The secret to a successful carwash is to find a way to draw your customers in to the very operation of the business.

The process has been around for some time in other industries, but seldom has been used in carwashing.

Holiday Inn once ran a program titled, "Catch me being nice." Hampton Inn ("Catch me at my best") and McDonald's ("We do it all for you") ran similar programs designed to let customer know those companies were concerned about their wants and needs, and they were putting their name on the line to prove it.

There are five steps to a good "Catch me trying to please" program.

Your objective is to turn customers into "raving fans" by giving them service beyond their expectations. Devise a formal objective and circulate it to all your staff.

For example: "Our mission at ABC Carwash is to deliver the type of service that offers quality vehicle cleaning in a manner that is safe and offers lasting protection to the finishes of your vehicle. Further, it is our purpose to give you careful, caring and courteous service in a timely manner."

Survey your customer base and use the data to determine customer expectations. You may find that improvement is needed in:

 Customer contact

 Employee handling of customer's car

 Employee appearance

 Employee knowledge of services

 Interior cleaning

 Exterior (frequently missed areas)

Knowing the areas of concern, state clearly, simply and concisely what you want your customers to "catch" the manager and employees doing. Make a comprehensive list of these "action items" and distribute to employees.

An example of an "action item" list:

1. Be courteous to customers and teammates.

2. Keep work area neat and clean.

3. Work carefully, quickly and accurately.

4. Be neat and clean, and always wear the company uniform.

5. Know products, services and merchandise.

6. Put antennas down or protect fixed antennas.

7. Never drive faster than a person can walk.

8. Turn radio off - do not change radio stations.

9. Wash rubber floor mats, air dry and return to proper vehicle..

10. Vacuum all ashtrays and consoles.

11. When vacuuming, pay special attention under seats, around and under gas and brake pedals.

12. Stop conveyor in times of emergency. Make sure conveyor is clear before it is started again.

13. Use clean towels on windows.

14. Wipe rear end of vehicle completely.

15. Wipe exterior and interior of windows. Watch the corners.

16. Wipe door jambs.

17. Wipe dash.

18. Wipe rear deck (package shelf).

19. Wipe back of front seats.

20. Wipe instruments and instruments panel.

21. Wipe arm rest and interior door compartments.

22. Turn engine off. Put in park. Set emergency brake. (On standard shift turn engine off, leave in gear and set brake.)

23. Open and close doors by handle only.

24. Watch customers' eyes for areas of concern.

25. If vehicle suddenly accelerates, turn key off.

26. Advise customers to stay in safety zone until finished.

27. Do not place rolled-up floor mats around gas or brake pedals. Be sure all floor mats are properly placed in appropriate positions.

28. Immediately report to manager any unsafe vehicle conditions and do not move the vehicle.

29. Pick up and check ticket from customer.

30. Thank customer for using your service and invite them back next week.

These 30 items form a strong basis for a training program.

Present a method

Give your customers a way to report employees "caught" performing the specified "action items." Implement a method of customer and management participation in the program. Call the program "Our very best for your ultimate satisfaction."

To promote it, create at least four posters and numerous cards that lay out the objectives and list the items being emphasized. Have large banners and buttons made heralding the program.

Have another postcard-size card printed that simply asks, "Are you ultimately satisfied?" If the customer's answer is no, have them list the number of items from the objective card and have them see a member of the staff before they leave to correct any mistakes.

Include on the card a place for them to name any employee who impressed them and to list the number of any item that was done satisfactorily.

Last, invite customers to tell members of the management team directly of noteworthy work or behavior by an employee.

Using a roll of double tickets, each time the employee is "caught" by a member of management or a customer doing one or more of the desired "action items," give that employee at least one two-part ticket as you tell them exactly what they are being rewarded for by repeating numbers and items from the list.

At the end of the shift have those employees with tickets break them into their two parts and place one half in the drawing bowl or box and keep the second half for the drawing.

The manager at this time records the number of tickets to keep a tally of the total number of tickets each employee is getting. This log tells what kind of activity and participation customers and managers are yielding in the program and it tells management who believes in the program.

Last, it can tell management that some areas may not be getting enough attention. For example, too much focus on the vacuum area and not enough focus on window cleaning.

Hold meetings to reward employees weekly, monthly, at three months, six months, nine months and one year. As the length of time increases, so should the monetary award and the hoopla associated with the meeting.

Award at least three weekly cash prizes, and maybe gift certificates from local restaurants or movie theaters. Usually a local business will participate with free or discounted merchandise or service. Make weekly cash prizes a minimum of $20 for first prize, $10 for second and $5 for third.

Spread the rewards around - don't give any one employee more than one prize. Use the meetings to emphasize the number and items on the list that need improvement.

Reward consistent behavior - the person who gets the most tickets in a week gets $10 even if their name wasn't drawn.

After the weekly drawings, place the remaining tickets in another large container for a special monthly drawing. This monthly drawing is double whatever the weekly drawings are, but at this level begin awarding prizes to the top six finishers, not just the top three.

Give $40 and a certificate of appreciation to the person with the most tickets for the whole month. Name them employee of the month.

At the end of each three-month period, triple the amount given at the weekly drawing. Make all drawing events exciting and educational as well as rewarding.

The person with the most tickets for the three-month period gets $60 cash, a certificate of appreciation and is named employee of the quarter. Give the winner movie tickets and a certificate for dinner for two at a local restaurant.

For the six-month awards, hold the drawing in a special place, serve food, and plan an activity for the event. Test employees' memories by asking questions such as "What is number six?" Answer comes back "put antennas down or protect fixed antennas." "Give that teammate a dollar."

Remember to give your own impressions of the improved service and, hopefully, of improved carwash volume and improved sales.

The six-month drawing (and remember, monthly drawings do not change) should have awards for the top six finishers that are twice as large as they were for the three-month drawing.

Give the person with the most tickets for the six-month period $120, an engraved plaque showing appreciation, restaurant gift certificates, theater tickets, and name that person employee of the first half of the year.

Make the drawing for the nine-month period even more exciting and educational, and thank the employees for whatever success you believe the program is having.

This drawing may have to be doubled or kept at the same dollar amounts as the six-month drawing. The employee with the most tickets for the nine-month period should get at least $200 cash, along with an engraved plaque and some other amenities.

The 12-month drawing is the yearly wrap-up. Plan a sit-down dinner in a special section of a local restaurant. Give recognition to the various employees of the month, quarter, six- and nine-month time periods. Give special recognition to employees receiving particular praise from customers, by reading comments from customer cards.

Suggested drawing amounts: first prize, $240; second prize, $200; third prize, $160; fourth prize, $120; fifth prize, $80; sixth prize, $40, as well as other prizes and services.

The employee who gets the most tickets for the year receives $500 in cash, an engraved plaque or tray and is proclaimed "Employee of the Year." Do something really special for that employee's entertainment or hobby.

Try to run the program for at least two years. Everyone wants to be a part of a successful venture and feel that their efforts are part of that success.

George Akers is a carwash consultant in Tampa, FL and a longtime contributor to Professional Carwashing & Detailing.