Management • Section 13


comp’s street view/sign and gate entry area. Gather all materials given to prospects and complete Competitive Survey Report for each. Create a customized cover suit- able for display. Due annually on July 1st along with the Comparable Handout Sheet and Chart to mount on the store easel in the lobby area or on nearby wall. The goal of this document is to have each of you see firsthand what the competition has to offer and what they don’t have. Use this book to show prospects your professionalism and market knowledge; to compare rates and offerings made to prospects by others and to provide exceptional service to all prospects. To be kept at each store and up- dated monthly on Comp Survey form to keep abreast of the competition rental rates and specials, including hours and days, amenities, occupancy.


7. Marketing Workbook (three-inch binder) – Contains all completed marketing call reports, business cards, and follow-ups as well as copies of all promo flyers/brochures, newspaper and print ads, online ads, Constant Contact emails sent out with Constant Contact reports for each, etc. Provide tabs for each of these sections; keep current items on top. Another section would have your current Marketing Plan and PMG updated monthly. Additionally, keep 8-by-10 color prints of your store in photo sleeves to show while at marketing calls, expos, group luncheons, realtor meetings, etc., with blank Marketing Call Reports ready to go for marketing days.


8. Maintenance Log (three-inch binder) – Contains pre- ventative maintenance programs, office/shop/site de- tailed inventory with warranties, and a log of work done by each vendor indicating that you signed them in and out and confirmed the work completed as indicated on invoice. This should be a record of filter changes, pav- ing sealed dates, painting of bollards or OSP numbers, etc. Record fire equipment inspections or changes, door cleaning, and/or painting. Insurance forms are required for each on-site vendor and these should be kept here as well. OSHA Green Sheets can be kept in a separate tab of this book.


9. Training Workbook (three-inch binder) – Issued to each manager (maintained at the store) and each relief man- ager to be maintained in their possession. These manuals reflect the latest communication regarding goals/current focus/latest procedures. These are all online now and up- dated frequently and for some it is recommended that they print these out and maintain accurate up to date re- cords of all distributions.


10. Daily Management Summary (three-inch binder) – Insert each day’s Management Summary on top. There’s no need to keep Mgmt. Summary with Daily Deposits (Daily Deposit binders or file should show the current and


prior month’s activity. Once a month ends, purge the old- est month to your storeroom “old files”).


11. Supply Order Requests, Petty Cash, Unusual Incident Reports, Check Requests (two-inch binder) – (if space is limited you may have files instead of a binder for these items; if so, keep plainly marked and up to date with the most current item on top.) Divide into the above four tabs with current items on top. Suggestion: Most of us attach the check stub to each check request and petty cash re- quest. This allows for an at-a-glance method of problem solving and tracking of unpaid or incomplete actions.


12. SSA Emergency Preparedness Manual – Memo is due within 30 days of receipt of manual. This critical document and manual can save lives, property, and minimizes con- fusion during a disaster.


Plans for your grand opening will have been part of your overall


planning and budgeting mentioned earlier. By joining the local chamber of commerce or other local business association you will have access to many small business people.


By now the office should be set up, the managers trained,


and plans are in place for all store marketing and advertising along with all other income and expense targets or budgets. Managers need to have copies of the budget and feedback each month via a cash flow statement down through Net Operating Income or NOI that measures the actual monthly results against the goals. This will ensure continued operating performance and that the on-site team knows exactly where they are going and what is expected each month.


The Grand Opening Plans for your grand opening will have been part of your over- all planning and budgeting mentioned earlier. By joining the local chamber of commerce or other local business associa- tion you will have access to many small business people. These small business contacts are excellent for getting referrals and commercial storage business for your new facility. Often with your membership you will have access to the membership database to which you can market your property. Invite these contacts and any other lists you have available from your cur- rent contacts. The chamber will do a soft opening with a few ambassadors for your ribbon cutting ceremony. Make sure to use photographs of this event to announce your grand open- ing or to use in a local media press release.


2018 Self-Storage Almanac 147


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