For the last 20 years, I've been involved in developing retail products, merchandising programs and displays for the package-shipping industry. As a relative newcomer to self-storage, I've been able to make some observations and draw some conclusions about where retailing is headed in this industry. Self-storage facilities are nontraditional retailers. Your primary enterprise is not the retailing of products, but rather the sale of a service--unit rentals.

To that extent, self-storage is similar to those centers whose primary business is not retail supplies but package-shipping services. Historically, you both have been reluctant retailers and for good reason: Retail is unfamiliar territory and often deemed too difficult or insignificant for a real effort.

However, current retail sales at package-shipping centers, as a percentage of total sales, are fast approaching 10 percent. This was not always the case. Less than 20 years ago, sales represented a lowly 1 percent. What happened? Package-shipping centers began to realize that to grow their businesses and provide additional value to their customers, they needed to develop in-store retail profit centers. This incremental increase in business went directly to their bottom line. For some, it made the difference between having an "OK" year vs. a good one.

In contrast, the self-storage industry has prospered and, as some operators have said to me, beyond their wildest dreams. However, this very success has been an obstacle to developing a retail plan that pushes supply sales to an obtainable 5 percent of gross sales. In some cases, it has created the attitude, "I'm already successful. Why bother with something I really don't understand? I'll just keep doing what I've been doing."

Of course, you can continue to do what you have always done. In the past, the way to sell supplies, if you even cared to do so, was to throw up some pegboard, purchase some boxes and whatever else was available, and hope for the best. It didn't really matter what retail sales were; you already knew they were going to be successful. But I have to ask why you wouldn't want to develop a retail plan for your facility?

Self-storage is still successful and will be for a long time to come; but it's going through a time of transition. As it matures, facilities will cater to changing customer demographics. As you know, some of your best customers are business people, and the college-educated, soccer mom is steadily making more of the storage-rental decisions. Curb appeal has become important. New sites are going up around retail establishments or retail establishments are being built around older sites. Industrial-looking facilities are being upgraded. All of these changes mean your current or potential customers have or will soon have increased market expectations. These expectations are no different than the ones a traditional retailer must address. Here are some things to keep in mind:

• First impressions count. Customers won't buy or come back if you don't make the right one.
• Image is everything.
• Time and convenience are of the essence. Customers give their loyalty to businesses that cater to their requirements. They want everything they need under one roof.
• Look at your retail-sales area. Is it consistent with the overall image and direction of your business? Does the packaging of your retail supplies communicate their use? Are supplies displayed in a neat and orderly manner? If not, don't worry at this time about the lost sales. Instead consider that your retail/office area is one of the first locations in your facility where you have an opportunity to make a good first impression.
• If you don't carry supplies, are you being everything you can to your customer? I don't think so. Your customer may just end up going to your competitor because he can't find what he is looking for at your facility. In a changing market, successful businesses pay attention to small details. However, the sale of moving, storage and box supplies is really not a small detail. The market is estimated to be more than $500 billion and growing. It's time for you and the self-storage industry to get your fair share.

Roy Katz is president of Supply Side, which distributes packaging as well as moving and storage supplies. The company has developed merchandising programs for many leading companies including Storage USA, the U.S. Postal Service, Kinko's and Mail Boxes Etc. For more information, visit www.suplyside.com.

The first year of operations of your commercial records business is the most important to its ultimate success. Critical decisions will guide the business for several years to come. Design of an effective operating strategy, creation and implementation of a strategic marketing plan, and the adoption of measurable management principles are key components.

Industry observers suggest there may be a three- to five-year window of opportunity for new commercial records centers to position their businesses as market leaders and garner optimum market share. Opportunities like this do not come along often. To ensure maximum market share and high-yield records management, you must be fast afoot and savvy.

My assessment of the industry is there is still great opportunity but limited time for successful implementation. With that understanding as a backdrop, those entering the business must be diligent and single-minded. The ingredients of this focused approach must include the following components.

Effective Operating Strategy

We live in an era Peter Drucker, legendary management scientist, calls the Post-Capitalist Society. We have discovered world-class methods and practices that are tried and true, and we have proven they work if properly implemented. The question we should ask ourselves is how to use the tools and resources available to us. No longer are land, labor and capital the principle resources. As Drucker says, knowledge is the prime resource. The principle attribute of knowledge is it is infinite--unlike land, labor and capital, which are all finite.

How do we use knowledge in the development of our operating strategy? No one can be the best at everything. We have become a nation of specialists. For example, doctors find a practice area that is unique, such as pediatric ophthalmology. These are specialties within a specialization. This is the nature of the post-capital society. So, let's use it to our advantage.

If we are not the best at an activity, we should find out who is and let him handle that task. It is better and less expensive to search out those who add value and reduce cost to your company. Outsourcing and re-engineering are the mantras of our times. There are better, simpler and more effective ways to do everything. But outsourcing tasks and responsibilities are appropriate only when you can manage the outsourcer to the standards of performance you set.

Strategic Marketing Plan

Sales drive commercial records management. For decades, the industry has accepted a long sales cycle of six months or more. Why? Because "It has always been that way." It could be six months or longer if you do not control the sales cycle.

Get in control. Take charge of your marketing program. Manage your sales staff. Make it a 60-day sales cycle. The six-month sales cycle is a myth fostered by those who can't sell. The sales cycle must be managed and it must be structured. I recommend a seven-step sales cycle that ensures a 75 percent close rate at the end of step three. Don't waste your time on those who aren't buyers. A prospect is someone in a 60-day buying window, who has a need for your service and the money to pay for it. I want you to mine gold in a gold mine. Why endlessly prospect where there is no gold?

Measurable Management Principles

If you can't measure it, you can't manage it. The first principle of managing anything is understanding its nature. If you are going to be in the commercial records-management business, you should understand the business. You wouldn't consider going into the legal profession without knowledge of the law, or becoming a doctor without studying medicine. Yet I hear from folks every day they want to go into the records-management business without understanding the nature of business records. "Well, it's just storing boxes isn't it?" they ask. No, it is not!

There are three levels of understanding to consider. First, you need to understand the need of businesses to maintain appropriate business records. Second, you must understand the value of commercial records management to the marketplace. Finally, you need to understand the notion of process managing, setting standards and then benchmarking them.

In Managing in a Time of Great Change, Drucker insists we must constantly evolve and adapt to survive in today's business climate. Commercial records management, not unlike any other industry, must seek best practices, reduce operating costs, manage its assets and constantly strive for change--not for the sake of change, but to improve return on investment. Managing the bottom line is a process that includes managing people, process, technology and assets of a company.

The cornerstones of successful bottom-line improvement in a commercial records center are the principle of effective use of technology, the principle of personnel abatement, the principle of strategic outsourcing and the principle of batch processing. Last month we addressed these in detail. Developing, owning and operating a commercial records-management business requires hard work, diligence, attention to detail and a keen business focus. The rewards are great for those with the "right stuff."

Regular columnist Cary McGovern, CRM, is the principal of FileMan and FIRMS (FileMan Internet Records Management Services), which offer full-service records-management assistance for commercial records-storage start-ups in self-storage operations. For assistance in feasibility determination, operational implementation or marketing support, or for questions on the FIRMS Sales Manager, call 877.FILEMAN, e-mail [email protected]; www.fileman.com.

Complaint from customer that door won't open: money lost in repeat business. Complaint from customer that roof is leaking: lost referrals. Complaint from customer that gate won't open or is stuck: lost money in shortened rental. Having the right tool to take care of the situation in a timely and efficient manner: priceless.

We all know that when it comes to being a well-rounded self-storage manager, you need to be a jack-of-all-trades--a salesman, bookkeeper, janitor and last, but certainly not least, a maintenance man. But you cannot do your job without the proper tools. You cannot take a payment without a ledger book (or these days a computer and management software), or close a sales call without a telephone. Every task you do has tools specifically designed to help you accomplish it. So why do so many owners feel they should leave one of the largest tasks--overall facility maintenance--up to a manager with a minimal amount of tools?

Every storage facility has a list of basic items that are absolutely essential to the job of managing, maintaining and repairing. These would include but are not limited to: brooms, dustpans, rags, gloves, cleaning supplies, light bulbs, bolt cutters, company locks, vacant-unit locks, auction seals, ladders (both step and extension), a ratchet and socket set, wrenches, screwdrivers, vise clamps, saws, tie-down straps, bungee cords, oils, lubricants, a cordless drill (nut drivers, bits and a jig), a workbench, and a golf cart and charger. These are just the basics. Some better-equipped shops include battery chargers, jumper packs or cables, portable floodlights, air tanks, compressors, floor polishers and more.

Then there are replacement components you could buy individually as you need them, but it makes more sense to buy in bulk for a better price and to have them on hand when you need them. These items include locks, latches, springs, door handles, ropes and even entire doors.

For electrical needs, there are light bulbs (fluorescent, incandescent, flood, high-pressure sodium, etc.), replacement switches, timers, sensors, photocells and sockets. The tools needed to install them are wire cutters, wire strippers, wire nuts, pliers, electrical tape and connectors. Plumbing supplies such as a plunger and even a snake for unclogging toilets and downspouts are essential as water is a facility's worst enemy. And don't forget the metal-working aspect of your facility: Replacement wall panels, trim pieces and downspouts, tin snips, a pop-rivet gun (and rivets), self-tapping screws, lap sealant, caulk, roof coating (and brushes), etc., are all par for the course.

Whether you're fixing damage caused by the elements (wind, water, etc.) or your customers (rental truck vs. building), or making modifications to your unit mix by moving walls and creating units, you need the materials and the tools to get the job done. The only thing worse than having a customer come to you with a maintenance issue is not being able to correct it. It's embarrassing when you are trying to correct a problem and you obviously don't have the tools to adequately complete the job--like trying to saw through a lock with a dull blade when bolt cutters would snap right through it.

Keep a Neat Shop

Equally as bad as not having the tool to do the job is having the tool but not being able to find it because your shop is disorganized. When you take into account all the tools and supplies needed to maintain a facility, it is easy to understand how the manager's workshop can quickly become a very crowded place. I understand owners are reluctant to use space that could otherwise be rented for additional revenue. But we also need to keep in mind that we are in a customer-service business. Part of that requires we have the tools and abilities to rectify maintenance situations in a timely and competent fashion.

Instead of digging through a pile of tools on top of each other, or in boxes, or stacked three deep under a workbench, hand tools should be hung neatly on a piece of peg board. The larger tools should be stored on a shelf and be visible without having to dig for them. Even larger tools and supplies, such as ladders and boxes of 8-foot fluorescent bulbs, should be hung on racks or hooks from the wall or ceiling where they are easily accessible. If there is no light or electrical outlet in your shop, you should consider calling a certified electrician and having them installed. This is especially important for resident managers who are willing to complete a task after hours if only they could see to do so.

A neat, clean, organized, well-equipped shop makes a great impression on every prospective customer who has to walk past it on the way to view a unit (I leave ours open during office hours). It lets customers know that whatever issue arises, we are able to handle the situation. It also goes a long way to promoting good will and positive referrals from customers when we are able to address these issues in a timely, efficient and competent manner.

David Fleming and his wife, Tina, are an award-winning management team with Premier Self Storage Inc. of Western New York. Mr. Fleming has more than 10 years of experience in the self-storage industry, having managed facilities in three states. He is currently a corporate trainer and senior site manager overseeing five locations. He and Tina work as full-time resident managers of Premier Self Storage in Amherst, N.Y. To contact the Flemings, call 716.688.8000; fax 716.688.6459; e-mail [email protected].

Self-storage crossed overseas from the United States to the United Kingdom way back in the mid-'80s. So why, you ask, has it taken so long to catch on? And surely it cannot be such a great opportunity if it's taken nearly 20 years to get to just 400 centers in the United Kingdom and a total of about 750 centers in the whole of Europe.

We all know customer awareness of any product is essential to create market demand, and this is still the biggest obstacle to self-storage success throughout Europe. However, the reason it has taken so long for the market to get where it is today has nothing to do with lack of opportunity or acceptance by the Europeans.

Quite simply, the early entrepreneurs of U.K. self-storage capitalized on the lack of awareness of this cash-generative business by keeping it a closely guarded secret. Based on some of the historic fill rates, it was kept secret from potential customers as well. With the exception of a few Yellow Pages advertisements, the self-storage cards were kept very close to someone's chest, indeed.

"Whatever you do, don't tell anyone in the business world about how fantastic this simple concept is! Don't let anyone know how they can make huge returns on their existing carbuncle of an old building they don't know what to do with!" These words must have echoed down the corridors of power.

So there you have it—growth was restricted to a handful of operators who spent close to 15 years making money from big, old, multistory, industrial buildings in back-street locations. Unless you were moving or desperate for short-term business space and went looking for it, you never used or even got to hear about self-storage. That's why growth was restricted to less than 150 self-storage buildings in the first 15 years or so.

It wasn't all "mom and pop" operations, either. Some big players emerged from this fledgling marketplace, namely Abacus, Abbey and Acorn. Some big money changed hands as well, with about £30 million ($44 million) or so being the biggest deal, if my memory serves correctly. Abacus and Acorn are now merged to create Access Storage Solutions, and Abbey is now owned by Mentmore Abbey plc. The pair has about 100 facilities between them.

I personally stumbled across self-storage when my business happened to receive a referral from a lift-manufacturing company for a mezzanine-platform floor about five years ago. (That reminds me, I never did buy Mike Carp of LTR Lifts that beer I promised him.) So it is my personal thanks, and not criticism, I give to the first-generation entrepreneurs. If it weren't for those guys, I wouldn't have happened across self-storage just when it was about to take off.

Just as my company joined the Self Storage Association of the United Kingdom and Europe, Larry Lipman, a well-known, top-drawer entrepreneur and spin doctor, spotted the self-storage opportunity through his property-dealing company and formed Safestore plc. This brought the concept to the forefront of not only the city money men's minds, but the whole of the property world.

I use the term "spin doctor" tongue-in-cheek, as Lipman is a man of action, not words. I'm referring to his proven track record of spinning out new ventures from his main trading vehicle, Safeland plc. Before Safestore, there was Hercules plc, which became the Alternative Investment Market stock of the year. So it was Lipman who proved to be the catalyst that turned the best-kept secret into one of the most enticing property plays in the United Kingdom.

So when you decide to form an opinion on the European self-storage marketplace, don't judge it on its first 15 years of performance. Judge it by the last five years, during which the number of facilities has grown from 150 to 750, with a more than 30 percent annual growth predicted by educated pundits. You don't need to be a brain surgeon, or even an entrepreneur, to recognize this opportunity!

Andrew Donaldson is the chief executive and founder for Active Supply & Design (CDM) Ltd. of Cheshire, United Kingdom. He is also the founder of The Self Storage Sentinel newsletter, Rent-A-Space Ltd. (now a multi-site operator) and selfstorage.uk. net. For more information, e-mail [email protected]; visit www.activesd.co.uk.

When asked by one of her customers why she doesn't retire, Nell Booher replied, "I am retired--I just get paid for it." She and her husband, Don, are the managers of South Tulsa Self Storage, a facility introducing a new concept to the industry in Tulsa, Okla.

Can you call it a mini-mall that also accommodates offices and storage? Or perhaps a self-storage facility with boutique shopping? And what about the coffeehouse that is part of the retail space? All these components are found in the new complex.

In February 1999, facility owners Rick and Karen Dodson and Danny and Paula Brumble entered the self-storage business. Home builders by trade, these visionaries selected a site that, at the time, was outside the hub of the city. In less than two years, however, it has been quickly surrounded by an upscale neighborhood. In response, they designed an elegant facility to complement its affluent neighborhood.

South Tulsa Self Storage opened its doors in April 1999 and was 100 percent full 14 months later, says Nell. The climate-controlled section was completed in October 2000, and an addition was finished in September 2001. Occupying a footprint of 56,150 square feet, the facility is in the heart of Tulsa's upscale South Side community. Its steel frame with attractive stucco exterior and clay-tile roofing resemble a fashionable condominium complex.

The South Tulsa structure includes eight retail spaces, six commercial offices, 189 climate-controlled and 298 standard units. The retail spaces are attached to the front of the climate-controlled building. Theses spaces, with amenities such as wooden floors, are occupied by an insurance company, beauty salon, hardwood-floor distributor, children's store, accessory business and a coffeehouse called Ounce By Ounce.

Situated on one of the busiest intersections in Tulsa, the facility has gate access seven days a week from 6 a.m. to 9 p.m. "We feel, for security reasons, these hours should be sufficient for our tenants," says Don. "But there are always exceptions, and we will work with the customer." In addition to customized hours for clients, freight deliveries are also accepted.

Ancillary products include boxes, packing supplies, sealing tape, padding, furniture covers, bubble wrap, pallets and locks. Customers can also purchase storage insurance. Security is maintained through the controlled access gate and CCTV monitors that record activities at several locations on the property. The facility is also a nonsmoking environment.

Primary marketing for the facility in past years was through the Yellow Pages; however, this year Nell has opted to discontinue their ad because they are so often full. The excellent location and word-of-mouth contribute to the more than 80 percent occupancy. But Nell maintains it is having a good attitude toward customers that keeps them coming back. "There isn't one of my customers I wouldn't ask over for dinner," she says.

Serving People

"The customers pay your bills," says Nell. "Driving up to a beautiful, clean, well-maintained structure is important, but the most essential thing in this business is how these customers are handled after entering." She maintains that not one person has ever said they were happy to be moving and needing to store their things. There are always problems--death, divorce, transfer, parents placed in assisted-living facilities. "You have to listen, console and give them the service needed to meet their individual needs," she says.

The Boohers bring lifetime careers in the service industry to their new profession. After graduating from Oklahoma A&M, Don went into sales and held regional and national positions in the apparel business for 20 years. "With this business here, you've got to sell," Nell says. "And that's something Don is very good at." Nell worked in a large oil company handling thousands of details in a high-stress position. "I could feel the pressure," Nell says. "Seems like each day someone would walk by and count my gray hairs," she jokes. They retired, but neither was ready for the sedate life. Then a friend in the self-storage business suggested it might be a good fit for them.

The first owners for whom they worked, Rick and Rudy Jones, hired them to open a new facility in Allen, Texas. The Boohers will be forever indebted for that start. "We started at the top and I just pray we stay there," says Nell.

When Brumble and Dodson decided to go into self-storage, they spoke with the Boohers, who wanted to move back to Oklahoma to be near their children, about managing their new facility. The owners realized quality of life is an important element in their managers' success. As an incentive, they gave a percentage of the business to the Boohers and stressed they wanted them to run it as if it were their own. In addition, a custom apartment was designed and constructed for the Boohers of which they are very proud. "The facility is beautiful and the amenities are wonderful," says Nell.

As for the division of duties, Nell takes care of the books and internal affairs and Don takes care of maintenance and external problems. "We make a great team," she says. "And we just love this business."

Large operators spend countless hours planning their marketing activities, hence their (generally) more successful incomes and sales numbers. Every facility, regardless of size, can successfully plan and execute basic marketing strategies. This article discusses the steps needed for successful marketing of today's self-storage operations:

Step 1: Understand the program goal

Step 2: Cover the basics

Step 3: Establish a budget

Step 4: Understand the unique cost per lease and set targets

Step 5: Assess the situation

Step 6: Learn to meet and greet

Step 7: Take action

Step 8: Measure results

Step 9: Compare performance

Step 10: Create awareness

Understand the Program Goal

The primary goal is to create marketing programs that accomplish the following:

• Create total service-area awareness. This means defining on a map, based on traffic flows and boundaries, the store's service or market area. This is sometimes not a 3- or 5-mile ring, but an egg-shaped area due to major thoroughfares or natural boundaries. (Remember the customer perceives a 10-minute travel time convenient.)
• You will want to know as much as possible about this target area: businesses, residences, single- or multifamily complexes, major employers, universities, military bases, etc. The goal is to target this area for your marketing messages and actions. This allows you to focus specifically on consumers most likely to use your service, and denotes the area of focus for advertising and marketing expenses. Note where competitors are on the same map.
• Increase traffic and sales by targeting the above area. When the need for storage arises, you will be the one prospects choose to visit.
• Create more accurate sourcing and demographic information by gathering specific data and accurately accounting for customers' buying patterns, sources, location, preferences, etc. Use the data to frequently update your marketing programs. This way, you'll be able to create programs and services that have maximum effectiveness.

Cover the Basics

When done correctly, the basics are responsible for the bulk of our rentals. These marketing basics are:

1. The attributes and location of the store

2. The salesmanship of the team or manager

3. Customer service and conveniences

4. Advertising and promotions

5. Friendly and motivated managers

6. A complete set of knowledge

The first thing you must realize is marketing is now a normal manager function and should be discussed in the hiring process. A facility manager or team should understands basic customer-service dynamics and how important the development of awareness and community participation is to the success of the store.

Advertising and marketing expenses are normally 3 percent to 6 percent of income for stabilized stores of average size, and will be needed pre-opening as a cost of start-up. Lack of planning has caused hardships for many managers and owners in the past. Plan adequately for marketing in your annual budget, which should address 16 key areas. These allocations are unique to each store location and market area.

1. Membership in your local chamber of commerce. Attend as many functions as possible on a regular basis, and use the membership list to send fliers, broadcast faxes or e-mails.

2. Membership in the national Self Storage Association. This is the voice of the industry and an important connection to industry activities and actions.

3. Membership in your state association. This is important for the obvious reasons of local involvement, legislative support and peer networking.

4. Subscriptions to industry publications.

5. Printed materials, such as brochures, fliers, invitations, postcards, business cards, referral cards, mailers or any other items needed to complete your plan.

6. Yellow Pages ad(s). Identify how many books you will want to be in for your market area and how large an ad is needed, along with the cost for color, etc., necessary to compete or gain attention.

7. Internet ads and/or website. There are several industry-specific providers of website design and online reservations and payments.

8.Uniforms/nametags. These are a must so you and your team members can always be identified. Rentals come from contacts made everywhere!

9. Promotional items. This could include anything from coffee mugs to nail files to candy jars or key chains with your facility name, phone number and website printed on them.

10. Postage. Include adequate postage to complete monthly and mass mailings.

11. Local events/sponsorships. Owners sometimes sponsor local school sports teams as part of their ongoing community participation and goodwill, or participate in community flea markets, carwashes, wine tastings, etc.

12. Referral programs. Referrals are the most sought after of all rentals--their cost is the lowest, they are presold before arriving, and they can account for a significant percentage of each month's rentals.

13. Curb appeal. Your curbside view needs to change weekly, as drive-by traffic ceases to notice the same old message. Consider balloons, street-side signs, curb paint, landscape changes, pennants, banners, etc.

14. On-site signage. Make sure your facility is easy and convenient to navigate. Consider keypad signs that welcome and instruct, gate signs with office and access hours, building numbers/letters, rules and regulations, marketing messages in models and restrooms, thank-you signs at the exit, etc.

15. Ongoing training and education of employees. This is often neglected, but it is critical. Hire for attitude, train for skill. Budget accordingly.

16. Miscellaneous. A well-thought plan, properly funded and staffed with motivated, knowledgeable employees is the goal. Miscelleanous items will, from time to time, be necessary. Keep these to a minimum and include any reoccurring items in next year's plan.

Establish a Budget

Usually, two six-month plans are easier than an annual plan and allow for updates from the prior period's results. Remember to include a six-month supply of promotional items, printing and postage in each plan. Allow for a nominal amount of "extras" in the budget and then stick to it. In addition, be sure you understand all the costs associated with each action or item, e.g., labor, cost for renting mailing list, etc. I suggest tracking not only what percentage of income is used for advertising and marketing, but also the cost-per-foot expenses. Involve managers in this process and provide them expense feedback.

Understand the Unique Cost Per Lease and Set Targets

This leads us to another of our goals: to have a lower cost per lease (CPL). I have frequently witnessed experienced operators who have no idea what they are paying for each lease. In many cases, they are unknowingly spending several hundred dollars for each rental. The CPL is found by dividing all leases into all advertising and promotions costs. An effective CPL in the Southeast, for example, would be $50 or less. At this rate, expenses would remain within normal parameters.

Compare your store with others and weigh the unique attributes of your location, drive-by traffic, percentage of repeats and referrals, etc. Set a goal, track the number and work to improve with continued lower costs each year. Technology is a great assistance in this goal.

Assess the Situation

Summarize your current situation. What are your best traffic sources now? Which programs are most effective? Drive-bys and the Yellow Pages are the two most common sources of prospect traffic. Ask yourself what percentage of your total traffic each source represents. What does each cost, in total and per lease?

Understand your team's effectiveness at converting callers to visits and visits to leases. Know who your best customers are and why, how they found you, and what products or services they like best. Gauge the effectiveness of each marketing program and team member, and define what skills and actions are needed to meet targets you've set for traffic, callers and leases. The resulting conversion numbers may indicate more training or traffic is needed.

Learn to Meet and Greet

Your facility's success starts with you. Know the difference between marketing and sales. Marketing is creating awareness, while sales is the actual production of or taking of an order.

Below are the steps for a successful marketing visit, one that allows you to leave customers feeling good about having met and interacted with you. This is the goal of any cold call. If you've made a good impression, you can begin developing a rapport and start to get referrals or direct business. You can accomplish 15 to 20 of these calls in an hour or two. If you are a single store manager without other team members, stop to make one call each day on the way to or from the bank or post office--by the end of the month, you will have visited 20 to 25 new prospects.

1. Prepare for success--have all materials planned and ready ahead of time. The goal is to have a well-groomed person with great attitude visiting a targeted group and distributing a clear message.

2. Before your hand touches the door, put a smile on your face.

3. Take the lead on each call. Go directly to the first person with whom you make eye contact.

4. State your business in specific terms: who you are, the company you represent, why you stopped by and what materials you brought with you.

5. Timing is everything, so plan who you'll visit (apartment managers, real estate agents, retailers, etc.) and when (time of day and day of week).

6. Make a favorable impression and leave. You should be in and out within a few minutes.

7. Follow up as agreed, then call, mail, visit and repeat on a consistent basis.

Take Action

Set specific goals and take action. I suggest using a personal marketing-goals form where results can be reported each month. Managers set their goals for a six-month period, indicating what actions are needed during each month. These include target numbers for personal visits, follow-up phone calls, marketing faxes, marketing e-mails, letters or fliers mailed, or any other type of marketing messages. The actual number achieved is measured against the goal number, and the percentage achieved is shown as the marketing-goal score for each month.

Some stores may not be able to e-mail or fax, but each store can and should take some action each month to assist in achieving a consistent marketing message at all times. Great, creative ideas and plans are nothing without action.

Measure Results

You can measure the traffic sources for all your rentals using a software program. Keep in mind, however, the information gained is only as accurate as the person providing the input. Be sure all marketing and advertising programs are listed as choices in the software; for example, if you are using ValPak mailers or a broadcast-fax program, make sure these choices are available. Set a goal number for each category and measure results. Inform all team members of each program and how you want to track the activity. Adjust each year's budget based on this information.

Compare Performance

Track the results and changes of your traffic sources. I suggest tracking six major areas: drive-bys, Yellow Pages, referrals, repeats, direct marketing and "other," which includes billboards, the Internet, hotlines, ValPak, etc. If you have multiple locations, you'll want to compare results within your group. You'll also want to compare with other industry data. The results will bear out the true effectiveness of each program and the changes made over time.

Create Awareness

Creating awareness is what marketing is all about. Make contact frequently and consistently to ensure your impact and success within your targeted market area. Managers need to be adept at meeting and greeting, and getting the word out about their unique stores and the services they offer. Follow these easy steps, create and implement a simple and effective plan, measure your success and have fun.

Anne Ballard is the founder and president of Universal Management Co. as well as the president and executive director of the Georgia Storage Owners Society. Universal manages more than 30 facilities in Georgia, North Carolina, South Carolina and Virginia. For more information, call 770.801.1888; visit www.universalmgmntco.com.

Your roadways and driveways are essential to the aesthetics of your self-storage facility. Considering the amount of roadway in many facilities, the need for proper driveway maintenance is apparent. But what causes asphalt pavement to fail, and what maintenance options are available for asphalt roads and parking areas? The following is an overview of basic asphalt maintenance and construction procedures. It should be a valuable tool in deciding how to stretch dollars for maintaining pavement.

Asphalt maintenance can be categorized into five areas: patch repair, asphalt overlay, inlay, pulverize in place and seal coating. It is important to understand the primary cause of asphalt failure is penetration of water into the asphalt base. Assuming the initial pavement was designed and constructed properly, the process of oxidation begins shortly after the asphalt has been placed. Over time, it becomes dry and brittle and the aggregate starts wearing away, causing cracks that allow water to penetrate into the base of the pavement. As water seeps into the cracks, the base material moves and settles, leading to further "alligatoring," or surface cracking in a grid-like pattern. When the pavement reaches this stage, the only options are patch repair or replacement of the old asphalt.

Patch Repair

Patch repair, the most common form of pavement maintenance, deals with isolated areas. The pavement is removed from these areas by saw cutting and backhoe, or by the use of a grinding machine. It is then replaced with new asphalt. The amount to be removed is determined by the removal method. Ask your asphalt-maintenance contractor how deep the pavement replacement should go and whether the base rock should also be replaced.

In most cases, the removal depth should be equal to 1.5 times the original pavement thickness. Replacing the asphalt at the original thickness does not make sense if the pavement has failed in this area before. If no base rock exists in the entire roadway, adding it to the patched area is not a good idea. If base rock exists in the roadway but the thickness was deficient in the failed area, you should replace the base-rock section to match the adjacent areas. This will allow for a more uniform base support and, ultimately, a longer-lasting roadway.

Also, a good rule of thumb when laying out patchwork is to extend the amount of removal to 12 inches beyond the failed area. Remember, squares and rectangles are best. Irregularly shaped patches with multiple angles create weak points and should be avoided.

Asphalt Overlay

Asphalt overlay is an affordable method of pavement repair that provides a new wearing surface of asphalt over the entire road. The most common factors you should be aware of when dealing with an overlay are:

Overlay thickness: The minimum should be 1.5 inches, while the maximum should be 2.5 inches.

Reinforcing fabric: The use of reinforcing fabric has garnered a lot of attention lately. A problem with the fabric's use is its disposal during inevitable asphalt-patch repairs or removal. Most failed pavements are sent to a recycling plant to be processed into recycled base rock. The presence of reinforcing fabric prohibits asphalt from being recycled; this results in increased dumping costs because fabric-reinforced asphalt is only accepted at landfills. Many overlays are being engineered without fabric. Instead, an additional half-inch of asphalt is being used. Thinking of future costs is never a bad idea.

Smooth transitions: When considering where to grind down the existing pavement, remember this: You do not want the contractor to reduce or feather down your overlay section to match an existing structure. This severely weakens the strength of the overlay. To prevent this, have the existing pavement ground down at all gutter lines, concrete driveways and any slabs where the new overlay must meet flush.

Utility lids: You have two options when dealing with utility lids. Most utility boxes have riser rims that can be fitted on the manhole or valve box and adjusted for height. This is the easiest way to raise lids, but often the results are not perfect because of surface deviations. The best way to raise your utility lid is by removing the existing frame for the lid, blocking it up to the new roadway elevation and securing it with a 12-inch collar of concrete. This concrete can then be capped with a thick lift of asphalt to match the roadway surface.

Inlay and Pulverize in Place

Both inlay and pulverize in place are accomplished with the use of a milling machine. The inlay process removes a specified depth of the existing asphalt roadway--often a previous overlay. This allows contractors to put the roadway back at the pre-inlay elevation. In some cases, it is important to maintain good drainage. After multiple overlays, the roadway often becomes too high.

The pulverize-in-place method actually reduces all of your roadway asphalt to base-rock-size particles. The resulting product can be graded like new base rock and the roadway reshaped for improved drainage. The material is then moisture-treated and compacted, and a new lift of asphalt is placed. The benefits are there are no export material costs and the roadway can be reshaped to match new and existing structures. If a reinforcing fabric is encountered at either of these processes, additional costs will likely be incurred.

Seal Coating

Seal coating is an important tool in extending the life of pavement and should not be overlooked. Seal coats generally consist of a mixture of emulsified asphalt, water, mineral fillers and various other admixtures. The process seals the top of the asphalt, preventing water from penetrating the surface of the pavement and protecting the top layer of asphalt from oxidation and wear caused by exposure to the sun. Seal coats also provide a smooth, black, even surface. Good looks are an added benefit, but seal coating is not just for aesthetics--it will actually extend pavement life.

A seal coat should be applied to new pavement every six months to one year. Future applications of seal coat should be applied at intervals of three to five years, or at times when roadway aesthetics are not up to par with the balance of the community. The thickness of the wearing surface will depend on the number of coats applied and the amount of water added by the contractor. Remember, seal coat is water soluble, so it is important to deal with reputable contractors in the asphalt-maintenance business.

Todd Slyngstad is owner and president of Silicon Valley Paving Inc., a licensed, bonded and insured asphalt-maintenance contractor based in San Jose, Calif. For more information, contact the company at P.O. Box 26558, San Jose, CA 95159-6558; or visit www.svpinc.com.

SPEED BUMPS

Speed bumps are critical for providing a safe environment on the internal roadways of a self-storage property. Their importance in controlling the speed of traffic throughout the facility should not be underestimated. The owner or manager should discuss the traffic flow with an asphalt contractor to determine the best locations to place the speed bumps.

There is no specific quantity or size that is considered a standard for self-storage facilities. However, I recommend a 24-inch-wide by 3-inch-high speed bump that runs the width of the road as a standard size. The traffic flow and speed restrictions will also help determine the proper size. The speed bumps should always be striped--with yellow or white paint diagonally striped--or painted solid. The intent is to get the attention of the driver and let him know a speed bump is ahead. Sometimes a stencil is placed on the asphalt before the speed bump to warn drivers before they reach the bump. In areas where the lighting is poor at night, it is recommended to place reflectors on the speed bumps or use glass-beaded paint that bounces off headlight beams.

Speed bumps require no additional maintenance--they are the same as the surrounding asphalt. They should be seal coated to protect the asphalt and restriped as the paint fades.

Many self-storage owners ask, "If my facility is well-built and secure, what could possibly happen? Why do I need insurance?" As we enter the stormy months of summer, one reason that comes to mind is tornadoes.

Scientists are still trying to understand the phenomenon of tornadoes. Where do these spinning winds originate? What powers them? How can we protect ourselves and our property from the damage they create? Tornadoes are produced inside powerful thunderstorms. The conditions that produce a "tornadic thunderstorm" exist when moist, warm air gets trapped beneath a stable layer of cold, dry air. The United States experiences approximately 100,000 thunderstorms that cause about 1,000 tornadoes each year. Storms have already started twisting through our country this year.

Tornados can strike at any time of day, but are more frequent in the afternoon and evening. These storms range in width from less than 150 feet to more than a mile and can last from a few minutes to an hour. They travel along the ground at speeds up to 60mph, killing an average of 42 people a year.

Tornadoes occur throughout the world, but are most intense and devastating in the United States. The states hit frequently by tornadoes and, therefore, considered part of "tornado alley" are Alabama, Arkansas, Florida, Georgia, Illinois, Indiana, Iowa, Kansas, Louisiana, Mississippi, Missouri, Nebraska, Oklahoma, South Dakota and Texas. One tornado recently touched down in Texas, damaging a self-storage facility. It ripped three roofs off the facility, damaged the security system and demolished the fencing in its wake. The manager at the facility had little time to prepare and was lucky this tornado hit quickly and kept on running.

Protecting Your Facility

It is important to protect yourself and your property. First, understand the difference between a tornado watch and a tornado warning. The National Weather Service issues a tornado "watch" when weather conditions make tornadoes more likely to occur. It is important to tune into your radio or television and listen for further announcements. A "warning" is issued when a tornado has been sighted visually or on radar. The danger is serious, and it is essential to find shelter, turn on a battery- operated radio and wait for instructions.

Know what to do if a tornado hits. The watchword in tornado safety is "down." If you are at home, keep low by going to the basement if you have one. If you don't have a basement, look for an interior room, such as a closet or bathroom. If you are at your facility, hide under a sturdy piece of furniture and protect your head and neck with your arms.

The previously mentioned Texas facility has five buildings. Three were damaged by the tornado, with a section of roof blown off one and portions of it impacting the roof of the building next door. Another building's roof was completely blown off. Parts of that roof impacted a fence, causing considerable damage to outdoor light fixtures and security systems.

The manager was astute and, once the storm passed, immediately started assessing the damage. He called the claim into his insurance company, called a construction company to come out as soon as possible for temporary covering and started taking photos and making a list of what to do.

In the event of tornado loss, do whatever is prudent and necessary to protect your facility from further damage. This is called "mitigating loss." Keep track of all expenses including the hours you worked. The insurance company will normally reimburse you. Run a list of current tenants and contact them if any are affected by the damage. If possible, offer to have their goods moved to another unit if one is available. Contact your vendors: construction, roofing, gate maintenance, security systems, etc. Get estimates and write everything down. The insurance company will be working with you to get your facility repaired as soon as possible. Good records make a difference.

This facility was lucky because the manager paid immediate attention to details. During the first four days after the loss, he worked with contractors to protect the facility, move tenants and mitigate loss. The cost for the emergency effort was less than $9,000 and fully reimbursed by the insurance company. The facility was well occupied, but open units made it possible for tenants to relocate their belongings. The contractors were able to work quickly, getting this facility in order without too much disruption. This facility is state-of-the-art; however, there is no doubt the owner was relieved he had an insurance policy to protect his assets and get his business back on its feet.

Universal Insurance Facilities Ltd. offers a comprehensive package of coverages specifically designed to meet the needs of the self-storage industry. For more information, or to get a quick, no-obligation quote, write P.O. Box 40079, Phoenix, AZ 85067-0079; call 800.844.2101; fax 480.970.6240; e-mail [email protected]; visit www.vpico.com/universal.

Janus ~ Roman god of passage, of doorways (januae), archways (jani), and of beginnings and endings.

When searching for a name for his new company, David Curtis knew he wanted something different. "I wanted a name that meant something, a word that was translatable into every language," he recalls. He stumbled upon the name Janus, a mythological figure often depicted with two heads--one looking to the past, the other to the future. Janus, the god of doorways and new beginnings, was the perfect symbol for Curtis' new business venture on many levels.

It was a new beginning for Curtis, who, in 1989, founded Doors & Building Components Inc. (DBCI), an Atlanta-based manufacturer of roll-up doors. Although he sold the company in 1995, he stayed on as president until 2000. A two-year non-compete clause kept him from moving forward with a new company. When the clause expired in January 2002, Janus International Corp. opened its doors with a new product and a fresh outlook.

An Innovative Design

"I considered all the problems I knew that existed in the industry and tried to solve them with the new door," Curtis says. That includes damage done during transit, springs that rusted or failed, and lengthy, difficult installation times. What Curtis came up with is a design that incorporates the traditional look of the roll-up door but with a myriad of new features that addresses these problems.

The Model 650 uses the basic dead-axel design but with a few modifications. Rather than using one spring, Janus' door features a two-spring system, one on each side of the door. "That keeps the spring energy balanced across the width of the door so it won't pull to one side or the other," Curtis says. The springs are also pre-assembled on the door and are pre-lubed. This saves on installation time and money in the field, Curtis says. "Plus, you get a product that's made exactly the same way every time." This is especially important when the person installing the door is not always an expert.

Nonlubricated springs can lead to rust, which in turn, leads to spring failure. The dead axel allows the springs to be enclosed inside the door so they are not exposed to the elements. "This new door is going to be fast and easy to install," says Daniel Curtis, David's father and vice president of sales for Janus. "The operation of the doors is so much smoother," he adds.

Curtis also focused on reducing door damage during shipping. "That was a problem that plagued us, that plagues everybody," he says. A solid torque tube and a new tensioning system eliminate drum-wheel dents. "By having the dead-axel design, we're able to pre-install the springs, support brackets and the tension wheel. Because of that, we're able to use the brackets to suspend the doors on a skid, which keeps them from touching each other. The skid itself is what the truck driver puts the straps over," Curtis says. "We're shipping doors up to 1,500 miles from the plant and we're not seeing any damage, so we're real encouraged about the new packaging."

In an effort to protect his innovations, Curtis has four patents pending. "Instead of copying the other products, David has concentrated on innovations and creating a better design," Daniel Curtis says.

Looking to the Future

Janus set up headquarters in Temple, Ga., about 40 miles outside Atlanta. The company currently employs about 75 employees. "We're growing at a very rapid pace," Curtis says. "The customer acceptance of the new product has been very good." He has also assembled a team of well-known industry experts. "With the people on our team, we have probably more than 200 years of self-storage experience," Daniel Curtis says. "The company is not one person. The company is the sum of the talents of the all the people." Curtis also gives much credit to his employees. "I'm good at inventing and I'm good at a being a team leader, but I try to surround myself with people who can balance out my weaknesses."

Curtis hopes the combined expertise of his team will lead to rapid expansion, including internationally. While running DBCI, he continually worked the European market. "It was a real goal of mine to have--and maintain--a leadership status in Europe like we had in the United States," he recalls. He's hoping to do the same with Janus, and has already made some inroads. "I believe we will be successful because I'm dedicated to it," he says.

He's also counting on the new packaging concept to give Janus an edge over the competition. "We can get the stuff there and not have it be damaged. And we have the technical know-how to do a proper take-off on the job and get the materials to the jobsite," he says. Getting all the supplies needed--at a low cost--is a big frustration in European markets, Curtis says. "They get a shipment and it's wrong. Then they're seven weeks away from getting more stuff. People want to have that feeling of trust, that you know what you're doing, that you're going to take care of them and do a good job."

Curtis believes the pre-assembled door design will be attractive to the European market. "It's going to be a lot less expensive for these developers to install our products," he says. "In Europe, labor is very high in all the countries. If we can speed up the installation by half, we're saving them money and time."

In addition to shipping doors all over the United States, Janus already has footholds in Canada, Central and South America and Puerto Rico. Curtis hopes to further advance the company's European market by displaying a working model at Inside Self-Storage's London Expo in November.

One or two more operating plants in the United States, including one on the West Coast within the next year, are also on the horizon. "The self-storage business is continually evolving," Curtis says. "I try to evolve with it, to recognize the patterns and take advantage of them. I try to be a leader and not a follower."

For more information, contact Janus International Corp., 134 East Luke Road, Temple, GA 30179; phone 770.562.2850; www.janusintl.com.

You've invested a ton of money in your storage facility and it's going to open soon. "Soon" could be in the next 10, 30, 90 or even 120 days or more. What do you need to do to make sure your facility fills as quickly as possible when you do open?

About three years ago, a woman told me a very interesting story. She and her husband had put their life savings into building a storage facility. The idea was for him to manage and for her to handle the operations and "back office" functions. As bad luck would have it, her husband died of a heart attack about six weeks before the facility was due to open. Her oldest son, a senior in college, was called to help, and the two of them set about making the facility a success. They did everything I'll mention in this article and more. The net result? In less than five months they had rented 348 of 450 units. This is substantially faster than the average. How did it happen? It's very simple. They believed it to be the standard.

Many of you have been told it will take you anywhere from 18 to 24 months to get a facility 90 percent occupied. But no one communicated this to the woman in the above story. She told me that at the time, she thought the facility should be filled in 90 days. As far as she was concerned, she was doing a lousy job. The moral of the story? Make a commitment to get your facility filled in nine to 12 months. Adopt this mentality and make it happen. It can be done! Here are some of the things you need to do to jump-start your new facility:

Create a Plan

First, you'll need a written plan with some very specific numbers attached to it. If your goal is to be 90 percent rented in 12 months and you have a 500-unit facility, you'll need to rent about 40 units a month. Make this your quota. Don't let yourself go to sleep at night until you get there. Your written plan will also consist of many action steps you will take before your facility opens.

If you take the following advice, you'll have a surge of renters when you first open--but don't get complacent. If you rent 50 units your first month, don't tell yourself you only need to rent 30 the following month. Things will slow down on their own.

Locate Centers of Influence

A center of influence is anyone who has the ability to refer people to your facility. This would include apartment and condominium managers and any employees at real estate offices, truck-rental dealers, laundromats and marinas--anyone who might be asked by a prospective renter where he can go to rent a storage unit.

Take out your map and draw concentric circles around your facility. Start with one mile and go all the way to three or four miles. If you're in a rural community, double that distance. Start with people in the one-mile zone. Go to them right away, no matter how far away your opening is. And don't go there just once and think your job is done. Keep going back to them every month to keep them posted as to when they can start sending people your way.

Get to know these people and get them to like you. Each time, bring them something of modest value as a gift. More important, prepare a report for them to give people interested in renting. This "free report" should be in their hands anywhere from 30 to 60 days before you open and should be a fact-filled guide educating people on all aspects of storage. Keep it to a maximum of 32 pages. It should also contain a coupon good for $10 or $20 off A first-month's rent. The coupon should be coded so you know who sent this particular referral.

Where do you get the content for this report? Go online and find anything and everything you can. Remember, if you take one person's work and copy it, it's plagiarism; if you take five peoples' work and copy it, it's research! On a serious note, be sure to put things in your own words. People cannot copyright ideas, only the specific means and wording with which they express them.

When the people start coming to rent as a result of this marketing method, immediately go and thank the person who sent the renters your way. Thank them verbally and with some kind of a gift. Cash is great, but I prefer something with high perceived value they will keep. A good example is a nice picture frame, which can be used and kept on a desk as a constant reminder of your generosity.

Generate Publicity

Before you open, alert the media. Have the radio stations ready to do live remotes from your facility during opening week. Send out press releases to TV stations and local press well in advance of the opening date. Look for "hooks" in the news of which you can take advantage. For example, let's say you hear a story on the national news having to do with storage. You can call the local media to make a comment. News people are always looking for a local angle. Just make sure they know who you are, where your facility will be opening and when. You can visit www.radiopublicity.com for some tips.

Target and Visit Businesses in Your Area

Again, working in concentric circles outward from your location, visit the businesses in your area. Why? Commercial tenants are the best. They generally stay twice as long and tolerate price increases much better than residential customers.

Put together a brochure targeting the business owner. I'd recommend using one that can be customized for each business group you approach. An example would be to convert your "generic" business brochure to one geared toward the fast-food operators in the area. Another group might be retail stores. Research each group and discover its greatest need for storage. How? Visit them personally and ask. Do this anywhere from 60 to 120 days before you open. Again, keep in regular contact with these folks--once a month is best. Keep good notes on each place you visit.

Residential Surveys

Go around to all of the neighborhoods in your area and conduct a survey. Ask people questions about their storage needs. Afterward, give them a small gift. What would that be? The same gift you gave to the centers of influence to distribute: a free storage report with a coupon.

If you go around to the communities in your area, you'll learn a lot about your market. You'll learn more from completing this exercise than anything else you could possibly do. Why do you think politicians campaign door to door? Because retail campaigning works. If it works for them, it will work for you and your facility. When should you do this? Anywhere from 90 to 120 days before opening. Send people reminder postcards after you've talked to them.

Training

A staff that is properly trained using professional training material will have a big impact on your results. If you attract a lot of people to your facility but you have weak people answering the phones and giving tours, you've wasted your efforts. Instead, create a staff who will know exactly what to do when people call or walk in.

Is all this work? Yes. Is it a lot of work? Yes and no. If you think your facility will fill up on its own without any work, you live on the wrong planet. Even if you're in a "hot" market, you can still increase your rents faster than you thought you'd be able. If you fill up quickly, all it means is you'll be able to start charging more money. If your goal is to have an average facility, disregard this article. If your goal is to have a massively profitable facility as quickly as possible, you now have the tools!

Spend some time, energy and money premarketing your facility before opening and you'll fill up faster. About the woman I mentioned above: The word is her facility was filling up so quickly the size of her bank deposits raised suspicions at the bank. They called the authorities to alert them they thought some "funny business" might be going on! The only funny business was a woman with her back to the wall who had no idea how long it should take to fill up and was marketing the crud out of her facility. If she can do it, you can, too.

Fred Gleeck is a self-storage profit-maximization consultant who helps owners/operators during all phases of the business, from feasibility studies to creating an ongoing marketing plan. Mr. Gleeck is the author of Secrets of Self Storage Marketing Success--Revealed! as well as the producer of the only professional training videos on self-storage marketing. To receive a copy of his Seven-Day Self-Storage Marketing Course and storage marketing tips, send an e-mail to [email protected]. For more information, call 800.FGLEECK; e-mail [email protected].