The Four Levels of Route PersonnelD1-D4 Program

From Driving to Developing:

The Route Pro’s Guide to Measuring Your

Delivery Staff

INTRODUCTION:Keep in mind the three components of routes.

1. Operations 2. Customer Service 3. Sales

We are going to look at the top 6 skill sets needed for each position.

Operations-Top 6 Skill Sets:1. Organizational Skills 2. Safe Driving3. Multi-Tasking4. Time Management 5. Physically Fit 6. Attention to Detail

Tools Provided For Organizational Skills:Manifest:The number one tool that a manager uses to keep the route driver organized and focused. Make sure you follow the Route Pro methodology for utilizing the manifest.

Job Descriptions:Each position should have a job description with expectations, lines of communication etc. Discussing up front what the positions are all about is critical in ensuring success.

How To Evaluate Or Predict Safe Driving:Background Check: Get a driving record from the DMV, look for tickets and other signs of reckless driving. Keep in mind that almost everyone gets a ticket here and there.

Look at Personal Vehicle: A simple check of their own personal car. Look at the interior for cleanliness and the exterior for multiple dings, dents, etc. Sounds simple but can be very effective and informative.

How To Manage Multi-Tasking:Manifest:Again, vital tool to keep them focused and in line. The route manager should know how long it takes to run the route, average distance per day as well as keeping the manifest clean, in order and fully utilized by the driver.

Give the Driver Plenty of Time: Rushing the driver to get back adds pressure to the drivers’ routine and pace. CSR’s should never be calling the driver to see “where they are at?” Since selling is part of the program, measure results first, process second.

Time Management Assistance:AM Operations: Monitor morning set-up procedures and time setting up. If the driver is responsible for putting the route in order as well as bags being placed with the orders, then realize that it may take 30-60 minutes in the morning.

Ride with Drivers:All route managers or owners should ride with each driver to know how long it takes to do routes. Track miles as well. Ride-alongs are key to monitoring time management. If you notice that you are getting done with the route a lot sooner, then you may have to address the issue.

Physically Fit Pre-qualifications:Able to be on Feet for Prolong Periods of Time:Stand/walk 2-6 hours a day while repeatedly getting in/out of van. Let the new potential hire know this in advance.

Able to Lift 25-50 Lbs:Drivers should be able to lift, carry 25 to 50 pounds daily including lifting over shoulders repeatedly.

Attention to Detail Focal Points:Inventory Specialist:They must be able to ensure the correct orders are on truck and delivered to correct address. Their DISC assessment will let you know if this is a strength or weakness.

Manifest Management: Use the manifest as a daily log or journal. Keeping the manifest in 100% order – 100% of the time is essential. Make sure they use it correctly.

Operations – Management Tools : 1. Manifest 2. Manage the Systems – Coach the People3. Know Their Position, Know Their DISC/Motivators.4. Weekly Meetings-Scheduled, Mandatory5. Vans/Checklist6. GPS – Mapping Devices.

Customer Service: Top 6 Skill Sets:1. Communication Skills 2. Personal & Professional Touch3. New Customer Awareness4. Core Customer Care5. Out Of Pattern Customers6. Inactive Customers

How to Determine Communication Skills:Communication Ability: Judge by the interview their ability to articulate, listen and respond while staying engaged. Ask questions first, and then see if they ask questions.

DISC Profiles:The DISC Profiles will best display their strengths and weaknesses and how they will act and communicate. Compare the observable behavior reported in the DISC with how they actually were in the initial interview.

Personal & Professional Touch:Product of the Product:Does the driver represent professionalism and cleanliness? If a driver just looks like a driver they “will not drive sales”.

Service Minded:Prior experience in customer service as well as an observable behavior is needed. Do they look like someone that a customer would trust? Do they convey a customer service mindset?

New Customer Awareness-We Welcome You:Ensure Awareness: Make sure new customers have welcome kits, days serviced as well as introduce themselves face-to-face. A new customer should be on red alert for quality of first order and should be informed/reminded of how the route works.

Ensure 1st & 2nd Bags:The driver should strive for 75% 2nd bag usage in 30 days. Following up after the first order is absolutely mandatory and striving to get a 2nd bag is a high priority.

Core Customer Care-We Love You:Know Customers’ Names:The drivers should strive to meet all customers and identify them by name. This is one reason why we still recommend the drivers putting the bags on the orders. Challenge your drivers to write down the names of the top 10 customers on their routes during a meeting once or twice a year.

Know Customer’s Trends:Route personnel should know customer’s trends and when they are out of pattern. The last used date on your manifest is nice, but the drivers will know the trends of the route customers. This is a key component of retention.

Out of Pattern Customers-We Miss You:Utilize the Manifest:Once a customer goes past 21 to 30 days, then strive to get a bag. Manager can play a part in this as well during a meetingProcedures:Make a face-to-face attempt first, leave WMY door hanger second and call third. The intention is to simple remind the customer of the days and expedite them leaving a bag.

Inactive Customers-We Lost You:60–180 Days Range: Focus on core customers that have not used the route—strive to get a bag, commitment or lesson learned.

Inactive Route:Create an inactive route—move qualified customers-make notes. This way they don’t become inactive “store” customers.

Customer Service – Tools:1. Weekly Meetings 2. We Miss You Report/Tags3. Thank You Cards4. CRM – POS 5. Retention Reports 6. Manifest

Sales/Development Top 6 Skill Sets:1. Willingness 2. Capabilities3. Residential/Commercial 4. Presentation 5. Networking6. Following Up

Willingness To Sell:Motivation:Find out through assessments what truly motivates your driver and make it happen. In turn, keep it positive so they stay positive.

Opportunity Knocks:The toughest door to get open is their own. Monitor the attempts as well as the results.

Capitalize on Their Capabilities:Training:The new hire must be properly trained and knowledgeable of all route processes and sales. Improper training leads to lower and slower results.

Prior Experience:Not always the best scenario, sometimes it can hurt you more than help you. Evaluate their best and worst practices from their previous life and determine where they will focus on. Some will dive into commercial selling while ignoring residential.

Residential/Commercial Focus:Face-to-Face Sales:This includes door-to-door and selling around current customers. They must be willing to cherry pick as well. Nothing happens until they get a sale.

Decision Makers: Selling to the main decision maker is critical, but getting established may start with a single customer or contact. Selling to both residential and business takes the right individual who can accomplish both.

Presentation:Professionalism:The main reason that the drivers must represent dry cleaning is that the prospect must be able to relate to them. The driver must also act in a professional manner every day, every week.

RPI Approved:Following The Route Pros formula for a successful sales pitch will greatly increase their chances of selling more and selling more easily. Wavering from the sales system we have created greatly decreases their sales numbers.

Networking Opportunities:Referral Based Groups:BNI and other groups are a perfect way to build the routes and stores. We recommend them for also increasing the professionalism of the developer. Giving them the opportunity to represent the company increases your opportunities to get in places that may take several attempts to do so.

Other Examples: Business after hours and other chamber events builds professionalism & commitment. Also, being a part of dry cleaning groups increases the buy-in of the position

Following Up or Fail:Perseverance:One must be willing to make several attempts to get a commitment. A “No” is a “No For Now”. Using the Spotio app is key to succeeding with following up and keeps track of the attempts.

Sales Funnel:The more prospects you touch, the greater the return. You miss 100% of the shots you don’t take. For every 20 “no’s” there is a “yes!”

Sales – Tools:1. Training – RPI 2. Spotio/Sales Planner3. GEM’s4. Coaching – Internal 5. Marketing Materials6. Van

Four Levels of Drivers: D1-D4 DefinedD1: Driver Only

D2: Driver/Sales

D3: Developer Driver

D4: Development Manager

D1: DRIVER ONLY

This is the least productive position in the route development program. Only recommended when there are 3 or more vans with an active sales & marketing program in place. Understand that they are usually motivated to get home earlier and they may be more efficient, but without combating the natural attrition you have, your routes will eventually decrease in sales.

Top Five Duties/Responsibilities of a D1:1. Service Route Customers: They will be driving the route on a regular basis by ensuring

that customers are taken care of.2. Route Maintenance: Route in stop order as well as putting clothes in order in the am.3. Van Maintenance: Van kept clean, regular maintenance issues attended to.4. Shuttle/Intercept/Hotels: A D1 can also fill this need as well.5. Back-Up Driver: An added bonus to be able to fill in as needed.

Preferred DiSC Profile: 1. High S/C: Steady and consistent. Usually more of an introvert.2. High I/S: Steady with some people skills. Helpful with customers and other employees.3. High D/C: Able to handle small challenges.

Preferred Motivators: 1. Traditional: Motivated by systems and routines.2. Social: Motivated to help others.3. Individualistic: Motivated to be on their own.

GEM’s:Since there is no sales effort then there are no GEM’s in place.

Accountability Issues: 1. Getting Done Early: Instead of getting 2-3 customers a week, they will want to be done

by 2 or 3 o’clock.2. Neglecting Service Issues: May get frustrated with errors and quality issues. They also

may ignore customer service concerns.3. Does Not Want Growth/Sales: If other marketing is occurring, they may look at it as

more work for them. They all tend to put more customers on “will call”.4. Milks the Clock if Hourly: Quite often they tend to take longer breaks and take their

time to ensure a full paycheck.

Accountivation Tactics:1. Weekly Meetings: Communication is essential.2. Push to Better Themselves: Challenge them to raise to a D2.3. Ride-a-Longs: A must for all managers for all drivers.4. Manifest: Make sure they utilize the manifest daily.5. Monitor Overtime: By measuring the route, mileage and stops, you can get an idea of

how long it takes to run the route.

Compensation: 1. Hourly: $10.00 2. Retention Bonus: 2% to 3% (depending on if they are involved in the process)3. Sales Bonus: You can try to dangle a carrot out there to just hang door hangers.

Route Split Game Plan:Since D1 is just a driver, utilize them to service 75% of a route split. Compensate them the difference for three months if you feel they played an essential part in retention. If not, no split bonus needed.

Bottom Line:We really don’t recommend this position. The natural attrition tends to lead to an eventual decrease in sales. D1’s may be needed when you have over 3 vans since turnover is inevitable.

D2: DRIVER/SALES

D2 is a key component of route growth & should be the minimum standard for all route personnel. This position is essential for continual route sales even with a route development program in place. Any driver can be a D2 with Accountivation!

Top Five Duties/Responsibilities:1. Service Route Customers: Still number one duty is to ensure quality service and quality

product is delivered right and right on time.2. Retention Focus: A D2 must also follow the “Retain To Gain” plan to make sure all

conversions, sign-ups and starts become and stay customers.3. Route Maintenance: Following the hierarchy of servicing is still maintaining the

manifest of all other route procedures.4. Sales: A D2 must also contribute to the growth process. The above 3 duties cannot take

away time needed to add customers to the route.5. Van Maintenance: A D2 still needs to monitor the van and communicate service issues

immediately as well as keeping it clean.

Preferred DiSC Profile: 1. High I/S: Usually the standard behavior for good customer service individuals.2. High D/I: Multitasking with a sense of urgency and people interactions.3. High S/C: Steady and consistent. You must train them to be systematic with selling.

Preferred Motivators: 1. Individualistic: The desire to be the best and to get better is perfect for a D2.2. Traditional: Following a system for driving, servicing and selling motivates a D2.3. Utilitarian: The ROI factor applies here, not just money but for time and effort.4. Social: Rare to find, but a nice motivating bonus if it appears in the top 3.

GEM’s: Goals: 5+ WeekExpectations: 3-4Minimums: 2

(These can vary based on time spent servicing the route)

Accountability Issues: 1. Lack of Attempts: Number one reason sales don’t happen is because of a lack of

attempts. A D2 must follow the 9-2-5 program.2. Minimizing the Negatives: A D2 may struggle with rejection while the manager may

struggle to stay positive. 3. Excuses vs Results: More excuses and lack of results tend to develop with a D2. Make

sure the manager knows the difference between excuses and reasons.4. Makes Minimums Their Goals: GEM’s were created to balance motivation and

accountability. However, watch to see if they hit their minimums only without ever going past it.

Accountivation Tactics:1. Weekly Meetings: Stay positive through the process.2. Stick to GEM’s: Provide a whiteboard/dashboard for all to see.3. Rewards in Place: Create other motivational rewards to challenge a D2.4. Coach/Lead: A manager must participate with a D2 and coach when needed.

Compensation: 1. Salary: $400 – $550 weekly2. Retention Bonus: :2 – 3% of Route Serviced 3. Sales Bonus: $25/$50 New Customer With A Bag

$25 EACH for the first 4 in a week and $50 for each additional.

NOTE: The reason we recommend salary is because of overtime. If they are knocking doors making $15 to $20 a hour, they will not be as hungry.

Route Split Game Plan:D2 plays a big part in splitting the route since they do contribute to the growth of the route. Give them 50 – 65% of a territory depending on the additional staff & how much they contributed to the growth. You then must also bonus them for the difference in pay with the part of the route they lost. Like a D1, it depends on how much you feel they played a part in the growth, retention and overall contribution to the route. Also, see if they have a desire to move up to a D3.

Bottom LineMost routes will have a D2 once you get to 2 vans. This should be the minimum standard for all route systems.

D3: DEVELOPER

D3 is usually the ideal goal of 1st hire in the early stages of route development. The best growth formula for continual & substantial growth is through the efforts of a D3. While they may be hard to find, keeping them may be even harder! However, if you do have the privilege to hire a D3, do whatever it takes to keep them and keep them happy!

Top Five Duties/Responsibilities: 1. Route Growth: Number one behavior hierarchy needed is to sell and grow ongoing.2. Fill the Sales Funnel: Face-to-face selling through all facets to guarantee attempts and

awareness.3. Retention: D3’s can also play a vital role in customer service for all routes. 4. Service Route Customers: A D3 still drives a smaller route, usually less than 50% of their

time is behind the wheel just servicing customers5. Route Maintenance: D3’s still must adhere to all route systems and procedures.

Preferred DiSC Profile: 1. High D/I: D3's are most productive when they are a D/I.2. High I/S: Urgency may be lower than needed, but consistent selling will occur.3. High D/C: Direct and compliant behavior also affective for a D3.

Preferred Motivators: 1. Utilitarian: The ROI factor is the biggest motivator for a D3.2. Individualistic: Their desire to be one the best-also huge for keeping a D3 going.3. Social: Again, not as important or frequent, but a nice bonus for a D3.4. Aesthetic: Unique in that they love to be outside and can be more at peace.

NOTE: Motivators are also why people change jobs.

GEM’s: Goals: 8+ WeekExpectations: 4-8Minimums: 3 or 4(These can vary based on time spent servicing the route, territory, competition levels, etc)

Accountability Issues: 1. Pre-qualification: They may get more one hit wonders than qualified customers. 2. Staying Focused: Since they may be on their own a lot, a D3 may seek out newer

territories or get distracted by quality issues.3. Excuses vs Results: Similar to a D2, but since their GEM’s are at a higher standard, a D3

might provide more excuses. 4. Teamwork: The individualistic nature of a D3 sometimes creates a negative culture for

the entire team. 5. Keeping a D3 motivated takes someone who can both lead and coach.

Accountivation Tactics:1. Recognition/Bonuses: Rewards and public recognition will drive a D3 to sell. 2. GEM’s: More important than ever for accountivating a D3. 3. Continual Training: D3’s may create their own bad habits. Make sure they are always on

RPI Calls.4. Positive Support: Since selling deals with more rejection and negativity, a manager must

also minimize the negatives and maximize the positives5. Monitor Retention Percentage: Should be 75% second bag use within 30 days.

Compensation: 1. Salary: $400 – $550 a week2. Retention Bonus: 2 – 3% of Route Currently Servicing3. Sales Retention Bonus: 1 – 2% of Customer they have sold-Must use POS sales code,

referral source etc.4. Sales Bonus: $25/$50 New Customer With A Bag

$25 EACH for the first 4 in a week and $50 for each additional5. Second/Third bag bonus option. You could also try to account for a 2nd and/or 3rd bag

bonus within a specific time frame. We really only recommend this if you have SPOT.

Route Split Game Plan:D3 is the very best option for combining route sales & route splitting. They can be versatile in taking over part of an existing route or growing a new territory. It comes down to making sure they have more time to sell vs driving.

Compensation gets a little more creative here, but if they are best utilized for sales then KEEP THEM SELLING!!! The biggest decision is to do one of the following with a D3.

1) Start a new territory.2) Take over part of an existing territory (25 to 40%).3) Be demoted to a D2 if sales are not cutting it.

Bottom LineThis is the ideal position to have when you get started; then to continue to go past the one van stage. This position is essential when you want to grow to 3 or more vans on the route. D3’s are hard to find but they are out there. You must look for someone who is self motivated, looking for a career and someone who you would stick in any networking event.

Again, one good thing about a D3 is that you can always demote them to a D2 and not have the compensation change much. Since a sales bonus is part of how you pay them, they may take the demotion but fit right in to your growth strategies. One thing you must monitor is their attitude as negativity will build when a D3 struggles.

D4: DEVELOPMENT MANAGER

D4 is the pinnacle position for one to reach within the company & provides the owners the go to team member to ensure route sales & constant sales effort are reached. A D4 is a team player, a team builder and one that can provide the ultimate in job enrichment of the team.

Top Five Duties/Responsibilities:1. Route Growth: Simply put, a D4 is responsible for growth within the company by

leading by example, coaching D2’s and D3’s and reporting to their direct boss.2. Continual Sales Effort: Ensures that all staff members are doing the 925 program as

well as participating in sales blitzes. Multi-focus on making sure that everyone is filling the sales funnels.

3. Retention Standards: Monitors each staff member’s retention levels for new customers as well as core customers. A D4 can play the part of Route Retention Manager as well.

4. Hiring/Training: A D4 plays a vital role with interviewing, hiring, training all new staff members.

5. Accountavation: A D4 is responsible to administrating the repercussions of those who fall short of their GEM’s. A D4 must have complete authority over all the other D1-D3’s. They also wear the hat of a head cheerleader.

Preferred DiSC Profile: 1. High D/I: A direct, people influencer is your ideal D4.2. High D/C: Standing firm, while staying competitive with a high sense of urgency.3. High I/S: Supporting is good; as they will strive to take it to the next level.

Preferred Motivators: 1. Utilitarian: Perfect for a D4: ROI of money, time and effort.2. Individualistic: Being the best while leading the team.3. Theoretical: Will seek out knowledge to take team to the next level.4. Traditional: Will stick to a sales system if results are there.

GEM’s (Per Member):Goals: 5+ WeekExpectations: 3 – 4Minimums: 2(Team GEM’s should be created based on number of route drivers/developers.)

GEM’s D4:Goals: 4+ WeekExpectations: 3Minimums: 2(These vary due to the role they may be playing. If their current priorities are taking away from selling, then change accordingly.)

Accountability Issues: 1. Goals vs Minimums for Team: A D4 may be loyal to under-producing staff members if

minimums continue to be hit without raising the bar.2. Training Procedures: A D4 may deviate from Route Pro methods or stick with a partial

training method.3. Staffing: A D4 may not push for turnover if fear of not being able to replace a poor

performer is in their mindset. 4. Communication: This can include leadership above a D4 and the staff below. A D4 must

be able to lead the weekly meetings as well as convey standards, urgencies and results.

Accountivation Tactics:1. Team Recognition: Both a D4 and their direct boss must strive to find creative ways to

recognize team efforts and rewards.2. GEM’s: A team GEM as well as measuring individual GEM’s is a must.3. Bonuses: The company must be willing and able to compensate all members as well as

the team. The D4 should also assist in ensuring the bonuses are met and paid.4. Positive Support: A positive culture needs to be in place. A D4 plays the most critical

part in providing a “WE CAN” attitude.5. Monitor retention percentage for each team member.

Compensation: 1. Salary: $400 – $500 2. Retention Bonus: 2 – 3% all Routes3. Sales Bonus (Individual): $25/$50 New Customer With A Bag

$25 EACH for the first 4 in a week and $50 for each additional4. Sales Team Bonus: $10 for each new start from each team member5. Route Growth Bonuses: Set a monetary amount for each plateau that is hit.

IE. $1000 once the route hits 10k in a week.

Route Split Game Plan:D4 should be providing a continual plan for route growth & splitting. They may have to be a back-up driver &/or new driver when a new route is started.

D4 must analyze current members & the true part they played in the previous growth stages. They then need to determine where the aces go.

Since the D4 is involved in the hiring/training process, they should be always actively looking for D2’s and D3’s. We all know that routes grow quicker with every split.

Bottom LineMany owners are in this position until they find the ultimate manager to take over the entire route department. Many wait until they have at least 3 vans in order to hire or develop a D4. It is a nice carrot to dangle in front a D2 or D3 to keep them motivated.

IN CONCLUSION : Use the above information to assist you in you job descriptions, sales game plan and to analyze each driver you currently have. Keep in mind you could really define some roles as a D2.5 or D1.5 if there is a hybrid situation. Everybody has a different organizational chart as well as job title. The Route Pro’s are only striving to unify the terminology as best we can in order to assist you further in your route development strategies.

Below is a general chart summarizing where you should be and who you should have on staff:

TOTAL # OF VANS

AVG. SALESPER VAN

D1’sNEEDED

D2’sNEEDED

D3’sNEEDED

D4’sNEEDED

1 2.5K – 4K 0 0 1 02 2.5K – 5K 0 0-1 1-2 03 3K – 5K 0-1 1-2 1-2 04 3K – 5K 0-2 1-3 1-2 15 3K – 6K 1-2 2-3 1-2 16 3.5K – 6K 1-3 2-4 2-3 1

7+ 4K – 6K 1-3 2-5+ 2-3+ 1-2 (PLEASE NOTE THAT YOUR ROUTE SALES PER VAN WILL DECREASE EACH SPLIT, BUT SHOULD INCREASE RAPIDLY THERE AFTER)