BFF Part 6 - Admin
BFF Part 6 - Admin
BFF Part 6 - Admin
©Copyright 1996, 1997, 1998, 1999, 2000, 2001, 2002, 2003, 2004, 2005, 2006, 2007, 2008, 2009, 2010, 2011,
2012, 2013, by Bestway Rental, Inc. All rights reserved. No parts of this material – written, audio or video – may be
reproduced, stored in a retrieval system or transmitted in any form by an electronic, mechanical, photocopying,
recording means or otherwise, without permission from Bestway Rental, Inc.
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Table of Contents
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Petty Cash Audit Trail .....................................................................................................................26
Customer Statistics Report - Detailed.............................................................................................26
Income Projection / Performance Analysis ....................................................................................26
Detailed Payout Projection .............................................................................................................27
Lost Fees Analysis ...........................................................................................................................27
Consolidated Idle Report – Home Office / Faxed On Monday .......................................................27
High Touch Report Explanation ..........................................................................................................27
Weekly Reports...............................................................................................................................27
Telemarketing Reports; ..................................................................................................................28
Monthly Reports .............................................................................................................................28
The Bestway Intranet..............................................................................................................................28
Authorized Websites ..........................................................................................................................29
Documents..........................................................................................................................................29
Marketing ...........................................................................................................................................30
TEL & CPU Support .............................................................................................................................30
Reports ...............................................................................................................................................30
Training Home Page............................................................................................................................30
Vendor Directory ................................................................................................................................30
Vehicle Maintenance & Inspections .......................................................................................................30
Daily Inspections .................................................................................................................................30
Weekly Inspections .............................................................................................................................30
Vehicle Inspection Reports .................................................................................................................30
Vehicle Fuel Purchases .......................................................................................................................31
Accessing the GE Capital Fleet Services Website ...............................................................................32
GE Fuel Card .......................................................................................................................................37
Vehicle Registrations & Insurance Cards ............................................................................................38
Accident Report Form and Vehicle Accident Procedure ....................................................................38
Tommy Gate/Lift service & Maintenance ..........................................................................................39
Vehicle Accident .................................................................................................................................39
Vehicle Accident Report .....................................................................................................................41
Cash Controls ..........................................................................................................................................42
The “Easy Pay” Program .....................................................................................................................42
Authorization Agreement ...............................................................................................................43
The Expense Approval Process ...........................................................................................................44
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Fixed Expenses ....................................................................................................................................44
Controllable Expenses ........................................................................................................................44
Petty Cash Expenditures .....................................................................................................................44
Direct Billed Expenses.........................................................................................................................45
Using Debit / Credit Machines ............................................................................................................46
Customer Refund Receipts .................................................................................................................47
Processing Refund Receipts ................................................................................................................47
Rental Payment Waiver Receipts .......................................................................................................51
Collection Tools ......................................................................................................................................51
Fees .....................................................................................................................................................51
Getting an Accurint Report Online .....................................................................................................53
Bankruptcy ..........................................................................................................................................61
Bankruptcy Coversheet ......................................................................................................................63
Bankruptcy Program Bullet Points......................................................................................................64
Loss Prevention.......................................................................................................................................68
Security & Emergency Procedures .....................................................................................................68
Customer Files ....................................................................................................................................68
Coworker Files ....................................................................................................................................68
Threats of Violence .............................................................................................................................68
System Passwords ..............................................................................................................................69
Alarm Passcodes .................................................................................................................................69
Store Facility Issues.............................................................................................................................69
Store Opening & Closing .....................................................................................................................70
Damage to Customer Home/Property ...............................................................................................70
Store Break-In/ Burglary .....................................................................................................................73
Store Robbery .....................................................................................................................................73
Fire ......................................................................................................................................................74
Miscellaneous Safety / OSHA Compliance .........................................................................................74
Coworker Injury ..................................................................................................................................75
Bestway Binders .....................................................................................................................................78
Vehicle Maintenance, Inspection & Tracking Organizer ....................................................................79
Vehicle Maintenance Records ........................................................................................................79
Vehicle Inspection Reports .............................................................................................................79
Service Binder .....................................................................................................................................80
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Memo Organizer .................................................................................................................................81
Financial Organizer .............................................................................................................................81
P&L Review File ..................................................................................................................................82
Computer Operations .............................................................................................................................83
The Front Counter ..................................................................................................................................89
The Credit Office .....................................................................................................................................90
The Sales Office ......................................................................................................................................91
The Store Manager’s Office ....................................................................................................................92
Request for Credit – Recovered Merchandise........................................................................................93
Closing The Store ....................................................................................................................................94
Secure the Store .................................................................................................................................94
Store Inspection ..................................................................................................................................94
Cash Drawer Audit ..............................................................................................................................94
Timekeeping .......................................................................................................................................96
High Touch System – End Of Day Process ..........................................................................................96
Alarm System ......................................................................................................................................96
The Monthly Packet ................................................................................................................................96
Petty Cash ...........................................................................................................................................97
Petty Cash .......................................................................................................................................97
Fuel Receipts ...................................................................................................................................97
Deposit Slip Envelope .........................................................................................................................97
Human Resource / Payroll Envelope ..................................................................................................97
Advertising Envelope ..........................................................................................................................98
Charge Off Envelope ...........................................................................................................................98
Payment Approval ..................................................................................................................................98
Updated Policies & Procedures for Bestway Rent To Own ....................................................................99
Terminology ..........................................................................................................................................100
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Management Tools
Key Indicator Report
This tool is used to track daily results in key operational areas; allowing you to measure
your teams performance towards achieving monthly goals and standards. It is the
responsibility of the Store Manager to ensure this report is completed each day by 10AM.
Instructions and sample reports are included at the front of the binder.
Binders for each quarter are sent “automatically” from the forms supplier.
Contact your District Manager with any questions to ensure accuracy.
Keep completed reports for the previous year, and the current year to date.
Profit Log
This tool consists of two forms that are provided to assist you in monitoring your
progress towards achieving your profit goals each month; the Profit Log and the
Expense Ledger. These reports must be completed by the Store Manager each day by
10AM.
Instructions and sample reports are included at the front of the binder.
Include EVERY expense incurred.
Binders for each quarter are sent “automatically” from the forms supplier.
Contact your District Manager with any questions to ensure accuracy.
Keep completed reports for the previous year, and the current year to date.
Information for Revenue and Product Costs is taken from the Daily Report for the
last business day of each month.
Information to complete the remaining areas is taken from the Profit Log.
The variance is calculated by comparing the information from the pencils to that of
the projections. (+ / -)
The actuals are completed when the P&L is released.
Contact your District Manager with any questions to ensure accuracy.
Once the form is completed, a copy must be forwarded to the District Manager.
Completed forms for each month must be maintained in the Financial Binder.
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The following tools are provided on a monthly basis to report the results of your efforts
to achieve profit goals for the previous month.
It is the responsibility of the Store Manager to compare this information to store records
as soon as these reports are received to ensure all operating expenses are properly
recorded.
File the Final Report and the Preliminary P&L Review Form in the appropriate
section of the Financial Binder.
Once any issues are resolved, the Preliminary P&L Report can be destroyed.
Once reviewed, file the General Ledger in the appropriate section of the Financial
Binder. The following provides some information to assist you in reviewing this
report:
Beginning Balance – The YTD total for each category before this month’s expenses
are posted.
Journal – The source from which the information was obtained. Abbreviations include:
PJ (Purchase Journal) – An invoice or receipt received at the Home Office for
payment.
CR (Cash Receipt) – A petty cash expenditure posted at the store.
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CD (Cash Disbursement) – A payment processed by the Accounts Payable
department.
GJ (General Journal) – Expenses reported by separate software systems; such as
those used for banking, payroll and “fixed expenses.”
ICO (Inventory Charge Off Journal) – Stock number information for units charged
off.
Ending Balance – The YTD total for each category after this month’s expenses are posted.
Note: It is important to remember that expenses are billed to the P&L for the month in
which the expense was incurred. For example, the service expense for a unit repaired in
November may not actually be paid until December; however, the expense was incurred in
November, so it will be posted to the November P&L.
Work Hours
The Company’s official workweek begins 12:00 a.m. Sunday and ends at 11:59 p.m. on
Saturday. The schedule of hours will be determined by the Store Manager to which each
coworker is assigned. Coworkers should be informed of their daily schedule. It should be
understood by coworkers that there will be times when business needs make it necessary to
change scheduled hours on short notice. Supervisors may require coworkers to begin their
scheduled shift earlier or later or may require them to leave early or stay late from scheduled
hours.
Supervisors may schedule coworkers for overtime when they determine it is necessary, and
certain job positions may require overtime as a condition of the job. Coworkers are not
permitted to work overtime without the prior approval of their supervisor, unless the overtime
hours are part of the job description. Overtime pay is based on a workweek. Therefore,
overtime pay will be paid if a non-exempt coworker works more than forty (40) hours in a
workweek. Coworkers must record all of the time they spend working.
If any coworker is asked by anyone to work any hours and sign or initial a time record,
which fails to record such hours, the coworker should notify the Human Resource
Department immediately at 1-800-530-1107, as this will not be tolerated.
Time worked must be recorded by each coworker in the computer timekeeping records each
day. Coworkers are responsible for verifying that all of their time records are complete,
accurate, and account for all hours worked, including overtime, and that the Coworker has
signed off on all time records. All coworkers must electronically sign their time card report on
a weekly basis.
Employee Handbook.
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Job Descriptions
Store Manager
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Assistant Manager (Sales)
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Assistant Manager (Credit)
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Sales Representative
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Metro Pay Scale
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Rural Pay Scale
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Group Health Insurance Overview
The following outlines the different group insurance plan benefits that the Company currently
offers its Full-Time coworkers. These summaries are not intended, however, to address all of
the details involved with the plans. For further information, please refer to the Master
Plan Document, which is maintained in the Human Resources Department. Coworkers
with any questions regarding their benefits should direct them to the Human Resource
Department at 1-800-530-1107.
The Core Plan is a PPO network (PHCS PPO Network) plan with a $35.00 network physician
office visit co-pay with calendar year plan limits set on medical care expenses, hospital
benefits and Rx limits. Deductibles per calendar year are $50.00 per individual and $150.00
per family maximum. Following 365 days under the Core Plan, eligible employee will be
eligible to participate in the Blue plan option provided the required contributions are made.
Employee only premium: $27.00 per month $12.46 per pay period
Employee & family premium:
# of years employed - 3 mos – 1 yr $294.00 per month $135.69 per pay period
1 - 2 years $261.00 per month $120.46 per pay period
2 - 5 years $195.00 per month $90.00 per pay period
5 years + $152.00 per month $70.15 per pay period
Blue Plan Overview:
Eligibility: Store Managers, District Managers and Corporate Employees – the first of the
month following 90 days of continuous full-time employment.
The Blue Plan is a PPO Network (PHCS PPO Network) with a deductible driven plan where
medical costs are allocated to you in more relation to the actual medical usage. Maximum
benefit while covered is $1.0M; annual deductible (Network and Non-Network) is $1,500
single; and $3,000 family. A Personal Care Account (PCA) is available to assist you in
managing the payment of covered expenses applied to the deductible. If a balance remains
in the account at the end of a calendar year and certain requirements are met, the unused
PCA balance will be refunded to you in the 1st quarter of the next calendar year.
Employee only premium: $43.00 per month $19.85 per pay period
Employee & family premium:
# of years employed - 3 mos - 1 yr $509.00 per month $234.92 per pay period
1- 2 years $451.00 per month $208.15 per pay period
2 – 5 years $352.00 per month $162.46 per pay period
5 yrs + $256.00 per month $118.15 per pay period
Dental and a prescription drug card are available with both plans.
Vision coverage is available with both plans the first month following completion of twelve
continuous months of coverage under either plan.
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THIS IS ONLY A SUMMARY OF BENEFITS. ACTUAL BENEFITS ARE OUTLINED AND
PAID BASED UPON THE MASTER PLAN DOCUMENT.
401(k) Plan
The Company provides a retirement plan for all coworkers who have completed one year of
employment. Enrollment periods are the first of February and August of each calendar year.
Coworkers may elect a percentage of their pay to be allocated among several different funds.
The Company’s matching contribution equals one hundred percent (100%) of the first three
percent (3%) of coworker salary reduction contributions and fifty percent (50%) of the next
two percent (2%) of coworker salary reduction contributions.
Coworkers are always 100% vested in their salary reduction contributions and the
Company’s matching contributions.
Coworkers are provided an introductory package once they become eligible to participate in
the 401(k) Plan.
Computer
Computer Failure
It is a fact of life that computer failures can occur at any time. Each store must be
equipped with a “system recovery kit” readily available at the front counter area. This kit
provides us with the proper tools to ensure we can get our system back to normal
operations as soon as possible.
It is imperative that we be prepared to continue serving our Customers should we
experience a system failure. To do this:
Ensure that all payment receipts are retained on file throughout the day. These
can be discarded the following morning once the Manager has verified the
previous day’s reports.(Receipt Audit Trail, Transaction Audit Trail & Daily
Report)
Always utilize the organizational systems (Binders, Wall Bins, Filing Cabinets,
Manager’s “In Box,” etc.) to properly process all paperwork “as you go.” We will likely
need these documents to “rebuild” the system from the previous day’s backup; and
this will ensure we know just where to find them.
To properly plan for potential problems, ensure that blank rental agreements,
delivery checklists, and club forms are printed from the system and stored in the
Manager’s desk drawer. (the Computer Operations section outlines how) We will
need about 20 copies of each so that we can continue to process agreements in
the event that the system is down.
Ensure a reserve of two new hand receipt books is always available. (one for store;
one for route)
Remember:
Should you experience a problem with your system, immediately call the Home Office for
further instructions; do not call High Touch without authorization.
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High Touch
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Do not discard product packaging for units identified as damaged. Many vendors require
that damaged products be returned in the original packaging.
Refer to the Vendor Service Information Binder for information on how to contact all
product vendors to resolve discrepancies, including how to properly obtain authorization
to return defective merchandise. (RA’s)
Discuss all overages, shortages, and damaged inventory with the Purchasing
Department immediately to ensure the appropriate assistance and follow-up to resolve
Bank Deposit – Does the validated Fees – Did we collect all due? If not, why?
deposit slip from the bank and the Hand Receipts – Do field payments
deposit slip completed @ closing include IHC fees? Does the report
match the totals on the report? match the receipts for all inventory
Petty Cash Expenditures – Are the movement? Were all receipts posted?
expenses reasonable? Does the list of outstanding hand
Are they properly documented receipts match “new” receipts on
with the required purchase hand?
receipts? Do the total receipts Free Time – Do these appear reasonable?
match the report? Are these transactions documented with a
Over/Short – Investigate copy of the free time receipt; signed by the
immediately. Discuss all Customer?
overages/shortages in excess of Extensions – Were these approved by
$50 with the District the Manager? Are these transactions
Manager. documented with a copy of the
Customer Payments / “Next Due” extension receipt; signed by the
Dates Did we take a proper Customer?
payment? If not, why? Were past Match all credit cards sales drafts to
due payments properly “crossed off” the detail report and to the
in the Credit Binder? corresponding payment on the receipt
Negative Receipts – Do these audit trail. Investigate any unresolved
appear reasonable? Does the store issues; then discuss those that remain
copy contain the required unresolved with your District Manager
signature? immediately.
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A copy of each of the following receipts must be attached to the last page of Receipt Audit Trail
report.
Cash Drawer Audit / Store Deposit Slip - Credit Card Batch Settlement – A copy
The Cash Drawer audit must be signed by of the final batch settle for the credit
the Coworker completing the audit. One card machine for that day.
copy of each must also be included in the Credit Card Sales Drafts – Store copies
appropriate envelope for the monthly of all sales drafts for debit and credit
packet. cards.
Validated Bank Deposit Receipt - Date and Negative Receipts – The store copy of any
time stamped from the bank to verify the receipt that results in a negative total.
deposit made to the store’s account. Refunds must be signed by the
Petty Cash Receipts – The store copy of Customer. Negative receipts posted to
the computer receipt attached to a copy of correct an error must be attached to the
receipt that was posted in error.
the purchase receipt for each expenditure.
Hand Receipts – The store copy of all
Free Time Receipts – The store copy of
hand receipts used that day.
all receipts that reflect any free time
posted to an account. These must also
be signed by the Customer.
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Transaction Audit Trail
This report records all transactions that were posted during each business day;
providing you with the information to identify any errors associated with inventory.
(receivers, deliveries, returns, switch-outs, transfers, etc.)
The following outlines the key areas for review. Follow-up on any discrepancies immediately.
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Daily Report
This report records the store’s performance, providing you with the information to
measure specific areas by category.
The following outlines the key areas for review. Follow-up on any discrepancies immediately.
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Inventory Status Report – Idle Inventory
This report is auto-generated by the store system at the end of each day and is available for
printing each morning. This report includes “accumulated rent” information.
This report provides a list of all inventory available for rental today, as well as the rental rates
and terms, the rent “paid in” for each unit, and its remaining value. Keep this valuable tool near
the front counter area so that all Coworkers have ready access to this information.
To assist us in expediting our exit strategy for older inventory units, these must be identified on
the report as follows:
Units idle for 60-89 days must be highlighted in YELLOW.
Units idle for 90 days + must be highlighted in PINK.
Refer to the Gain section of this manual for additional information concerning the usage of
this report.
PUT IN BINDER, we retain the previous idle reports for _______ _____days
This report is also required for the weekly manual inventory audit to be completed by the
Store Manager (See the information from Best Foot Forward beginning on Page 105.)
All verified idle inventory reports (manual and scanned) must be retained on file in the
VERIFIED IDLE binder for the current week and three weeks previous.
Payment Histories
These identify agreements that were paid out, charged off, or returned
Verify that the correct unit or account was processed. Correct any errors immediately.
Contact your District Manager for assistance.
Once reviewed, file in the appropriate Customer file ATTACHED TO CORRECT ACCOUNT
RENTAL AGREEMENT. (active or inactive)
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Completed binders for the following three reports must be retained on file in the store
for the current calendar year and the previous calendar year; then processed for
shredding to properly destroy.
For additional information, including how to interpret these reports, refer to the store’s High Touch
System Manual.
Payout Letters
These are generated at the time of payout and should be printed and mailed each day. It is very
important that we get these letters to our Customers to provide them with documentation that they
now own the merchandise they have been renting. Letters are provided for all units that were part
of a package.
Add these Customers to your Sales contacts for today. Call each Customer to
congratulate them, and ask for their continued business; informing them of current
specials and asking the appropriate questions to identify current or future needs.
Ensure these letters are mailed to the Customer home along with all letters for the
Customer in a single envelope.
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Delivery Recap
Generated automatically at the end of each week, this report provides a complete listing all
of agreements posted the previous week; providing information to assist you during rental
agreement review.
Store Managers should also compare zip codes of Customers with new deliveries, to the
zip codes from their direct mail, to gauge advertising effectiveness.
Once a new report is received, the old report can be destroyed.
Review the following areas of the report each week. Note the report with your findings
using a red pen.
Agreement # - If you see the letters RO Days Free – ALWAYS question free time.
beside the RA #, this indicates that the Delivery Receipt Amount –Carefully
same unit(s) was processed as a review each of these to ensure we
delivery and a return within the same are collecting as much as possible
week. While this might indicate that a every time a new agreement is
Customer chose to “add on” to an opened. Remember, your goal is to
agreement, it could also indicate a average $45 COD per delivery.
processing error. Investigate each of RA Turns– Does this information match
these carefully. the perceived value for the units rented?
Address – Do we have a valid address Review each entry for any unusual
for each Customer? transactions, and then look at the bottom
Phone Number – Do we have a of the report; our goal is to average 4.5 to
contact number for the 5 turns.
Customer? Club Member - Review each entry, and
Redelivery – For the same reasons then look at the bottom of the report. Our
we check the agreement numbers, goal is 90% saturation. Are we properly
carefully investigate all indicated YES. explaining the program to all new and
Rental Rates– An asterisk next to any existing Customers?
Total Deliveries (bottom of report)
rate or term indicates an override.
the standard is 30. How will you
Carefully investigate these to ensure increase it this week? Get the team
we are making good decisions. together and get a plan in place.
Remember, the average must be at
least $25.99 weekly to achieve the
monthly standard of $110.
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Units Being Serviced
This report identifies all active service inventory and provides detailed information for each unit in
service, including the unit’s prior service history. It is auto generated at the end of each week.
Refer to the Quality Customer Care section of this manual for additional information concerning the
usage and filing of this report
Use this report to complete the inventory verification required on Monday.
Follow-up as often as necessary to ensure units do not remain in service beyond 30 days.
“Turn up the intensity” once the unit has been in service for a couple of weeks to ensure you
meet this goal. Call the Purchasing Department or your Product Vendor Representative for
assistance.
o Place this report in the appropriate section of the Product Service & Loaner Binder.
o Replace with new verified reports as they are completed.
o Retain on file for the current week and the previous three weeks.
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Petty Cash Audit Trail
Generated at the end of each week and also at the end of each month; this report identifies all petty
cash transactions. Although you will verify proper documentation of these receipts during your daily
review of the Receipt Audit Trail, you must also complete the following:
Use this report to monitor expenses to ensure you remain within budget in each of the
categories. Circle the totals for each category to document your review.
Review each of the expenses to ensure they were justified.
Investigate any entries you are not familiar with.
Look for repeating patterns. (same vendor, same amount, etc.)
Ensure we are using only “approved vendors.”
Look for ways to save money; do not buy at an area convenience store, buy from a large
retailer like Wal-Mart.
Properly manage your time and budget by planning ahead so that shopping is done only once
a month.
Once reviewed, file the weekly report with the corresponding day’s Receipt Audit Trail.
Use the end of the month report to complete the petty cash audit required for the Monthly
Packet.
Customer Info – Do they have an unusual Next Due Date – Are payments due within
a reasonable time? Check those “ahead”
number of BOR or units on rent? (4+) Money
by more than 2 months.
in suspense? (Past due? Pending P O?)
Number Of Times Past Due – Are we
Agreement Dates – Have multiple accounts
solving problems? Have we opened new
been opened in the last 90 days?
agreements recently despite poor payment
Rate Codes – Check Rate Overrides. Does
history?
this happen often? Are some Customers
Waiver / BestCare Participation – If 2 or
getting “deals” every time? Ensure proper
more accounts, why not club? If club, are
packaging. Do they have multiple BOR with
other agreements covered by waiver?
same type item?
Club Awards – If more than amount of
Free Time Days – How much? How often?
regular payment available why not used?
Check all 14 days or more (depending on
Can we resolve past due or avoid return by
length of time as customer) for abuse.
posting?
Deferred Fees – Question anything over $10. To Date Rent Differential - Compare rent
collected vs. free time dollars awarded. Does
this appear reasonable?
File the most recent verified report in the Active Customer Listing Binder. Destroy old
reports as new ones are verified.
Weekly Reports
Rank MTD
o A ranking report showing the stores performance as compared to others
Weekly Fallout
o Produced on Saturday giving next week’s fallout by day
Weekly Delivery
o A recap of the previous weeks deliveries by day
13 Week Trend
o A recap of the past 13 weeks activity by store
Free Time
o A recap of the previous weeks free time
Assistant Manager Bonus
o A report showing the potential bonus available for the month. The weekly
version is a preliminary one while the month end is the final
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13weekBORreview
o A recap of the past 13 weeks BOR gain less a percentage on nonpaying
accounts
Telemarketing Reports;
Single BOR list
o A list of customers that only have one agreement on rent
Return List Monday
o A list of returned from 1 & 5 weeks back
Return List Thursday
o A list of returned from 8 & 11 weeks back
Referral List
o A list of potential customer entered in by the stores as references
Projected Payout
o A list of customers that are projected to pay out in the coming weeks
Payout List Tuesday
o A list of customers that paid out 1 & 5 weeks back
Payout List Friday
o A list of customers that paid out 8 weeks back
Monthly Reports
13 Month Trend
o A recap of the past 13 months activity by store
Rental Agreement Review
o A report of customers with 6 or more free weeks or ones that have paid less
than 80% of the time they have had the agreement
Rank Service
o A report ranking a stores service expense
Rank MTD
o A ranking report showing the stores performance as compared to others at
month end
Month End Ranking
o A stores ranking of APC, Potential Gain MTD & YTD and BOR gain YTD
Lost Fee Analysis
o A report showing a stores fee performance as well as the Assistant Managers
IHPU bonus for that month
Income Perf_EOM
o A report showing a stores income performance over the last 3 months
Deprev_EOM
o A report showing the stores depreciation percentage over the last 6 months
Club Levels
o A report showing the store level of Club
Assistant Manager Bonus
o A final report showing what the Asst. Manager bonus is for the month
The Bestway Intranet
The Bestway Intranet is a private internal website that provides access to documents, reports,
and links to authorized websites.
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Whenever the manager logs on to the internet, they get a series of tabs on the browser. One
tab leads to Ceridian Timekeeping, one leads to the Bestway Intranet site and the third connects
them to the Bestway Intranet.
Authorized Websites
We operate a closed system where all websites must be approved before stores can access
them. Here you will find links to those websites.
Documents
Here we provide document storage for many of the documents we use in the stores. Again, the
documents are stored in subsections to help make them easier to find.
Using your mouse, you hover over the section and to the right a subsection may appear if that
area has additional areas. For example, here we are looking for employment documents and
they are in Documents/Human Resources/Employment & Pre- Employment
Clicking on the Employment & Pre- Employment link will bring you to a page of more links,
which can then be clicked on to download a printable document to the store
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Marketing
This area contains photographs of new stores, remodels as well as in store displays to help you
on how to best present the merchandise
Reports
Contains links to the stores weekly and monthly reports that are produced in the Dallas
corporate office. Each area is secured to each store and once you have connected to Dallas,
you can download and print any of the reports in your folder
Vendor Directory
Contains contact information for many of our vendors.
Weekly Inspections
Weekly inspections are completed every Monday Morning using the Weekly Inspection form.
After completion of the inspection the form is placed in the vehicle binder, each inspection sheet
is set up to be used for a single month.
Each Fuel card has the Vehicle ID number as well as a small description of the truck.
Fuel cards are assigned to a particular vehicle not to the operator of that vehicle and will need to
be returned to the store after each fueling and kept in a secure location.
Each person is held responsible for the fuel transactions associated with the pin they were
assigned
If you need to write this number down, do not write the number on the card.
Never store your Driver ID Number and the Fuel Card in the same place.
Do not swap cards between trucks –If the card should become lost or stolen, immediately
contact the Home Office at 1-800-530-1107 Ext. 6659
To recover a forgotten pin contact the GE Customer Support Center at 800-469-0440 and
identify yourself as the store manager. The Store Manager can also delete a pin by calling the
same number.
Pins must be deleted whenever there is a staffing change. Do not give the old pin out but
instead delete the old pin and request a new one.
To ensure the security of the fuel card, as well as other property that may be in a Bestway
vehicle, (tools, merchandise on way to Customer or store, etc.) Coworkers must ensure that
vehicle doors are locked EVERY TIME they leave the vehicle.
Fuel may be purchased Monday thru Saturday after 8 am & before 10PM. No fueling on
Sundays.
At The Pump:
Use regular unleaded. No mid-grade or premium fuel.
Swipe the card; then key in the odometer reading and your Driver ID Number. You
must key in this information to begin fueling.
If you have any problems during a transaction, call 1-800-469-0440 for assistance.
Obtain a receipt (NO Pre-Paid receipts) for the transaction and turn it in to the store
manager.
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Documentation & Filing:
The Store Manager will use the fuel receipt to complete the daily Expense Log to
track the monthly budget in this category.
Original fuel receipts must be included in the Monthly Packet.
Copies of all fuel receipts is then filed in the monthly P&L Review File for future
reference, along with the receipts for all other direct-billed expenses.
Management Review
A report is sent from the Home Office biweekly to detail specifics concerning recent fuel
purchases. It is the responsibility of the Store Manager to review this report to audit fuel
consumption, and make any necessary adjustments to better control this expense.
(better delivery routing, ensuring credit runs are scheduled around deliveries and service
calls, etc.) The following areas must be included in this review.
Match fuel receipts at the store to purchases listed on the report.
Ensure the right card was used for the right vehicle.
Check MPG.
Ensure purchase of proper fuel grade (regular unleaded only)
It is the responsibility of the Store Manager to resolve discrepancies immediately;
contacting the District Manager or the Home Office for assistance as necessary.
Keep reports for the most recent 90 days on file in the vehicle binder.
Each week (usually on Mondays), you will receive an e-mail that will contain a link to the GE
Capital Fleet Services website (www.gefleet.com). You can also hold down your Ctrl key and
click on the link to the left to go there now.
Type your User ID (your main one) and Password (your main one less the last character)
in the fields provided. Click GO link to enter the site.
The my.FleetOffice home page now opens. The blue navigation bar at the top is where to go
to access the Reporting and Dashboard applications.
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Accessing the Fuel Price Locator
To view fuel prices in your area, go to the Tools portlet located in the lower-left corner of the
my.FleetOffice home page and click the US Fuel Locator link. Type the zip code for your store
and click the Submit button. Put in your address for a more localized search
A list of fuel stations will display (lowest fuel price first) for fuel available within five miles of your
store. You can enter your store address, or change the search radius if you would like to fine-
tune your fuel provider search.
Stars on the list indicate the most recent updates to the Wright Express system.
Currently, we are seeing as much as a $.50 spread when viewing the per gallon price. At $.25
that’s over $ 12.00 per fill up.
Remember to check this site every Monday so that you know where to locate the best
fuel prices in your area.
To open the Reporting application, mouse over Reporting on the navigation bar.
The Reporting home page now opens upon clicking the my.Reports link.
The report you will run each month is found under My Saved Reports, in the upper-left corner
of the my.Reports home page. The report name is Consolidated Expenses - By Billing
Period.
This report will provide the monthly expenses for fuel, maintenance, etc.
You have the option to run this report for different months, too. To change the month, highlight
the month in the Month box, and click the black arrow to move it to the My Selection box.
When the report displays, you will see a series of links at the bottom-left. You will want to view
the report called
By Unit - Major Expense Category.
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Reminder: The Billing cutoff usually occurs on the second Friday of any given month, but can
vary during the year.
To open the Dashboard application, mouse over Dashboard on the navigation bar.
The Dashboard home page now opens upon clicking the my.Dashboard link.
The bottom-left section How’s My Fleet Performing contains the month at-a-glance and
gives the store access to all vehicle expenses. The center section Performance
Indicators tracks the fuel and maintenance costs for your store, and can be drilled into
by clicking any link to view specific vehicle information. The upper-right What Needs My
Attention contains exceptions that are in need of your attention.
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▪ Average Maintenance cost going over $150 on
▪ Purchasing fuel above the market average by $.10
or more Cubes and and $500 on DOT
▪ Overdue Maintenance
▪ Premium Fuel Purchases
▪ Spending more than $120.00 at a time or $240
▪ Purchases between 10:00 PM and 7:00 AM in a day
Fuel PIN numbers are assigned to individuals authorized to purchase fuel for their GE vehicle.
For a driver assigned to a vehicle, you can view their PIN number by searching by name, and
clicking the
PIN Maintenance tab to view the PIN status (active or cancelled). If no PIN number exists,
follow the instructions below in Scenario 2.
1. Store Managers are the only individuals who can request PIN maintenance for drivers.
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2. To request a PIN number for a driver, you should call or e-mail the GE Customer Support
Center:
3. When contacting the GE Customer Support Center you should provide the following
information:
GE Fuel Card
Maintenance/Driver’s Guides (What to look for)
Fuel PIN numbers are assigned to individuals authorized to purchase fuel for their GE vehicle.
1. Store Managers are the only individuals who can request PIN maintenance for drivers.
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2. To request or verify a PIN number for a driver, you should call or e-mail the GE
Customer Support Center:
3. When contacting the GE Customer Support Center you should provide the following
information:
If e-mailing the following e-mail can be copied and pasted, with the necessary information
changed:
ROUTINE MAINTENANCE:
SE RV ICE IN T E RV AL
Ensuring that your vehicle is serviced regularly will help to avoid breakdowns and
accidents caused by vehicle issues. Maintaining your company vehicle can be simple if
you follow these tips:
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Fuel
Keep fuel level high so you have enough for traffic delays, especially in winter conditions. If
traveling to or around a remote area, remember that gas stations may be few and far between
so play it safe and stay filled up.
Lights
Start your vehicle and walk all around the truck, remember to check headlights, turn signals,
and brake lights. Check brake lights against a garage door or wall or get a coworker to help you
out.
Oil
With the Vehicle standing on level ground, engine cold, remove the dipstick in addition, check
that the oil level is between the two marks. Over-filling or under-filling the oil risks engine
damage. New vehicles need frequent careful monitoring until you are sure of what is normal.
Tires
Check your manual or doorjamb for the correct tire pressure for your vehicle. Check monthly at
a minimum and make adjustments when necessary. Check your tire tread depth across the tire
width to make sure it is not too worn out. Tire tread should not be less than 2/32” of an inch.
GE who provides our vehicle maintenance has oil change parameters set at 7,000 miles
overdue and/or 120 days. They will automatically perform lift gate maintenance at these
intervals. At each interval, they will have the local vendor check the operation of the lift gate,
lube the lift gate, tighten any loose bolt, check any associated batteries and cables and
replace if necessary.
Our responsibility as shown on the vehicle checklist is to check the operation of the lift gate and
seeing if there are any loose bolts or chains that need to be adjusted. Should you spot any
issues in between the GE maintenance intervals above, bring those issues to the attention of
the Store Manager immediately so that lift gate maintenance can be arranged.
Vehicle Accident
All vehicle accidents, no matter how minor, must be reported immediately to the Store
Manager, District Manager, and the Home Office. While Bestway understands that
accidents will happen; failure to stop, report, and act as a good citizen concerning any
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accident will not be tolerated. Failure to act appropriately can result in disciplinary action
up to and including termination.
An accident reporting form must be available in each vehicle at all times; this must be
completed for every accident, no matter how small; at the accident scene whenever
possible.
The following outlines the proper procedure for responding to vehicle accidents.
Provide prompt attention to any injured persons. Call 911 if injuries appear serious, or if
asked by an injured person. Avoid moving an injured person.
Call the police to report the accident. All vehicles should remain at the scene until police
arrives.
When asked to provide proof of insurance, present the card provided in your vehicle.
Explain that all questions should be directed to HO at 1-800-530-1107 Ext 6659; not the
insurance carrier.
This will ensure their questions are answered with the most recent information
available.
o Limit your response to the accident to include only the factual information
necessary to exchange insurance information and respond to police questions.
Do not admit fault, assign blame, or otherwise discuss the cause of the accident
with others at the scene. Do not speculate as to what the Company will do in
response to the accident, financial or otherwise.
The Coworker at the scene must also:
Obtain necessary information and complete the Accident Reporting Form.
Use the camera from the store vehicle to take pictures from several angles.
Obtain a written statement of how the accident occurred from all parties involved.
(drivers and passengers – all vehicles involved) The statement must include their
name address and phone #.
o The Bestway vehicle driver, as well as any passenger, must also provide a
written statement to detail the specifics of the accident.
o Obtain Name and Phone Number of all Witnesses and their Written Statement(s)
if possible.
If single vehicle accident involving only the Company vehicle and property damage,
obtain the Name, Address, and Phone Number of the property Owner, as well as the
name of their Insurance Company, the insurance Policy Number and the Phone Number
of their Insurance Agent.
Once provided with the specifics of the accident, the Store Manager must immediately:
Notify the appropriate person at the Corporate Office, and the respective District
Manager to report the accident. (DM will notify respective V.P.)
Fax the Vehicle Accident Report and all written statements to the appropriate person at
the Corporate Office immediately upon completion. Ensure each written statement
includes:
o Year, Make and Model of Vehicle(s)
o Statement of how the accident occurred.
o Name, Address, Phone Number, and Driver’s License Number of the Vehicle(s)
Owner
o Owner’s Vehicle Insurance Company Name, Policy Number, and the Phone
Number of their Insurance Agent(s)
Obtain the Police Report and fax to the appropriate person at the Home Office upon
receipt.
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Obtain three estimates from local repair centers ASAP, and then fax the
estimates to the appropriate person at the Home Office, immediately upon
receipt.
Retain all original documentation, (Estimates, Accident Report Form, all Written
Statements, and the Police Report) in the appropriate section of the store’s Vehicle
Binder.
Await further instructions before proceeding with any repair. Inquiries from persons
involved in the accident regarding any pending information, (compensation for repairs,
expenses, etc.) must be directed to the appropriate person at the Home Office.
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Cash Controls
The “Easy Pay” Program
This can be a very effective tool for managing Credit. Ideally, we will never have to
contact Customers enrolled in this program for payment because it is processed
“automatically” every time it is due!
As we maintain communications and continue to build relationships with our Customers, it is
important to encourage this convenient, time saving option to our Customers. This is
especially important at the time a new agreement is opened, or if a Customer has
demonstrated difficulties in making on time, payments to their existing account(s).
All Customers using a credit card, or a debit/check card with a “visa” logo, are eligible for
this program. There is no charge to the Customer for this service. To participate in this
program, Customers must complete and sign a Credit Card Authorization form and present
a government issued picture ID. To eliminate potential problems, we do not accept
“phone in payments.” Any Customer not present for a credit/debit transaction involving
their card must have a signed Authorization Form on file. This form is our signed
documentation that the Customer authorized the payment to be posted to the card, and it is
critical that we have this documentation on file.
In order to process these payments efficiently and properly protect Customer information,
completed forms must be organized in an accordion file by Customer last name and/or
payment date, and secured by lock and key, in an area accessible only to Management.
The following outlines additional criteria for the successful execution of this program.
This program is for Customers who choose to authorize us to make all scheduled
payments on the day or date indicated, for the full amount specified (including tax).
Participation in this program requires that we post payments “automatically” as
specified on the form. Should a Customer ask to be notified before scheduled
payments are posted, explain that their request makes them ineligible to participate in
this program, and recommend they make payment at the store.
Customers can cancel the program at any time by signing the form in the appropriate
area at the bottom of the page. Because we will only post these payments as the
Customer has specified, we are not responsible for overdrafts to the Customer’s
account.
New authorization forms must be completed (do not “write in” updates) for Customers
with changes in personal or payment information. (new credit or debit card/
expiration date, increase or decrease in payment amount, switching to monthly
instead of weekly payments, etc.) Old forms must be cancelled (by Customer
signature) then stapled behind the new form.
Use “Line 8” to identify Customers that participate in this program. However, do not
identify the card number here. We must ensure this information is available only
from the secured authorization form.
Review the past due cards report daily to identify this information; asking the
Manager to pull the form and process these payments at the beginning of each day.
Ensure that we do not contact “easy pay” Customers for payment unless their card is
declined.
In the Customer signature line for these receipts, the Manager will indicate that
we have a signed authorization on file and initial the receipt; (For example: SOF /
JS.) then ensure these receipts are attached to the receipt audit trail for the date
of the transaction.
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Remember:
Get approval from the credit card company for every transaction posted. This 6-digit
code is identified on the credit card machine or obtained from a customer service rep
you have contacted for assistance.
If a card is declined when you attempt to process the transaction, DO NOT run the
card again. Contact the Customer and ask for another form of payment. To comply with
guidelines from companies that approve or decline Bestway credit/debit transactions, our
policy is to “run” a card only once.
All “Easy Pay” transactions are posted as “credit card” payments; therefore, PIN codes
are not required. However, all Debit Card payments made in person at the store
must be posted as “Debit” and the Customer must input their PIN code at that
time. This will save money as credit cards are more expensive for us to process than
debit cards.
Authorization Agreement
Store__________________
Name
Address
City St Zip
1. This authorization will continue until Bestway receives a request in writing to cease future
billings or I sign the request to cancel billing on the original document at the store.
2. The authorization automatically terminates upon the return of all active rental agreements and
the payment of all rental charge due thru the date of return.
Signature Dated
Signature Dated
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The Expense Approval Process
Because it is their responsibility to properly manage operating costs to maintain the store
budget, the Store Manager must approve all store expenses. Expenses are generally
classified into two categories; Fixed Expenses (those you cannot control) and Controllable
Expenses (those you can).
Fixed Expenses
This category includes the expenses that come from accounts that are setup by the
Home Office for each Bestway store. These are posted to the store’s P&L each month
based upon the bills or invoices that are received at the Home Office.
The following provides some examples:
Store Alarm/Security
Advertising (monthly promos, materials)
Utilities (gas, electric, water, sewer, trash)
Pest Control Services
Phone Bills
Occupancy Costs - (rent, taxes, etc.)
Vehicle Leases and Insurance
Although bills or invoices for these services will not be received at the store, it is the
responsibility of the Store Manager to approve charges posted on the P&L and investigate any
that are questionable.
Controllable Expenses
This category includes both petty cash and direct-billed expenses; which are outlined below.
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Direct Billed Expenses
To save time and properly manage our cash controls, this category should include as many of
your expenses as possible. The following list provides some examples of these expenses:
Vehicle Repairs
Product Service
Product Cleaning
Building Repairs
Fuel Expenses*
*Detailed billing for fuel purchases in each store is submitted directly to the Home Office for
payment. Store Managers may login to GE Fleet Management at any time to review their fuel
purchases.
a. Once a store has received a service they must ensure that an invoice is either left at
the store or that an invoice for the service is to be mailed to the corporate office at
the following address: 12400 Coit Road, Suite 950
Dallas, TX 75251
b. All invoices must have the following information: Name of Vendor, Date, Amount
Due, and Description of Product or Services provided.
c. Upon receiving an invoice the store manager must stamp the invoice with their
General Ledger stamp, sign and date.
Special Note: If a store does not have a General Ledge stamp they may be
obtained by contacting the Accounts Payable department at 972-387-7242.
d. The approved invoice must be submitted to the Accounts Payable Department within
24 hours of receiving the invoice. It should be submitted by faxing it to 972-387-7262.
It may also be submitted by scanning and emailing it to sballard@bestwayrto.com.
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Using Debit / Credit Machines
FUNCTION PROMPT BUTTON / ACTION
SALE Press Sale Button F2
(Card Swipe) Swipe or Enter Acct. ENTER
Choose Card Type F1: Credit
BUTTON RECAP Credit, Debit, EFT* F2: Debit
Red: Cancels F3: EBT
Yellow: Backs out a number Choose Language F1: English
Green: Enter or Completes F2: Spanish
If Prompted Enter
EBT Processes just like a debit Exp. Date of Last 4 ENTER
Card. Requires BOTH a PIN# Enter Amount
and a signature. Full amount 50.00 not 50 ENTER
Cash Back $ ENTER
If Debit or EBT Enter Pin Number
Print Customer Copy Yes or No
FUNCTION PROMPT BUTTON / ACTION
SALE Press Sale Button F2
(Manual Entry) Phone/Fax F3
Enter Account Number <<<
MUST SEE DRIVER’S LICENSE Enter Expiration Date <<<
OR HAVE CREDIT CARD Is Card Present? Yes = F1 – No = F2
Enter Amount
Button Recap: Full amount 50.00 not 50 <<<
Red: Cancels CVV2 or V-Code Press ENTER to bypass
Yellow: Backs out a number Code Present F1
Green Enter or Completes Enter Address Numbers Only
of Customer’s Account
EBT Processes just like a debit Enter Zip Code Numbers Only
Card. Requires BOTH a PIN# of Customer’s Account
and a signature. Enter Invoice # Press ENTER to bypass
Approval Code Wait for approval
FUNCTION PROMPT BUTTON / ACTION
Change Menu Press: More
VOID Press Void: F1
Voiding of transactions within Choose Yes or No
the same days business. Retrieve by Inv #
or Account #
Invoice # or Last 4 Based on previous
A transaction may be “VOIDED” Enter to Finish Press Green Button
the same day it occurs. This is Options
NOT considered a refund, this Yes to Complete F1
will clear the transaction as if it No to Escape F2
never happened. Next to add another F3
Print Customer Copy
FUNCTION PROMPT BUTTON / ACTION
Refund Press Refund
Credit/Debit Password (998877) Enter
Swipe Card/Enter Acct # Enter
If charge was done the same day Choose card type
use the void option. (credit or debit) Card Type
Exp. Date (MMYY) Enter
Cards must be present to issue Enter Clerk ID Enter
the refund. Enter Amount Enter
Print Cust Copy? Yes or No
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Customer Refund Receipts
All Customer refunds should be processed by posting a negative rental payment
receipt; “reversing” the rental payment exactly as it was posted.
If you cannot refund to the Customer using this method, contact your District Manager.
ANY refund posted as a petty cash expenditure MUST be pre-approved by the DM.
All Customer refunds must be signed by the Customer and must include the
date and a phone number where they can be reached.
The following illustrates the procedures for processing these receipts.
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2) Press (F) to get a breakdown of the fees; and either hit F2 to print that screen, or just write
in down on the previous printout.
In this example, we
see that they paid $2
for waiver, and $5 for
processing.
3) Select (RETURN) to go back to the main screen. Select (C) to change back to
receipt mode.
1) To reverse the amount paid, press (C) to change. Select Line 1 (Time Purchased) and
enter in the same days, weeks, semi, or months with a minus sign.
To reverse the free time, select Line 2 (Due Date) and enter the same number of days with a
minus sign.
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2) Choose the line number that matches the original fee charged, and enter in the amount with
a minus sign.
3) You now have an entry that provides you with the available cash to refund to the customer.
Post the receipt, but do not yet refund the money.
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2) When you have completed all of the necessary transactions, make a print screen of the
payment history and have the customer sign, date and add a phone number.
3) Refund the Customer’s money. Attach the store copies of all transactions posted, to the
bottom of the documented payment history. This must be attached to the corresponding
day’s receipt audit trail.
During the course of our daily operations, it may be necessary for us to utilize petty cash
from the store to purchase necessary supplies and services.
The Store Manager must pre-approve all petty cash expenditures; ensuring that
expenditures fall within the monthly budget allowance for each category, and that total
petty cash expenditures do not exceed $400 monthly. Any petty cash expenditure in
excess of $100 must be pre-approved by the District Manager.
To increase efficiency and reduce errors, petty cash expenditures must be posted as they
occur. These receipts should not be allowed to “pile up” until the end of the day. To
ensure proper accounting, it is essential that we use the correct “code” when posting these
transactions in the system.
The following outlines the proper processing and documentation of petty cash expenditures.
The Computer Operations section outlines how to post a petty cash receipt in the system.
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destroyed once any money not used is returned to the drawer and the transaction has
been properly processed using the original purchase receipt.
All Purchase receipts must be stamped or printed (not handwritten) with the “sellers”
name address and phone number, and must include an itemized list of the items
purchased. “Generic” receipts cannot be accepted.
Petty cash expenditures without an original purchase receipt or those using a
“handwritten” or “generic” receipt will not be processed; these will be handled as a
cash shortage and reflect a negative effect to the stores P&L.
Note: An exception to this rule could result if a Coworker uses a small amount of money at a
coin-operated facility (washing the store vehicle, appliances, etc.) In this instance, the
expense must be pre-approved by the Store Manager, and the petty cash receipt printed from
the system must include the signature of both the Coworker and the Store Manager.
All purchase receipts must be copied to provide the appropriate documentation. (one
copy to the “monthly packet,” the other to the receipt audit trail for P&L reference, warranty
information, etc.)
o The original purchase receipt must be attached to the top copy of the
computer receipt. These are then placed in the appropriate envelope by
category for the monthly packet.
o The copy of the purchase receipt is then attached to the bottom copy of the
computer receipt. These are then attached to each day’s corresponding Receipt
Audit Trail.
Remember:
All invoices to be paid by the Home Office must first be approved by the District
Manager then faxed directly to (972) 387-7262. These are not to be included with petty cash
receipts in the monthly envelope.
Collection Tools
Fees
Fees may or may not be part of the customer’s regular payment. This is determined by the type
of fee involved.
Some fees are the same in all states while others vary depending on the state statutes
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IN-HOME COLLECTION FEE: Is the charge for making a credit run to the customer’s home.
The fee is only applicable if you are making the visit due to the fact you could not contact them
by phone and you are attempting to contact them to resolve their past due status. The fee is
due regardless of whether a payment is collected at that time or not
REINSTATEMENT FEE: Is the penalty for making a late renewal payment. We price the
merchandise based on on-time payments. A late payment incurs additional cost and those
costs are passed on to those who make late payments.
RETURN CHECK FEE: We no longer take checks except for old established customers. If a
check is returned, our bank charges us a fee, which is then passed on to the writer of the bad
check
PROCESSING FEE: Is the fee charged for the processing of each new rental order.
DAMAGE WAIVER FEE: This fee when collected waives the customer’s responsibility for lost,
stolen, damaged, or destroyed merchandise. This does not provide for the replacement of that
merchandise it just means the customer is no longer responsible for paying for it if account is
current.
CLUB FEE: We have a BestCare Club program that is optional for the customer that provides a
multitude of benefits for the customer.
These benefits include but are not limited to:
MERCHANDISE PROTECTION: Like the waiver, they are not responsible for paying for
the lost product but this program guarantees a replacement of equal value without losing
what they have already paid in.
RENTAL GUARD: Pays the customers rental payment for up to a month if they lose
their job through no fault of their own.
EXTENDED WARRANTY: The customer gets an extended warranty of one year from
their date of payouts $10,000 AD&D coverage
DISCOUNTS ON: Dining, Shopping, Prescription Drug, Groceries
The club program is quite extensive. For more information, refer to the stores BestCare Manual
Reinstatement can be a flat fee so regardless of the number of payments missed only one fee
per agreement is applicable. If it has a per day fee then it is for each day past due up to $10:00
Business calendar means that Sunday does not count when calculating days late before a fee
can occur
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IN NC AR TX SC AL & TN MS & KY
NSF CHECK
FEE $20.00 $25.00 $25.00 $25.00 $25.00 $20.00 $30.00
REINSTATE WK $3.00 $2.00 $2.00 $5.00 $5.40 $2.00 $2.00
TYPE OF FEE FLAT A DAY A DAY FLAT FLAT A DAY A DAY
# OF DAYS PD 3 0 0 4 4 0 0
REINSTATE MO $8.00 $2.00 $2.00 $5.00 $10.00 $2.00 $2.00
TYPE OF FEE FLAT A DAY A DAY FLAT FLAT A DAY A DAY
# OF DAYS PD 5 0 0 8 6 0 0
GRACE BUS BUS BUS CAL BUS BUS BUS
MAX 1 FEE $10.00 $10.00 $5.00 $10.00 $10.00 $10.00
WAIVER 10% 9% 9% 9% 9% 9% 9%
WK MIN **$2.00 $2.00 $2.00 $2.00 $2.00 $2.00 $2.00
MO MIN **$5.00 $8.00 $8.00 $8.00 $8.00 $8.00 $8.00
IHCC $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00
CLUB WK $4.00 $4.00 $4.00 $4.00 $4.00 $4.00 $4.00
CLUB SM $8.00 $8.00 $8.00 $8.00 $8.00 $8.00 $8.00
CLUB MO $16.00 $16.00 $16.00 $16.00 $16.00 $16.00 $16.00
PROCESS FEE $10.00 $10.00 $10.00 $10.00 $10.00 $10.00 $10.00
**In Indiana, the waiver is the lesser of 10% or the applicable fee
This access is restricted to the store manager and all reports are to be kept
secure until they are disposed of in accordance with the document policy
Only use this system when you have to. Each report comes with a charge and will be
billed monthly on a person, per use basis.
While each report comes at a cost I would highly recommend that you periodically run
your previous high dollar charge offs as it takes time for the database to update. You
will find that your hit rate increases as time passes on.
It is well worth the $3.50 for a finders report if it leads to recovery $1,000+ charge off.
DRIVERS LICENSE All DL info including other states numbers including cell #s COST
$.75 EACH
PHONES PLUS All phone numbers including cell #s COST $.50 EACH
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You can also run three types of phone searches and those add .25 cents each to the
cost.
They will also make you change your password about every 60-90 days.
If you do not use the site for 60 days, it will become inactive and you will need to call
me to reactivate it.
Each time you visit the site the verification number will change
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Select the People Search in the People column
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On the next page, choose:
Click to Continue Use in the Normal Course of Business
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Enter whatever information you have. The more information you enter the more
accurate the report will be.
You can also just enter in the address and get a complete listing that way.
This will produce “________ SEARCH” and look this over carefully before proceeding.
The check mark indicates the most likely current information. If you have a new
address or a new phone number store, there and then you are only charged for the one
report.
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Once you pull up the list just click on the name and you will get the following screen
From here, you can choose to do either a PERSON SEARCH, DRIVERS LICENSE OR
PHONES PLUS.
Select Person Search and the system will take you back to the original screen with the
name already entered.
This report gives you a list of possible addresses as well as any other socials with the
same name.
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From here you can go back to the name and choose either the DL report or PHONES
PLUS
Choosing a Driver’s License search will bring up a screen showing other states where
Drivers Licenses were issues and the address on that driver’s license. Be sure to use
additional the information to confirm that you are looking at the right person.
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A phones plus search can be used to trace a cell phone to the address where that cell
phone bill is going
KEEP IN MIND THE MORE YOU ENTER IN TO THE SEARCH WINDOW THE
BETTER YOUR RESULT WILL BE. HERE I ENTERED IN NAME, ADDRESS AND
PHONE NUMBER AND THE RESULTING REPORT HAD EVERY ADDRESS I HAVE
EVER HAD BOTH BUSINESS AND PERSONAL FOR THE PAST TWENTY YEARS
BUT THE SEARCH WAS JUST FOR THE ONE NAME AND NOT CLUTTERED WITH
SIMILAR NAMES OF OTHER PEOPLE
The report with the most information is the “FINDERS REPORT.” It is accessed by
clicking on the icon to the left that looks like a telephone.
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This will produce the following report that can then be downloaded and printed from
your computer.
Call Steve Kruse (972) 387-7238 if you have any questions or problems logging in.
Bankruptcy
Whenever a customer has informed you that they have filed bankruptcy all collection activity
must cease. Now the customer cannot just say they have filed and we leave it at that. They
either have to provide you with a copy of the filing or at the very least provide you with the name
of the attorney so you can validate that they have in fact filed.
As soon as possible, you need to fill out the bankruptcy form being careful to do so completely.
There is section on the form called required documents (failure to include these documents will
result in unnecessary delays and could void the stores credit against the charge off)
The bankruptcy form contains the rules and regulation for bankruptcy submissions and credit.
The deadline each week for submissions is noon on Wednesday for charge off on Thursday of
each week
Memphis Only: Prior to renting to anyone, you must first make sure they are not already in a
bankruptcy. To do this you first print off a copy of the Bankruptcy Inquiry form and call the
number on the form. Fill out the form and place it in the customers file for future reference.
If you find the customer does in fact already have a bankruptcy on file, you must get the
customer to take the Consent order form (as shown after the Bankruptcy Inquiry Form) to their
attorney where they must get written permission from the judge to rent from us.
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FAILURE TO FOLLOW THIS PRE-CONSENT PROCEDURE COULD RESULT IN THE LOSS
OF THE MERCHANDISE AS THE CUSTOMER CAN INCLUDE US IN THE EXISTING
BANKRUPTCY FROM THEIR FIRST DAY OF RENTAL
Legal: While we do not file criminal charges in any market, we will file replevin actions in certain
markets (Currently only Nashville & Memphis Tennessee)
In all cases, the cover sheet is filled out and sent to Steve Kruse along with the required
documents (rental agreement and order form) where it will be reviewed before being sent to the
attorney for processing.
Never take any steps that could result in any form of civil legal action without first
following this process.
Again all forms relating to bankruptcy, legal filings or legal letters can be found on the
intranet under documents/bankruptcy.
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Bankruptcy Coversheet
(to be sent to Steve Kruse)
Customer Information
Name: ________________________________
Last Four of SSN#:______________________
Co- Signers Name: ______________________
Last Four SSN#_________________________
NO CONTACT WITH THE CUSTOMER WITHOUT PRIOR WRITTEN PERMISSION FROM HOME
OFFICE
Rental Agreement Information
st nd
1 Agreement 2 Agreement
Agreement No. ___________________________ ____________________________
Item: (Description) _________________________ ____________________________
How Paid (circle one) W B S M W B S M
(W)eekly, (Bi)weekly, (S)emi-Monthly, (M)onthly
Regular Pay(incl tax) : $_____________________ $______________________
Last Date Paid ______________________ _______________________
Last Due Date ______________________ _______________________
Back Rent (amount) ______________________ _______________________
Back Rent (next due Date) ______________________ _______________________
Late Fee Due ______________________ _______________________
Notes: Calculate the back rent including taxes to their next due and insert the next due date above
Amounts Paid:
PRIOR TO filing date: $_____________________ $______________________
AFTER filing date: $_____________________ $______________________
Rem. Term _____________________ _______________________
Balance as of filing date. $_____________________ $______________________
(Rem rent X term No EPO)
Stock Numbers & Rem Cost ____________ _________ ____________ ___________
____________ __________ ____________ ___________
FAX to Steve Kruse at the Home Office. Home Office will contact our attorney and determine the
appropriate action.
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NO CONTACT WITH THE CUSTOMER WITHOUT PRIOR WRITTEN PERMISSION FROM HOME
OFFICE
GENERAL
The store is responsible for submitting all paperwork timely and correctly.
The required documents are listed on the bankruptcy coversheet. Stores not involved after the
paperwork is submitted to Home Office. Home Office will handle all aspects of the case and
notify the store of any action that is required.
TIMING
Home office does all the charge offs weekly on Thursday.
Bankruptcies not turned in by close of business on Wednesday will not be considered for charge
off until the following week.
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UNITED STATES BANKRUPTCY COURT
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WESTERN DISTRICT OF TENNESSEE
WESTERN DIVISION
THIS CAUSE came on to be heard before the Honorable Bankruptcy Judge for the Western
District of
Tennessee Western Division. Upon statements of the parties from all of which it appears that
the Debtor is
authorized to enter into a rental lease obligation with Bestway Rental for the lease of specified
personal property and that Bestway Rental is granted relief from the automatic stay in the
event the Debtor fails to comply with the lease obligations to recover possession of the property.
As this is a post-petition obligation, any course of action relating thereto shall survive the
discharge, if any, received by the debtor
IT IS ORDERED
APPROVED
/s/ /s/
Debtor Co-Debtor
s/
Attorney for Debtor
/s/
BESTWAY REPRESENTATIVE
Trustee
CERTIFICATE OF SERVICE
I, hereby, certify that a true and correct copy of the foregoing Consent Order has been served
upon the following parties in interest by first class U.S. Mail or electronically on the day of
, 20 .
DEBTOR
DEBTOR’S ATTORNEY
BESTWAY
(Address)
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Loss Prevention
Security & Emergency Procedures
Customer Files
Coworker Files
Ensuring the protection of Coworker information is equally important. To do this we
must:
Ensure active Coworker files are properly secured in an area accessible only to the Store
Manager; under lock and key.
Refer all inquiries regarding previous Coworkers to the Payroll Department.
Ensure files for previous Coworkers are processed for shredding after 90 days.
Refer to the store’s Document Retention Policy for additional information concerning file
destruction and retention.
Threats of Violence
Bestway believes that our Coworkers are our greatest asset. Therefore, Coworker
safety must be top priority in every action we take.
While we must maintain a firm stance when handling our business, we must make every
effort to ensure that no situation escalates to the point of violence.
Should you feel physically threatened when interacting with a Customer or Coworker,
immediately remove yourself from the situation; and then contact your supervisor.
NEVER engage in a physical confrontation.
Remember:
Bestway strictly prohibits any person from carrying a weapon, storing a weapon,
threatening another individual with bodily harm, or assaulting another individual at any
time while on company property or during working hours, or while you are engaged in
Company business regardless of your location. Coworkers violating this policy will be
subject to discipline up to and including termination of employment. Refer to the
information beginning on page 17 of the Employee Handbook for additional
information.
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System Passwords
System passwords allow us to identify the specific Coworker responsible for completing
each transaction in the system. To ensure this vital information remains revised and
secured, we must:
Ensure that all Coworkers understand that system passwords are to be kept
confidential and must never be shared.
Add/Delete system passwords with all changes in personnel.
Alarm Passcodes
Alarm passcodes allow us to identify the specific Coworker entering/exiting our stores
outside of business hours. To properly maintain this critical information we must:
Assign individual passcodes to “key holders” that will open and/or close the store.
Ensure that all key holders understand that passcodes are to be kept confidential and
must never be shared.
If these Coworkers will also be responsible for responding to the security company in
the event of an alarm at the store outside of business hours; the Store Manager must
immediately contact the security company and provide them with the Coworker’s
contact information. The District Manager must also be copied with this information.
Store Managers must also contact the security company immediately upon
changes to these personnel, and copy the District Manager with this information.
Managers must also ensure that passcodes for previous Coworkers are removed from
the store’s alarm system.
To ensure proper operation, always test the system after any changes.
Identify - Store manager identifies repair needs and prints “Facilities Repair Form”
from Bestway intranet.
Bid Process – If bid is $100 or less, proceed with repair and no approval is
needed, process stops here. Bidding of at least two vendors will be done at the
store level. Store manager will use Yellow Pages or internet to get local vendor
contact information. Most of our locations have property managers or landlords that
can provide vendor information as well; this can be found under the Real Estate
Facilities tab on the intranet titled “Facilities Contact”. If manager is unsuccessful in
finding two vendors, contact District Manager. Usually best rates are negotiated at
the store level. Verify there isn’t a trip charge in the bidding process. If they have a
trip charge try and negotiate it out of the bid.
Submit for Approval - The requesting store submits via email a completed
“Facilities Repair Form” to District Manager for approval & to the Real Estate
Department for PO assignment.
Review & Approval - The “Facilities Repair Form” is reviewed by DM & Director of
Real Estate, assigned a PO and returned via email to store (cc DM) to move forward
with work order. Most bids expire within 60 days, schedule work before bids expires.
Emergency - All emergency requests receive high priority and are handled as soon
as possible, DM to approve all emergencies.
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Submitting Invoice for Payment - Vendor should be paid through Home Office,
stamp invoice with store stamp, print name and sign, email or mail invoice and a
copy of the bid form to Home Office accounts payable for payment. If needed,
invoice can be paid directing through petty cash if terms are “Payment Due on
Completion”.
Warranty - Once work is complete, store manager staples all paperwork to the
“Facilities Repair Form” and file in manager’s office so warranty work can be verified.
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Immediately complete all information on the Damage Incident Form to document the
specifics of the incident.
Ensure the incident is reported to the District Manager.
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DAMAGE INCIDENT FORM
Complete this form immediately to document all incidences where damages occur during a
visit to the Customer home. Be specific.
Use the disposable camera from your vehicle to take pictures from several angles to illustrate
the damage.
Fax to the completed form to the Home Office @ 972-387-7265 immediately upon completion.
Refer to Safety & Security Procedures / Best Foot Forward Management for additional
information.
______________________________________________
State the specifics of the incident and the person(s) involved: (what, where, how, who)
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
______________________________________________________________
Obtain 3 repair estimates to be pre-approved by Home Office before repairs are completed; fax
these to the Home Office immediately upon receipt. They will complete the following:
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Store Break-In/ Burglary
The number one “rule” for responding to a call from the security company concerning an
alarm at the store facility is to NEVER enter the building without police presence.
The alarm company will have notified them. If they are not there when you arrive, contact
them again, and wait until they get there.
If the store has been vandalized/burglarized, ensure the Store Manager and the District
Manager are notified first thing in the morning. (assuming this happens late at night) The
DM is responsible for notifying the Home Office.
The Coworker responding at the store must:
Contact the appropriate repair personnel to arrive to ensure the building is secured.
(window or masonry repairs, phone service, etc.)
Immediately perform a complete inventory. (idle, service & loaners)
Fax a copy of the inventory audit to the Home Office immediately upon completion.
Provide a list of anything missing to the police so they may include this information in
their report.
Contact the security company to ensure the building is identified in their system as secured
prior to leaving. Remember to arm the system as you leave.
Obtain a copy of the police report and fax to the Home Office immediately upon receipt.
Create a file and retain a copy of all information for the store’s records. (inventory audit
and police report)
Store Robbery
The following outlines the basic procedures for responding to a store robbery:
Stay calm and do not be a hero. You are the Company’s most valuable asset. They
probably want cash; so give it to them.
If you feel CERTAIN that you will not be detected, trigger the silent alarm; help will arrive
more quickly.
Without jeopardizing your safety, try to focus on remembering the specifics of the
robbery (clothing and physical characteristics of the robber(s), vehicle used to flee the
scene, direction in which they left, etc.) so you can provide a detailed description to
the police.
Immediately once the robber(s) have left the scene, and your safety is no longer in
question, call 911 to report the robbery.
Once the police have been notified, contact your supervisor to report the incident.
The District Manager is responsible for reporting the robbery to the Home Office.
Immediately perform a cash drawer audit.
Report the shortage immediately to your District Manager.
Provide a copy of this information to the police so they may include this information in
their report.
Obtain a copy of the police report and fax to the Home Office immediately upon receipt.
Create a file and retain a copy of this information for the store’s records. (cash drawer
audit and police report)
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Follow-up periodically with the reporting officer and document the file with any
information learned.
Remember:
Statistics show that the less money a robber gets; the less likely they are to return.
Keep the cash drawer balance at a maximum of $200.
A bank deposit is MANDATORY for every $2000 in cash receipts.
Fire
The following outlines the basic procedures for responding to a fire:
All stores must be equipped with fire extinguishers; which must be tested monthly to
ensure proper operation. (Check pressure gauges, recharge/replace as necessary)
If the fire is small, use the extinguisher to try to put out the fire while someone else calls
the fire department if necessary. Ask all other occupants to calmly exit the building.
If possible without jeopardizing your safety, take the most recent system backup from
the store with you if you have to leave.
Notify the District Manager immediately. The DM is responsible for notifying the Home
Office.
After discussion with Management, contact the appropriate repair personnel to arrive
to begin salvage and repair efforts. (building repairs, smoke damage removal, etc.)
Immediately perform a complete inventory. (idle, service & loaners) and identify all
damaged inventory on the report.
Fax a copy of the inventory audit to the Home Office immediately upon completion.
Provide a copy of this information to the police/fire department so they may include this
information in their report.
Obtain a copy of the police/fire department report and fax to the Home Office immediately
upon receipt.
Create a file and retain a copy of all information for the store’s records (inventory
audit, fire report, repair receipts, etc.) You will need this information to ensure
expenses are accurately reported, and to assist in any possible insurance
reimbursement.
Contact the security company to ensure the alarm system is fully operational.
Follow-up periodically with the reporting officer and document the file with any
information learned.
Coworker Injury
All Coworker injuries must be reported by the Coworker on the day the injury occurs by
completing a First Report of Injury form. This form must be faxed to the Human
Resource/Payroll department immediately upon completion. If the Coworker is unable to
complete the report, the supervisor should immediately contact the Human
Resource/Payroll department for instructions.
Should the Coworker require medical treatment, a visit to a primary care physician is
recommended. However, if the injury appears serious; the Coworker should be treated at an
emergency room or urgent care center.
Should the Coworker’s injury require they visit a health care facility, (physician’s office, ER,
clinic/urgent care center, etc.) they must provide copies of all related paperwork to their
supervisor ASAP. (admissions paperwork, discharge orders, prescriptions, receipts,
medical release forms, etc.) Copies must be faxed to the Human Resource/Payroll
department immediately upon receipt.
To report a claim call our toll-free claims reporting line at (877) 234-4420, option 1.
While we appreciate receiving the most complete information possible, do not delay reporting
a claim in order to gather every fact. Promptly give us the information available to you when
you learn of an injury. Additional facts can be gathered as we investigate the claim.
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For any question regarding a workers compensation claim, call Client Services toll-free at
(877) 234-4420. A Client Service Specialist will either provide you with the assistance you
need or direct you to the appropriate person.
Medical Treatment
Injured workers should be directed to a network medical provider for treatment. For help
locating a network medical provider in your area, please contact Client Services.
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Bestway Binders
Bestway uses a binder system in all stores to organize and file various operational reports.
The following reviews those that have been discussed in detail during previous training.
Binder Notes
Contains all materials necessary for mail planning & promotions. Also
Advertising Planner
includes instructions for using Marketing Programs.
Includes information, forms, and instructions for processing BestCare
BestCare Manual
benefits and claims.
Credit Binder Organizes information for execution of Credit Program.
Kept in a locked drawer; accessible only to Management. Contains
Credit Card Authorizations
signed authorizations for all Customers participating in the Easy Pay
(Desk File)
program. Destroy any cancelled authorizations after 90 days.
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The following outlines the set-up and usage of the additional binders used in all Bestway
stores:
The front of the binder should also contain the bi-weekly reports used by the
Manager to audit fuel consumption. (see Page 212)
Within the divider for each vehicle, there are tabs for the following:
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Copy of Current Vehicle Registrations & Insurance Cards
The original vehicle registration and a copy of the insurance card must be in the
vehicle. A copy of each remains in the binder.
Copy of Accident Report Form and Vehicle Accident Procedure
Copies of these must also be in each vehicle.
To properly document accidents, a disposable camera must also be available in
each vehicle.
Vehicle Keys
Attach these to one of the rings of the binder. Remember, these must only be
removed to make copies if necessary and then returned to the binder.
A copy of the form required to document vehicle inspections is provided on the
following page.
Service Binder
Every store is to have a 3-ring binder set up for tracking the movement of all service and
loaners. The contents of the binder are as follows.
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TAB 3 UNITS ON LOAN
This section should contain ALL CURRENT LOANER AGREEMENTS. Once the loaner is
returned from the customer, and we have verified it is the correct unit, return the unit in the
high touch system, remove the loaner agreement and discard it. The information is in the
computer if we need it for anything in the future.
At the front of this section should be the most recent “UNIT ON LOAN” report from the high
touch system. This information must be verified each time an inventory audit is performed
(scanned or manual) Store Managers must complete the verification of this inventory every
Friday as outline in the inventory auditing procedure for discussion with the District
Manager on Monday. Remember, these are store idle items. All units on loan for 14 days or
more should be documented as to the status and expected return. UNITS ON LOAN reports
must be kept on file for current week and the precious three weeks. Previous reports
can be discarded.
TAB 5 FORMS
This section should contain all blank forms used in the service and part order process, a list
of all approved service centers, and any forms used for ordered supplies and accessories
from approved vendors.
Memo Organizer
This binder is used to retain all memos received from the Corporate Office. The binder
provides tabs to ensure that information is organized for easy reference. (People,
Inventory, Sales, Credit & Procedures) Memos should be placed behind the tab for
which the information is most closely related.
All Memos for the current week must be posted on the bulletin board to ensure all
Coworkers are made aware of the information. Keeping them visible will also serve
as a reminder of the information.
Reiterate all information received the previous week during the next Monday Meeting.
All Coworkers must read and sign each memo to confirm their
understanding of the information.
Once all Coworkers have “signed off,” memos are filed in the appropriate
section of this binder.
Financial Organizer
This binder is used to retain the store’s P&L (Profit & Loss) information. Copies of the
following must be kept at the front of the binder:
Model Budget – This provides an example of the controls required to achieve budget
goals.
Blank Monthly Budget Worksheets
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Blank Preliminary P&L Review Forms
Following these, there are tabs labeled January through December. The following
must be retained on file each month behind these tabs:
Final P&L Report
P&L General Ledger
Completed Preliminary P&L Review Form
Completed Monthly Budget Worksheet
End of Month Income Projection / Performance Analysis Report (the one used to
complete the Monthly Budget Worksheet)
Any corporate memo received that month that identified an increase/decrease for an
expense.
Charge Off Recap / Review (Listing the accounts or inventory requested to be
charged off that month)
All month end reports from Corporate, District, or Region.
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Computer Operations
Begin All Operations From The Main Menu
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COMPUTER OPERATIONS
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COMPUTER OPERATIONS
Begin All Operations From The Main Menu
Obtain A Field Sheet Generate a Units In Service
Report
NOTE: You must first know the DUE
DATE of the account as well as the #6 Reports
CUSTOMER NAME. #1 Inventory & Customer Reports
#4 Units Being Serviced
Pre-select the Customer “Return” to Begin
#7 Collections #1 to Print At Store
#1 Collection Activities “Return” Again to Verify
Enter PIN “Return” to Generate
Choose Option 1 or Option 2 to sort by Report
Due
Date Generate a Loaner
Scroll until correct Customer is Report
identified “on screen”
Then, select (S) #6 Reports
Next, choose the “line number” for the #1 Inventory & Customer Reports
Customer #1 Inventory & Status Reports
Select Option 1 to pre-select the Field #5 Loaners Only
Sheet #1 to Print At Store
Return; Return To Exit; Then Q to Quit “Return” Again to Verify
“Return” to Generate
Generate the Field Sheet Report
#6 Generate Reports
#2 Delinquency Reports
#6 Field Sheet Generate A Stock Balancing
#1 Pre-Selected Customers Only Report
“Return” for all routes #6 Reports
Y to group by route #5 Management Reports
Select Option 3 to sort by Customer #8 Stock Balancing Report
name Choose # of Customer comment “Return” to Begin
lines to print Follow instructions to send Select Store; send to Print Manager
to Print Manager
Reprint A Rental
Agreement
#4 Inquiries
#2 Inventory/Rental
Agreements/Customers
#5 By Rental
Agreement # Enter RA
#
Return
Select (V) to View
Select Printer Icon To Print
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COMPUTER OPERATIONS
Begin All Operations From The Main Menu
#1 Inventory Control
#5 Switch-out
Enter PIN
Return To Input Document
Enter PIN
Enter Hand Receipt # (Document #)
Select #1 Agreement Number
Enter Customer Name Select
Customer Return If Correct
Return To Skip Updates
Select Rental By Line Number
Enter Stock Number For Unit Delivered
Y To File & Print Switch-out
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The Front Counter
Maintaining the organization of the front counter area is essential to ensure efficiency in our efforts
to provide quality Customer Care. It is the responsibility of the entire team to maintain this area
with a “clean as you go” approach.
The following outlines the “tools” necessary for the front counter area:
Clipboard for Daily Idle Pencil Holder (s) w/ Pens, Product Bar Code
Inventory (out of sight of Pencils, and Highlighters, Labels
Customers) Including RED Pens for order (Permanent “Red Dot”)
Past Due Binder (out of sight of verification Product Price Tags (get
Customers - to be revised as Blank Paper (8 ½ X 11 & 8 ½ it today, group value,
past due payments are made) x 14) cash sale, etc.)
Wall Calendar 2 Part Receipt Paper Price Tag Holders
Payment Receipt Bin Paper For Credit / Debit (upholstery “pockets”
Card Machine and acrylic stand-ups)
Equipment Calculator Dennison Gun with
Stapler Extra Inserts
Phone(s) with Rental Orders &
Sales Call Guides Trashcan(s) / Shredder
Customer Care Supplies
High Touch System / Clear Tape / Dispenser
Terminals Extra Ink Cartridges For Manila Folders For
Printers Printers, Fax/Copy Machines Customer Files
o Agreements / Reports Store Stamps (address & AllBestCare Materials
Receipt Printer(s) deposit) (forms, brochures,
Credit Card / Debit Card Formatted Transfer Diskettes handbooks, etc.)
Machine (located between Backup Tapes or Discs Bestway Business
terminals – PIN pad easily System Recovery Kit Cards
accessible for Customers) Bank Bags P.U.S.H. Binder
Inventory Scanner & Cradle Deposit Slips Extra Rental Order
Fax/Copy Machine Forms
Manual “Credit Card Machine”
with credit card slips for use in
the event of terminal problems
Instant” Camera
Remember:
Familiarize yourself with the location of all the above tools, supplies, and equipment in your store.
Due to each store’s individual layout, some supplies and/or equipment may be located in an office
area. (extra paper supplies, pens, ink, toner, etc.)
Forms to order supplies from approved vendors are on file in the store. It may sometimes be
more cost effective to obtain supplies locally, avoiding the need to order large quantities and/or
incur shipping charges.
All supply expenditures must be pre-approved by the Store Manager.
The store copy of each day’s payment receipts must remain in the wall bin until the receipt audit
trail is reviewed by the Manager the following day. In the event of Coworker error or computer
system failure, these receipts are vital to ensure that payments are properly credited to the
Customer’s account.
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The Credit Office
Maintaining an organized credit office is essential to ensure efficiency in our efforts to properly collect
the revenue due from all agreements on rent, and appropriately control the expenses associated with
our collections practices.
An organized credit office will also allow other Coworkers to help manage credit responsibilities in the
absence of the Credit Manager; (day off, vacation, working in the field, etc.) ensuring that all required
collections activities can be completed each day.
The following outlines the tools necessary for an efficient Credit Office.
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The Sales Office
Maintaining an organized sales office is essential to ensure efficiency in our efforts to increase sales,
control supply expenses, and properly maintain Customer files.
The following outlines the “tools” necessary for an efficient sales office:
File Flow wall bin (labeled Mon- Phone / phone book All active files
Sat for deliveries, etc.) Rental order pad / sales call o Filed alphabetically
Bookshelves / Cabinets to guide by primary
organize: Calendar customer last
o Surplus office & Calculator name
customer care Pencil holder w/pens, pencils & All inactive files
supplies highlighters o Filed alphabetically
o Marketing materials Daily Sales Minutes by primary
(flyers, tri-panel Sales Program binder customer last
brochures, postcards, Copy of advertising calendar and name
door-hangers, etc.) current monthly flyer Last verified file audit
o Merchandising Mail supplies (store address report
materials (balloons, stamp, postage stamps, etc.) Reorder forms
tag toppers, surplus A-Z accordion file for orders not o Office / store
price tags / holders, delivered for any reason (not supplies
etc.) qualified, turn down, etc.) o Product supplies
(cords, hoses,
touch-up kit, etc.)
o Marketing
materials
o Merchandising
materials
Remember:
Sales Minutes must be completed each day.
Rent Ready” before going home.
Corresponding wall bins must be cleared by the end of each business day. (complete activities or
reschedule)
Sales Managers are responsible for ensuring that all sales call guides (located next to each phone
in the store) are revised to include the most recent information.
To control expenses associated with maintaining the proper tools for the sales office, keep
supplies organized and inventoried, and order only those necessary.
Recognize any advantages to obtaining supplies locally to avoid unnecessary “bulk” shopping
and/or incurring unnecessary shipping charges. All supply orders must be approved by the Store
Manager.
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The Store Manager’s Office
During daily store operations, it will be necessary for Coworkers to access and utilize various
materials from the Store Manager’s office (training materials, report binders, etc.)
All Coworkers are responsible for maintaining this area by ensuring that the appropriate paperwork
for each day’s transactions is placed in the Manager’s “In” box, and that all materials used are
returned to their designated areas.
The organization and efficiency of this area is critical to ensuring that we have the necessary tools
available to properly care for our Customers, our Coworkers, and our Business. This office should
serve as an example for functionality in all work areas; setting the tone for professional operations
throughout our store.
The following outlines the recommended set-up of the Store Manager’s office.
General Work Area Manager’s Desk File Cabinet
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Closing The Store
It is vitally important to perform the following actions at the end of each business day to
properly process all daily transactions and ensure the security of our stores and Coworkers.
Store Inspection
Ensure the showroom and Customer area are rent ready for the next day’s open.
Ensure these areas are clean, free from dust, and well stocked; floors cleaned and
vacuumed.
Ensure products on the showroom are merchandised to include single unit and
package pricing.
Turn off all electronics except those designated for overnight display.
Ensure the Front Counter Area, Stockrooms, Bathrooms, and Offices are prepared for
the next day’s business. (areas clean/vacuumed, supplies stocked, desks and counters
cleared, all filing completed, trash emptied, product returns clean and rent ready, etc.)
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Count and secure the beginning cash balance. Ensure the opening cash is
secured in a safe or a locked drawer (file cabinet, Manager’s desk, etc.).
Count the remaining cash and coins and list separately on a bank deposit slip where
indicated.
List the money orders (and checks, if any, that meet acceptance policy standards)
on the bank deposit slip, showing both the Customer’s last name, and the amount
of each money order/check. Enter the total of these on the deposit slip where
indicated.
Enter the total of all cash, coins, money orders and checks listed on the
deposit slip where indicated.
From the main menu, select “#2 Receipts” then #9 “Cash Drawer Audit.” Choose the
option to include all CRTs.
Enter the cash drawer beginning balance in line #1. This is the money secured
earlier – it should be the same every day.
Press “Enter/Return” and the cursor will jump to the next field.
SKIP the line for “pre-end of day” by pressing “Enter/Return.” DO NOT use this line.
Enter the total from the credit card machine settlement on the line for “End Of Day
Bank Card Closing Total.” (remember, this total must match the total of your sales
drafts and your detail report)
Enter the total of the beginning cash balance and all cash, coins, checks & money
orders listed on the deposit slip on the line for “Actual Cash Counted”
Press “Enter/Return” and the computer will display any overages/shortages, the
beginning cash drawer total, and the total bank deposit (this bank deposit total must
match the total on the deposit slip).
Press “Y” to file and complete this process by printing the receipt (you can press no,
and the process will start over to allow you to correct errors).
Once the final cash drawer audit has been filed, seal all cash, coins, checks, &
money orders in the deposit bag/envelope.
5) Process the Paperwork.
Use a paperclip to attach all store copies of credit card/debit card sales drafts, one
copy of the credit card transaction detail report, and the final credit card machine
settlement report, to one copy of the cash drawer audit receipt. Place this paperwork
in the Manager’s In- Box until the validated deposit slip is picked up at the bank the
next day.
Once the validated bank deposit receipt is obtained the next day, this paperwork must
then be reviewed by the Manager, then stapled to the last page of corresponding
receipt audit trail for each business day.
Using a paperclip, attach the second copy of the credit card transaction detail to the
second copy of the cash drawer audit receipt. Place this paperwork in the Manager’s
In-Box until the validated deposit slip is picked up at the bank the next day.
Once the validated bank deposit receipt is obtained the next day, this paperwork is
stapled in the proper order and placed in the appropriate envelope for the monthly
packet.
Timekeeping
To ensure accurate payroll records, each Coworker is required to review their timecard
for accuracy and electronically sign the timecard on a weekly basis. Managers are
required to approve each Coworker’s timecard in the timekeeping system on Saturday,
at the end of each workweek.
Alarm System
Each store is equipped with an alarm system to identify unauthorized access to the
store. It is the responsibility of each key-holder to discuss the alarm system with their
supervisor to ensure their understanding of pass code confidentiality, the time allotted
for entry/exit, and proper operation of the control panel.
The final tasks of the person in charge of closing the store are to ensure:
Bank deposit and opening cash are secured.
All entrance doors are secured.
Store alarm is set.
Alarm systems must be tested periodically to ensure proper operation. Contact the alarm
company prior to testing.
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Once the packet information is processed at the Home Office, the envelopes will be
returned via payroll packet, along with a UPS packet and label, for use the following
month. No other method for sending the packet should be used.
The following outlines the contents required for each envelope, along with additional
information to ensure appropriate documentation and proper completion of the
monthly packet.
IMPORTANT: Include only the information as outlined for each envelope. Do not combine
information.
Petty Cash
Petty Cash
On the last day of each month, a Petty Cash Audit Trail is generated in the store
system and is ready to print on the 1st day of the new month. Print this report.
Cross reference the report to ensure all receipts and appropriate documentation are
included.
As you do this; check off the report, and group the petty cash receipts according
to the “chart of accounts,” in dated order.
Note: All original purchase receipts must be stapled to the top copy of the
computer-generated receipt to verify each petty cash expenditure. (purchase
receipt on bottom) Computer receipts submitted without the proper documentation
to verify the expense will not be counted.
Once all receipts have been properly accounted for; use a rubber band or paper clip
to bind each group, ensuring they are in dated order.
Organize each group in the order of the “chart of accounts” and bind together.
Place receipts in the envelope along with the “verified” Petty Cash Audit Trail.
Note: Copies of all receipts (purchase receipt and petty cash out receipt) must be
attached to the corresponding day’s Receipt Audit Trail.
Fuel Receipts
Attach copies of all fuel receipts and place in the P&L Review file.
The original fuel receipts (in dated order) should be placed in the envelope.
This envelope should include any completed forms for all payroll, human
resource, insurance, and time keeping issues.
Copies of all timesheets for the payroll period, each signed by the
Coworker, must be included.
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Advertising Envelope
A copy of each document listed below must be included in this envelope for all
charge offs each month using the codes “SK,” or “HA.” DO NOT SEND
ORIGINAL DOCUMENTS. Place documents in the following order:
o Charged Off Rental Agreement (shrink the size to ensure the rental
agreement number, Customer name, and Customer signature are
printed on one page )
o Rental Order (Front & Back)
o Skip/Stolen Worksheet (Front & Back)
o Any Switch out or Extension Receipts
Items should be paper-clipped together. DO NOT STAPLE.
Information will be evaluated by the Home Office to determine recovery
efforts. Home office will then notify the respective District Manager with
information regarding these accounts. (action filed, progress, etc.)
DO NOT send information for accounts charged off as “STOLEN”
DO NOT send bankruptcy information in this envelope.
Payment Approval
Because fuel purchases require a Driver ID number, and Store Managers must “sign off”
on all orders sent to company approved parts, forms, and supply vendors; these are
considered approved at that time. These vendors will send bills directly to the Corporate
Office for payment.
All other expenses, including all invoices from approved service vendors, must be
approved as follows:
1) Immediately inspect the work completed to GL# Store #
identify and report problems.
2) Once the work is deemed satisfactory, and Amount Date
there are no questionable charges, use the
store stamp (illustrated on the right) to approve Manager Approval
the expense, then complete all the spaces
provided.
3) Fax the invoice immediately to the Accounts Payable Department @ 972-387-7262
for payment.
Fax all invoices immediately upon receipt to ensure that service providers are paid
timely and that the expense is properly recorded on the P&L report within the month
it occurs.
Ensure the service vendor understands that you will submit the invoice for payment.
If the Home Office receives more than one copy of the same invoice, this will lead to
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confusion and could delay payment.
Ensure copies of all inventory repair or maintenance invoices include the unit’s stock
number, a detailed explanation of the work performed, and a breakdown of the
expense to itemize parts and labor.
Ensure copies of vehicle maintenance or repairs include the Vehicle Number or VIN #.
Include any additional information on the invoice that will clarify the expense.
Once faxed to the Home Office for payment, keep all invoices in the P&L Review
File so that you can verify payment.
Copy invoices for vehicle expenses and include them in the appropriate section of the
Vehicle Binder.
2) Phone is Vehicle – While extreme safety should be taken if making or receiving calls, we
have a strict “NO TEXTING” policy while driving.
3) Inventory Binders – All stores must maintain an inventory binder with an inventory report for
the last 60 days. Completed and scanned inventories must be kept in this binder along with
the daily inventory used to identify 60/90 day idle units. Service and loaners must show
worked and balanced. Make sure we are using partial, service and customer unit tags. If
managers do not report missing inventory within 24 hours they will be held financially
responsible.
4) File Audit – Store must complete a file audit once/quarter. Store manager approves every
order prior to delivery or the assistant manager on the store manager’s day off. In addition,
every delivery on the TAT is matched to a customer file each morning.
6) Free Time/Extension/Bonus Bucks – All FT/Ext. require a signed customer receipt stapled
to RAT daily. Excluding bonus bucks and delivery FT…keep under 1.3% - Any free time or
extensions must have customer signatures on receipt and stapled to the daily RAT.
7) We never file criminal charges – DM’s must ensure stores understand and adhere to policy.
8) Retype – We do not do retypes! (retype is same units to same customer on the same or next
day, also we don’t allow them to return a late agreement and get free time when we re-deliver
it) Be Smart!
9) If needed – We reduce Term not Price – Our promise is lowest cost of ownership. We can
beat the pants off the competition if we do it the right way. Do not forget Aarons adds 10% to
all their advertised prices with Aarons Service Plus!
10) All credit card payments must be made online or with card present in the store – Our
online payment system is up and working. We can save over $3,300/store in one year by not
using phone payments or preauthorized credit card payments. Or $300,000 for the company
that we can use rather than giving it to the credit card companies. USE DEBIT if the card can
do either. It will save you a lot of money in the long run.
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11) Exhibit a commitment to Excellence – We all know how to do this!!
13) DM’s keep spare books for training – DM’s should maintain a supply of training books to
ensure their staff is never without training materials.
14) No accounts with over $3,000 merchandise or 3 BOR without DM approval – Any
customer requesting to open accounts where our remaining book value exceeds $3,000 or
greater than 3 BOR must have DM approval.
Terminology
At Bestway, we have specific terminology in the operation of our business. There are words that
are used in the rent-to-own industry along with our Bestway terminology. You should strive to
understand the terminology to become proficient in your job duties and responsibilities.
Understanding the terminology will also enhance your training lessons as you will be exposed to
the different terminology requirements. The following terms may not apply in all states that
Bestway does business. We expect our coworkers to follow all applicable state laws. Questions
regarding laws within your state should be directed to your Store Manager or District Manager.
7 Plus – all past due agreements that are 7 or more days past due.
14 Plus – all past due agreements that are 14 or more days past due.
90 Days Same as Cash – the cash price (Fair Market Value) of the product less any rent paid
during the first 90 days of the agreement.
Agreement expiration – when a rental payment is not paid by the due date, the agreement is
said to be expired.
Bail Out Payment – accepting a one week payment from a customer that is four (4) or
more days past due, or a two (2) week payment from a customer
that is eleven (11) days past due.
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Bonus Bucks – earned credits towards rental payments. $1 is earned for each on
time payment.
BOR (Balance on Rent) – the balance of the total rentable inventory currently on rent.
Total inventory minus idle inventory, units in service and units on
loan equals BOR. At Bestway, each rental agreement equals one (1)
BOR regardless of the number of “Units” each agreement contains.
Card Close Percentage – the total number of past due agreements divided by the total
number of agreements on rent.
Credit Minutes – a daily planner used in the store to execute and manage the credit
tasks and activity.
Daily Report – a report generated at the close of every business day by the store’s
computer that lists inventory information, financial information, and
details of the store’s basic activity.
Damage Waiver – a fee (9% or $1 min.) paid by the customer that relieves them of
liability should the rental merchandise become damaged or
destroyed. Damage Waiver does not replace the damaged or
destroyed merchandise, but relieves the customer from making
further payments.
Demand Letter – a collections letter sent to a customer who has ”Failed to Return”
rental merchandise according to the terms of the rental agreement.
Document Destruction – the process of safely and securely destroying business proprietary
information, customer’s personal information, reports, and
documents.
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Door hanger – marketing tool (printed flyer to hang on doors) used to promote the
company and reach new customers.
Door Tag – tool (printed flyer to hang on doors) used to communicate with our
customers for collections purposes and service issues when they
are not home at the time of our visit.
Due Date – a customer’s account that has reached the time for payment and
renewal.
Early Purchase Option (EPO) – a 40% discount on the remaining rental payments given for
paying out an agreement early. This option is only available
after the first 90 days of the agreement and before the last
90 days of the agreement.
Extension – moves the customer’s due date but does not count toward product
ownership.
Service Call – visit made to the customer’s home for delivery of product or to
address service issues.
First Payment Default – a customer who fails to make their first payment on time.
First Renewal Payment – the first payment due after initial payment, setup around the
customer’s payday.
Float – the value of all past due rental dollars if the agreements were paid
current as of a specified day.
Free Time – rental time, given at no charge that counts toward product
ownership.
Hand Receipt – used to document a payment taken in the field, payment taken
inside the store when the computer is not available to record the
transaction, and for all merchandise returns.
Hard Account – an account where the customer has refused to make payment or
return the merchandise.
Idle Inventory – merchandise in the store’s inventory that is available for rent.
IHCF (In Home Collection Fee) – charged to the customer to cover the cost of making a trip to
their home for collections reasons.
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Lessee – a person who rents or leases an item from Bestway.
Loaner – a unit loaned to a customer while their rental unit is being serviced.
Order Form – used to record personal information about the customer when he or
she wishes to rent product.
Partial Unit Tag – a tag used to identify an incomplete unit waiting on the other
piece(s) that may be in service or on loan; such as a computer
whose monitor is on loan or in service.
Past Due (Expired) Account – a rental agreement that was not renewed on the renewal
date and the rental merchandise has not been returned.
Past Due Report – generated daily and used to contact past due customers.
Payment Method – customer’s rental pay period, typically matches the customer’s
income pay period as follows:
Pay Out – a customer who has completed the terms of their agreement and
attained ownership of the merchandise.
Pecking Order – Bestway’s method used to ensure the most experienced coworker is
assisting customers (Ex: best salesperson assists with sales issues;
if not available then second best, etc.).
Percent Collected – the actual amount of rental income collected and stated as a
percentage of total rental income available.
Petty Cash – minor cash expenses paid out of the daily receipts at a store (i.e.
window cleaning, emergency supplies, etc.)
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Pick Up (Return) – regaining possession of rental merchandise from a customer who no
longer wishes to rent the item.
PIF (Paid in Full) – term used for a customer that pays rent for the entire rental term and
ownership is acquired.
Potential Revenue – projected monthly income of a store if all active customers made
their scheduled payments on time.
Profit and Loss Statement (P&L) – a financial statement summarizing income, expenses
and the resulting profit for a specific period of time.
Re-Instatement Fee/Late Fee – When a customer makes a payment, it “renews” the lease
agreement for a specific period. If the payment is not made
within the specified period, the lease terminates. The
customer must pay a re-instatement fee in addition to the
regular payment to renew the lease. This fee varies widely
from state to state and is regulated in some states.
Remaining Book Value (RV) – the remaining dollar value for a particular piece of
inventory.
Rate Code – predetermined price set by the computer for a particular product
when creating price tags.
Rental Rate – the payment amount (not including taxes or fees) that a customer
pays in advance for a specific rental period.
Rent-Ready – having the store, vehicles, and all products clean and functional.
Repaired Tag – used to identify units that have been repaired and are ready to go
back to the customer or merchandised.
Sales Minutes – a daily planner used in the store to execute and manage sales tasks
and activities.
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S.E.D.O.C.E. – Bestway’s training philosophy; based on the fundamental learning
styles of individuals. It stands for Speculation; Explanation;
Demonstration; Observation; Confirmation; Evaluation
Skip – a customer that has moved, taken the rental merchandise with them
without notifying the store and without continuing to make regular
renewal payments.
Stock Number – “Primary Unit Identification” for Bestway. A series of numbers that
are assigned when a unit is first received into our system. The first
three (3) digits indicate the store that originally received the
merchandise. The next two (2) digits indicate the year the item was
purchased and the rest are a numerical sequence that starts over
each year.
Switch Out – to exchange the customer’s current item with another item of like
value and description.
Total Cost – total dollars paid by the customer, including initial payment, and rent,
if all payments are made for the entire term of agreement.
Verify – to confirm that all of the information provided by the customer on the
rental order is correct and accurate, including employment,
residence, and personal reference.
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