoices immediately upon receipt to ensure that service providers are paid
timely and that the expense is properly recorded on the P&L report within the month
it occurs.
 Ensure the service vendor understands that you will submit the invoice for payment.
If the Home Office receives more than one copy of the same invoice, this will lead to
confusion and could delay payment.
 Ensure copies of all inventory repair or maintenance invoices include the unit’s stock
number, a detailed explanation of the work performed, and a breakdown of the
expense to itemize parts and labor.
 Ensure copies of vehicle maintenance or repairs include the Vehicle Number or VIN #.
 Include any additional information on the invoice that will clarify the expense.
 Once faxed to the Home Office for payment, keep all invoices in the P&L Review
File so that you can verify payment.
 Copy invoices for vehicle expenses and include them in the appropriate section of the
Vehicle Binder.
Updated Policies & Procedures for Bestway Rent To Own

1) Phones in Store – Need to be turned off while in front portion of the store. If you must use
your cell phone, it is permitted in the backroom only with supervisor approval. No Bluetooth
headsets in store.
2) Phone is Vehicle – While extreme safety should be taken if making or receiving calls, we
have a strict “NO TEXTING” policy while driving.
3) Inventory Binders – All stores must maintain an inventory binder with an inventory report for
the last 60 days. Completed and scanned inventories must be kept in this binder along with
the daily inventory used to identify 60/90 day idle units. Service and loaners must show
worked and balanced. Make sure we are using partial, service and customer unit tags. If
managers do not report missing inventory within 24 hours they will be held financially
responsible.
4) File Audit – Store must complete a file audit once/quarter. Store manager approves every
order prior to delivery or the assistant manager on the store manager’s day off. In addition,
every delivery on the TAT is matched to a customer file each morning.
5) Mobil Me – We do not load or use Mobil Me with iPads.
6) Free Time/Extension/Bonus Bucks – All FT/Ext. require a signed customer receipt stapled
to RAT daily. Excluding bonus bucks and delivery FT…keep under 1.3% - Any free time or
extensions must have customer signatures on receipt and stapled to the daily RAT.
7) We never file criminal charges – DM’s must ensure stores understand and adhere to policy.
8) Retype – We do not do retypes! (retype is same units to same customer on the same or next
day, also we don’t allow them to return a late agreement and get free time when we re-deliver
it) Be Smart!
9) If needed – We reduce Term not Price – Our promise is lowest cost of ownership. We can
beat the pants off the competition if we do it the right way. Do not forget Aarons adds 10% to
all their advertised prices with Aarons Service Plus!
10) All credit card payments must be made online or with card present in the store – Our
online payment system is up and working. We can save over $3,300/store in one year by not
using phone payments or preauthorized credit card payments. Or $300,000 for the company
that we can use rather than giving it to the credit card companies. USE DEBIT if the card can
do either. It will save you a lot of money in the long run.
11) Exhibit a commitment to Excellence – We all know how to do this!!
12) Smoking in vehicles is prohibited!
13) DM’s keep spare books for training – DM’s should maintain a supply of training books to
ensure their staff is never without training materials.
14) No accounts with over $3,000 merchandise or 3 BOR without DM approval – Any
customer requesting to open accounts where our remaining book value exceeds $3,000 or
greater than 3 BOR must have DM approval.
Terminology
At Bestway, we have specific terminology in the operation of our business. There are words that
are used in the rent-to-own industry along with our Bestway terminology. You should strive to
understand the terminology to become proficient in your job duties and responsibilities.
Understanding the terminology will also enhance your training lessons as you will be exposed to
the different terminology requirements. The following terms may not apply in all states that
Bestway does business. We expect our coworkers to follow all applicable state laws. Questions
regarding laws within your state should be directed to your Store Manager or District Manager.
1 to 6 day – all agreements that are 1-6 days past due
7 Plus – all past due agreements that are 7 or more days past due.
14 Plus – all past due agreements that are 14 or more days past due.
90 Days Same as Cash – the cash price (Fair Market Value) of the product less any rent paid
during the first 90 days of the agreement.
Account – a customer who has rented merchandise; a customer opens a new

“Account” with each rental agreement.
Agreement – a formal, written document, also referred to as “Rental Agreement”,

outlining the rights and duties of the customer and the company in a
rental transaction; also known as the lease agreement.
Agreement expiration – when a rental payment is not paid by the due date, the agreement is
said to be expired.
Agreement Termination – termination of an agreement can be done by payout/buyout, return

of the merchandise, and expiration of the agreement and the
customer fails to renew in a timely manner. An agreement can be
“Terminated” by either party to the agreement.
APB – Average Rate/Price per BOR. Total POTENTIAL rental revenue

divided by the BOR.
Bail Out Payment – accepting a one week payment from a customer that is four (4) or
more days past due, or a two (2) week payment from a customer
that is eleven (11) days past due.
Bonus Bucks – earned credits towards rental payments. $1 is earned for each on
time payment.
BOR (Balance on Rent) – the balance of the total rentable inventory currently on rent.
Total inventory minus idle inventory, units in service and units on
loan equals BOR. At Bestway, each rental agreement equals one (1)
BOR regardless of the number of “Units” each agreement contains.
BestCare Plus – a special package of benefits and services available exclusively to

our current customers for free. The benefits include but are not
limited to “Rental Guard”, “Extended Service”, AD&D insurance
benefits and “Bonus Bucks”.
Card Close Percentage – the total number of past due agreements divided by the total
number of agreements on rent.
Charge off – at Bestway a charge off occurs anytime inventory is permanently

removed from the system. We have different types and categories of
charge offs.
Credit Minutes – a daily planner used in the store to execute and manage the credit
tasks and activity.
Credit Run – visit made to the customer for collection purposes.
D’s (Deliveries) – to physically make delivery of rental goods to the customer.
Daily Report – a report generated at the close of every business day by the store’s
computer that lists inventory information, financial information, and
details of the store’s basic activity.
Damage Waiver – a fee (9% or $1 min.) paid by the customer that relieves them of
liability should the rental merchandise become damaged or
destroyed. Damage Waiver does not replace the damaged or
destroyed merchandise, but relieves the customer from making
further payments.
Demand Letter – a collections letter sent to a customer who has ”Failed to Return”
rental merchandise according to the terms of the rental agreement.
Depreciation – the cost of merchandise divided by its useful life, recorded as an

expense. Rental depreciation is calculated every time a new
agreement is created and is defined as the cost of the merchandise
divided by the total dollar amount of the agreement.
Example: $350 (Cost) divided by $1871 (Agreement Total) = 18.7%

(Depreciation)
Document Destruction – the process of safely and securely destroying business proprietary
information, customer’s personal information, reports, and
documents.
Door hanger – marketing tool (printed flyer to hang on doors) used to promote the
company and reach new customers.
Door Tag – tool (printed flyer to hang on doors) used to communicate with our
customers for collections purposes and service issues when they
are not home at the time of our visit.
Down Selling – due to income, length of employment, or residency, some customers

may not qualify for the original product selected. We can “down sell”
that customer an item better suited to their income, or until they
have established a more desirable employment or residence history
to qualify them for a more expensive item.
Due Date – a customer’s account that has reached the time for payment and
renewal.
Early Purchase Option (EPO) – a 40% discount on the remaining rental payments given for
paying out an agreement early. This option is only available
after the first 90 days of the agreement and before the last
90 days of the agreement.
Extension – moves the customer’s due date but does not count toward product
ownership.
Service Call – visit made to the customer’s home for delivery of product or to
address service issues.
First Payment Default – a customer who fails to make their first payment on time.
First Renewal Payment – the first payment due after initial payment, setup around the
customer’s payday.
Float – the value of all past due rental dollars if the agreements were paid
current as of a specified day.
Free Time – rental time, given at no charge that counts toward product
ownership.
Gain – the net increase in units, BOR, or agreements on rent.
Hand Receipt – used to document a payment taken in the field, payment taken
inside the store when the computer is not available to record the
transaction, and for all merchandise returns.
Hard Account – an account where the customer has refused to make payment or
return the merchandise.
Idle Inventory – merchandise in the store’s inventory that is available for rent.
IHCF (In Home Collection Fee) – charged to the customer to cover the cost of making a trip to
their home for collections reasons.
Lessee – a person who rents or leases an item from Bestway.
Lessor – a person who owns the merchandise and rents or leases it to a

Lessee. In our case, Bestway is the Lessor.
Lifetime Reinstatement – a Bestway program used to encourage customers to re-rent

product they have returned by extending credit for the previous time
paid towards product ownership.
Loaner – a unit loaned to a customer while their rental unit is being serviced.
Monthly Packet – packet containing specified store documentation and other

information from each store submitted to the corporate office by the
3rd of each month.
Order Form – used to record personal information about the customer when he or
she wishes to rent product.
Partial Unit Tag – a tag used to identify an incomplete unit waiting on the other
piece(s) that may be in service or on loan; such as a computer
whose monitor is on loan or in service.
Past Due (Expired) Account – a rental agreement that was not renewed on the renewal
date and the rental merchandise has not been returned.
Past Due Report – generated daily and used to contact past due customers.
Payment Method – customer’s rental pay period, typically matches the customer’s
income pay period as follows:
Weekly = due once each week
Bi-weekly = due every other week
Semi-Monthly = due twice monthly (i.e. 1st and 15th)
Monthly = due once each month
Pay Out – a customer who has completed the terms of their agreement and
attained ownership of the merchandise.
Pecking Order – Bestway’s method used to ensure the most experienced coworker is
assisting customers (Ex: best salesperson assists with sales issues;
if not available then second best, etc.).
Percent Collected – the actual amount of rental income collected and stated as a
percentage of total rental income available.
Petty Cash – minor cash expenses paid out of the daily receipts at a store (i.e.
window cleaning, emergency supplies, etc.)
Pick Up (Return) – regaining possession of rental merchandise from a customer who no
longer wishes to rent the item.
PIF (Paid in Full) – term used for a customer that pays rent for the entire rental term and
ownership is acquired.
Potential Revenue – projected monthly income of a store if all active customers made
their scheduled payments on time.
Profit and Loss Statement (P&L) – a financial statement summarizing income, expenses
and the resulting profit for a specific period of time.
P.U.S.H. – an organizer used to schedule and document daily store activities to

ensure each coworker is utilizing “Productive Use of Store Hours”.
Reference Check – contacting employers, friends, or relatives as provided by a

customer to verify certain information on a rental order.
Re-Instatement Fee/Late Fee – When a customer makes a payment, it “renews” the lease
agreement for a specific period. If the payment is not made
within the specified period, the lease terminates. The
customer must pay a re-instatement fee in addition to the
regular payment to renew the lease. This fee varies widely
from state to state and is regulated in some states.
Remaining Book Value (RV) – the remaining dollar value for a particular piece of
inventory.
Rate Code – predetermined price set by the computer for a particular product
when creating price tags.
Renewal Payment – a rent-to-own agreement is a short term, self-renewing lease. A

customer makes an initial rental payment and may “renew” the
agreement each period by making a “renewal payment” in advance.
Rental Rate – the payment amount (not including taxes or fees) that a customer
pays in advance for a specific rental period.
Rent-to-Own – an optional way of acquiring ownership of merchandise by renting it

for a specified period of time without incurring debt or continuing
obligation. Also known as a rental-purchase or lease-purchase.
Rent-Ready – having the store, vehicles, and all products clean and functional.
Repaired Tag – used to identify units that have been repaired and are ready to go
back to the customer or merchandised.
Return – when a customer elects to bring back their merchandise to the

company for various reasons (i.e. loss of job, doesn’t like it anymore,
moving, etc.).
Sales Minutes – a daily planner used in the store to execute and manage sales tasks
and activities.
S.E.D.O.C.E. – Bestway’s training philosophy; based on the fundamental learning
styles of individuals. It stands for Speculation; Explanation;
Demonstration; Observation; Confirmation; Evaluation
Serial Number – a unique code assigned by the manufacturer for product

identification.
Service Inventory – non-operational product scheduled for repair.
Service Tag – used to identify product that is in service.
Skip – a customer that has moved, taken the rental merchandise with them
without notifying the store and without continuing to make regular
renewal payments.
Stock Number – “Primary Unit Identification” for Bestway. A series of numbers that
are assigned when a unit is first received into our system. The first
three (3) digits indicate the store that originally received the
merchandise. The next two (2) digits indicate the year the item was
purchased and the rest are a numerical sequence that starts over
each year.
Stolen – merchandise reported by the customer to police and Bestway as

stolen from their residence, verified by us through a police report.
Switch Out – to exchange the customer’s current item with another item of like
value and description.
Term – the length of time an item must be rented for ownership.
Total Cost – total dollars paid by the customer, including initial payment, and rent,
if all payments are made for the entire term of agreement.
Verify – to confirm that all of the information provided by the customer on the
rental order is correct and accurate, including employment,
residence, and personal reference.

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Bestway Rental, Inc.

Best Foot Forward

Best Foot Forward

Management Tools ................................................................................................................................... 6

Pencils & Projections

Profit and Loss Report (P&L):

P&L General Ledger:

General Human Resource Information

Additional information regarding Work Hours can be found in the Company’s

Core Plan Overview:

Receiving New Inventory

Receipt Audit Trail

 Returns – Question every return. Did we  Deliveries / Depreciation / “Turns” –

 APB – Does this reflect store and

Daily High Touch Reports

High Touch Reports

Inventory Status Report – On Rent Inventory

Stock Balancing Report

Inventory Status Report – Units On Loan

Audit Trail – Inventory In

Audit Trail – Inventory Out

Customer Statistics Report - Detailed

Income Projection / Performance Analysis

Detailed Payout Projection

Lost Fees Analysis

Consolidated Idle Report – Home Office / Faxed On Monday

High Touch Report Explanation

The Intranet is broken in to seven basic sections with many subsections

TEL & CPU Support

Training Home Page

Vehicle Maintenance & Inspections

Vehicle Inspection Reports

Vehicle Fuel Purchases

Each Coworker is assigned a specific Driver ID Number.

Upon Return To The Store:

Accessing the GE Capital Fleet Services Website

Close this window to return to the my.FleetOffice home page.

Accessing the Reporting application is easy.

How to Run a Report

Accessing the Dashboard Application

Accessing the Dashboard application is easy.

How to View and Use the Dashboard

Examples of exceptions under What Needs My Attention are the following:

▪ More than two fuel transactions in a day

▪ Purchases over 60 gallons in a day

▪ Purchasing 15 gallons or less, or more than 30

Fuel PIN Maintenance

Scenario 1: Drivers Assigned to a Vehicle

Scenario 2: Drivers without a PIN Number

a. Telephone: (800) 469-0044

a. Your first and last name.

Scenario: Drivers without a PIN Number or to Verify a Driver’s PIN

a. Telephone: (800) 469-0044

1. First and last name.

Please create a pin for (DRIVER NAME).

Vehicle Registrations & Insurance Cards

Accident Report Form and Vehicle Accident Procedure

Lube , O il & F ilte r M onthly

Washer fluid and coolant

Did you know?

Tommy Gate/Lift service & Maintenance

Vehicle Accident Report

BESTWAY RENTAL, INC.

address _ address _

name _______________ tele _ name ____________ vehicle #

FROM: Bestway # Store Contact: _______________

Phone Number: (_) ________ Fax Number: (_) ____________ IF KNOWN

Bankruptcy Case No. ____________Chapter (7 or 13) _ Debtor’s Attorney: ______

Date ___ / _ / _ Time of Incident: _________ AM PM

Store# / Location: # / ________________________

Customer Phone #: ________ Number of Pictures: _

Estimate 1 $ Estimate 2 $ Estimate 3 $__