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2
1.
Five Key Goals 3 What are the 5 Key Goals? 4 Goal 1a: Tool Hire Terms & Net Rates
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Goal 1b: Welding Hire Terms & Net Rates
9
Goal 2: Site Supplies Terms & Net Rates
10
Goal 3: First Click Demonstration 11 Goal 4: First Click On-Boarding 12 Goal 5: Customer Satisfaction Survey
2.
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The Three Levers of Growth 14 What are the Three Levers? / Why they Matter
16
The Three Levers in Practice 18 What this Means for You 20 Lever 1: Active Customers 22 Lever 2: Transactions per Customer 24 Lever 3: Average Transaction Value 26
3.
What if we Only Move One Lever?
28
Sales Manager Checklist & Key Message
30
Nurturing 32 What is Nurturing? / Don't Confuse Nurturing with Selling
33
Nurturing options 35
4.
The Sales Pyramid 36
5.
Why First Response 38
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4
Five opportunities to create more value. The Five Key Goals are a simple framework for developing our customer relationships. They give every Sales Manager a clear set of opportunities to explore with customers and prospects. They are not simply tasks to complete. They are conversations to have, opportunities to identify and actions to take. When used properly, they help us understand more about our customers, make it easier for them to do business with First Response and create opportunities to develop the account. This forms the framework for the Sales Managers so they can work smarter and focus on what needs to be achieved. It also makes the User Guide and Walkthrough CRM documents clearer to understand as everything is centred around achieving the 5 key goals, and converting new business opportunities.
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Identify Core Products.
Identify Core Products.
Identify Core Products
Agree Special Net Rates
Agree Special Net Rates.
Agree Consumable prices.
Agree Terms.
Agree Terms.
Agree Terms
Note: Refer to the User Guide or Step by Step Walkthrough documents for how to log this into the CRM.
Introduce Features & Benefits.
Provide log in Credentials
Check customer is happy.
of First Click Online.
Email link to training guides
Send Survey.
Arrange a Demonstration.
If required arrange traning.
Collect Referrals.
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TOOL HIRE TERMS & NET RATES Step 1 The first goal is to make sure we understand the
Identify Core Products
customer’s Tool Hire requirements.
Understand which products are important to the customer’s business and where regular demand
The objective is not simply to establish what they are
exists.
currently hiring. It is to understand:
Step 2
Agree Special Net Rates •
What products they regularly require
Where appropriate, agree the relevant special
•
Which products are core to their business
net rates that support the customer relationship.
•
What their current requirements look like
•
What opportunities to develop the relationship
•
What terms and rates are appropriate
Step 3
Agree Terms Make sure the commercial terms are clear and understood.
Why it matters Understanding the customer’s core Tool Hire requirements allows us to become more useful to them by tailoring prices to meet their needs. The better we understand what they need, the easier it becomes to respond quickly, offer relevant solutions and identify opportunities for future business.
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WELDING HIRE TERMS & NET RATES Step 1 The first goal is to make sure we understand the
Identify Core Products
customer’s Welding Equipment requirements.
Understand which products are important to the customer’s business and where regular demand
The objective is not simply to establish what they are
exists.
currently hiring. It is to understand:
Step 2
•
What products they regularly require
Where appropriate, agree the relevant special
•
Which products are core to their business
net rates that support the customer relationship.
•
What their current requirements look like
•
What opportunities to develop the relationship
•
What terms and rates are appropriate
Agree Special Net Rates
Step 3
Agree Terms Make sure the commercial terms are clear and understood.
Why it matters Understanding the customer’s core Welding Hire requirements allows us to become more useful to them by tailoring prices to meet their needs. The better we understand what they need, the easier it becomes to respond quickly, offer relevant solutions and identify opportunities for future business.
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SUPPLIES TERMS & NET RATES Look beyond the immediate hire. This is an important opportunity.
Step 1 Identify Core Products Understand which consumables & supplies are
A customer may initially approach First Response
important to the customer’s business and where
because they need equipment or a particular hire
regular demand exists. Some of this will be
item.
obvious based on the equipment they hire.
But what else do they need to complete the job? The Site Supplies goal encourages us to look
Step 2
beyond the immediate requirement.
Agree competitive prices Where appropriate, agree the relevant special
It is to understand:
rates that support the customer relationship.
Q:
What consumables do they need
Q:
Which supplies are core to their business
Step 3
Q:
Where do they buy their PPE
Agree Terms
Q:
Do they require signage
Make sure the commercial terms are clear and
Q:
Do they spend too much time on
understood.
procurement?
Offer relevant solutions & identify opportunities for future business.
Why it matters This is about increasing the breadth of the relationship. Instead of First Response being the company the customer calls for one particular requirement, we want to become a supplier they can rely on for more of what they need. This isn’t just about selling more, it is also about adding value for the customer. That creates opportunities to increase sales & strengthen retention It creates convenience for the customer and a stronger relationship for First Response. 10
FIRST CLICK DEMONSTRATION First Click isn’t a gimmick. It is a powerful online system designed to provide a number of benefits to the customer. This is why it is important to identify the features that
Step 1 Book a Demonstration Don’t assume; it is far easier to identify the features and benefits with a demonstration of the system.
provide a direct benefit your buyer or site manager, based on their role in the business. It is to understand:
Step 2 Make it Productive Establish what it is the customer would like to
Q:
What would make their job easier?
see demonstrated. This is important, Maximum
Q:
What would save them time/money?
value is achieved by demonstrating the features
Q:
Would 24 hour off-hiring be an advantage?
that are most useful & relevant to the customer,
Q:
Do they need to control spending?
Q:
Would they like their own ‘shop’?
Q:
Do they operate unconventional hours?
rather than giving a generic demonstration
Why it matters Once the customer has a First Click account they will soon identify the benefits it provides to their daily tasks and perhaps that of their colleagues. This means the customer receives a higher level of service and perception of First Response. This has a knock on effect of creating opportunities to upsell, generating referrals and stronger customer retention.
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FIRST CLICK ON-BOARDING Once the customer requests a First Click Account,
Step 1
the next step is to make sure they use it.
Provide Sign-In Credentials Once you have the sign-in credentials make a
If the customer needs additional help, make sure
note of them to add to the email template stored
it is provided, don’t let this drift so they end up not
in the Email Library.
using the platform. The objective
Step 2
To ensure the customer uses their First Click
Email Training Guides
Account and benefits from the platform.
Once you have added the sign-in details, enclose the relevant training guides.
The more confident customers become with First Click, the easier it becomes for them to interact with First Response.
Step 3 Arrange Training
It is your role to ensure the onboarding process
Check in with the customer to make sure they
is smooth and that the customer receives all the
are confident about using First Click. Make sure
support they need while becoming familiar with the
that any training issues are recorded and arrange
system
training via the Sales Director.
Why it matters There is no point going through the process of demonstrating the First Click platform, if you’re not going to ensure the customer is able to use the system. It is important that you take responsibility for ensuring the customer receives everything they need to be able to use the online platform. If they need training, make sure it is provided. Keep in touch with them until you know they are confidently using the platform or else it has been a missed opportunity. 12
CUSTOMER SURVEY The final goal is perhaps the simplest, but it is
Step 1
one of the most important.
Check the Customer is happy Call the customer and ask if we are providing
A customer survey provides direct, honest
everything they need. Inform them you will be
feedback from the people who use our products
sending a survey for them to complete.
or services; our customers. We shouldn’t assume the answer. We should
Step 2
always ask.
Send the Survey Select the appropriate survey email from the
•
Check the customer is happy.
library and send to the customer. Monitor the
•
Send the survey.
return by creating a follow-up.
•
Collect referrals.
It reveals what works, highlights hidden
Step 3
problems, guides smart business decisions, and
Respond to the Survey - collect referral
shows clients that their opinions matter, which
Identify any possible problems that may be raised.
builds long-term loyalty.
Investigate. Then respond to the customer. If the survey is positive, request a referral.
In a nutshell, Customer Surveys provide us with the opportunity to find out what the customer really thinks and to use that to enhance the relationship.
Why it matters The only way you can be certain about the customers perception of the level of service provided is to ask them. This often provides an early warning sign that something needs to improve or creates new opportunities. It prevents them from silently leaving. A satisfied customer is very important to embrace. They are an advocate for First Response and should be in a position to provide us with referrals, the golden leads that have a higher conversion rate. 13
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What are the three levers?
Why the three levers matter?
Growth can sometimes appear complicated.
“We need more sales.” tells us the outcome we want, but not how to achieve it.
We talk about increasing sales, winning new customers, improving customer relationships,
Instead think:
cross-selling, increasing activity and developing
“Which lever can we move, and what do we need
accounts.
to do differently to move it?”
But underneath all of those activities are three
If we don’t have enough active customers,
simple measures that determine our revenue:
we focus on acquisition, conversion & reactivation.
Active Customers
If customers aren’t buying frequently enough,
×
Transactions per Customer
we focus on engagement, account development
×
Average Transaction Value
and understanding requirements.
=
Revenue. If customers are buying but each transaction is
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The Three Levers Chapter is to help our team of
relatively small, we focus on understanding the
Sales Managers to find simple ways of being able
wider requirement and increasing the value we
to improve ‘sales’ by understanding where growth
provide to them. If our customers start spending
comes from, where opportunities exist, and what
more it is because we are doing something to
the team can do to influence it.
improve their buying experience.
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The Three Levers in Practice Understanding how small improvements in each lever create significant growth. The model is simple When we improve each lever, even by a small amount, the effect compounds and drives meaningful growth.
The 10% difference Now imagine that we improve each lever by just 10% every year. Not 50%. Not 100%. Just 10%. And we sustain that improvement of 10% across the business. A 10% improvement sounds relatively small. But the Three Levers don’t simply add together. They multiply: 1.10 × 1.10 × 1.10 = 1.331
What it means It means a 10% improvement in each lever creates approximately 33.1% additional revenue in the first year. If we continue improving each lever by 10% every year, the effect compounds.
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This is the Power of compounding. The more levers we improve, and the more consistently we do it, the greater the impact on revenue over time.
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What this means for you... To hit these company-wide targets, a team of 10 sales people only needs to focus on small, consistent micro-wins. A significant part of sustainable growth starts in the early stages of the pipeline. Meaningful growth can be built through small, consistent improvements. For Sales Managers, this starts with the early stages of the pipeline. If new prospects are not entering the funnel, future opportunities will eventually reduce. Strong qualification, clear strategy and consistent prospecting help improve the quality of opportunities moving through the CRM and reduce time spent on poor-fit prospects. The harder a Sales Manager works on qualification, strategy, and the early stages (Lead generation and Prospecting), the quicker and faster conversion rates escalate later, as you move prospects through the various stages of the CRM. Front-loading effort here eliminates dead-end deals early and moves viable opportunities through the funnel rapidly.
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It All Starts With PROSPECTING
The 10 Percent Mindset
Levers 2 and 3 only matter once a customer
Ten percent is not a target that should
exists.
automatically be applied. It is an illustration of the power of incremental improvement.
That’s why Lever 1, turning prospects into active customers, is where everything begins.
“Small improvements that are consistently repeated can create very large results.”
Every new customer you add at the prospecting stage becomes a customer who can buy again
A Sales Manager who finds 10% in one area has
(Lever 2) and spend more over time (Lever 3).
created improvement.
Skip or generate poor prospecting, and the other two levers have nothing to work with.
A Sales Manager who can find 10% in two areas has created significantly more. A Sales Manager who can build a culture of continuous improvement across all three levers has
Don’t lose sight of the Customers Needs We are here to provide Solutions and make things better for customers. It is important to identify where added value can be provided by constantly monitoring what customers are doing.
created a powerful engine for sustainable growth.
Keep thinking; where is the next 10%? It might come from more customers, more frequent purchases, greater value per transaction, or a combination of all three. The objective isn’t to demand an arbitrary increase. It is to identify a realistic improvement, understand what will create it, deliver it and then measure the result. That is working smart. 21
Lever 1: Active Customers The first lever is the number of active customers. More active customers create a larger base from which to generate revenue through added value. A large database does not automatically create revenue. Active customers create revenue.
Increase the number of active customers.
Our current illustration starts with the following: 461
More active customers
This is calculated like this: 8,964 ÷ 461 = 19.44.
creates a larger base from which to generate revenue through added vlaue.
active customers, 8,964 transactions (19.44 per customer per year), = £2,011,706 annual spend.
This means our starting point is: 461 × 19.44 × £224.42 = £2.012m. The image on page 19 demonstrates this perfectly. You can see how just a small percentage creates a compound affect on our revenue.
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LEVER 1 Who could be buying from us that isn’t currently buying from us?
How do we increase Active Customers? 1. Win new customers
3. Reactivate dormant customers
Our Sales Stage 1 process is fundamental.
Not every growth opportunity requires finding
We need to identify the right prospects, understand
somebody new. There may already be customers
their business, make meaningful contact, create
who have reduced their purchasing or stopped
interest, develop the relationship and convert
buying altogether. Understand why and determine
suitable prospects into customers.
whether we can give them a reason to return.
2. Improve conversion
4. Retain the customers we already have
Generating prospects is only part of the process.
Acquiring a customer only to lose another does not
Managers need to understand how effectively pros-
create sustainable growth. Customer satisfaction,
pects are moving through the sales journey
regular contact, reliable service and meaningful
and where opportunities are being won or lost.
relationships help protect our active customer base.
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Lever 2: Transactions per Customer The second lever is purchase frequency. 8,964 transactions ÷ 461 active customers = approximately 19.44 transactions per customer p.a So, on average, each active customer generates 19.44 transactions per year.
Increase the frequency of sales transactions.
The opportunity is to increase that frequency by becoming more useful, more relevant and easier for customers to buy from.
More transactions come from better engagement, account development & understanding needs.
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The customer is already buying from us so the opportunity is to build on that existing relationship and trust.
LEVER 2 How can we make First Response more relevant to this customer, more often?
How do we increase Transactions per Customer? 1. Keep in Touch
4. Make it Easier to buy
Customers are more likely to buy from suppliers
First Click can play an important role here. The
who understand their business and remain relevant
easier we make it for customers to interact with
to their requirements. Regular contact should mean
First Response, the easier it becomes for them to
having a reason to contact the customer.
continue using us.
2. Understand the Customer’s needs
5. Monitor their behaviour
A customer who buys from First Response is already
Pay attention to changes in customer activity. A
telling us they trust us to provide something they
customer buying more frequently presents an
need. The next question is: What else do they need?
opportunity; a customer whose frequency is falling needs attention before becoming inactive
3. Cross Sell Cross-selling should be about identifying genuine additional requirements. If we understand the customer’s business and can solve another problem, we create another reason to choose us.
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Lever 3: Average Transaction Value The third lever is the average transaction value. Using the current illustration: £2,011,706 annual spend ÷ 8,964 transactions = approximately £224.42. Our starting Average Transaction Value is there-
Increase the average Transaction value.
fore approximately £224.42. A 10% increase is a moderate one but once
Provide more solutions that add value & make it easier for customers to buy more from us.
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compounded will make a big difference.
LEVER 3 Are we solving enough of the customers problems?
How do we increase the Average Transaction Value?
1. Ask better Questions
4. Develop the relationship
A customer may contact us with a specific request.
The stronger the relationship, the more we un-
Our job is to understand the requirement behind
derstand about the customer’s business.
that request and what they are trying to achieve. The more we understand, the more opportunities we can identify.
2. Understand the complete requirement
Developing a relationship consists of many
If we only supply what the customer initially asks
things but the aim here is to learn more about
for, we may be solving only part of the problem. A
them and their needs.
great sales manager looks at the complete picture, and every opportunity.
Drop in with a box of biscuits, entertain them, invite them to an event you know would likely to be of interest. Send them a special offer during the nurturing stage.
3. Develop Supplies & Signage A customer may initially come to First Response for
Getting to know your customer is an important
Tool Hire. That doesn’t mean Tool Hire is all they
part of the Sales process.
need. Understanding wider requirements may uncover Site Supplies opportunities.
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Don’t work harder work smarter This is why the CRM is so important. It enables you to manage your sales pipeline, set reminders to get to know your customers more and monitor their activities. Using all the information to hand, the diary system, follow-ups, reminders and the templates, you have everything you need to hand to make effective use of the three levers These are your easy wins. Develop prospects to feed the sales funnel, use the CRM to manage the Three Levers, and work consistently towards the Five Key Goals
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What if we only move one lever?
What does this mean for the Sales Manager?
We don’t have to improve everything at once.
Seek your opportunities.
Even improving one lever by 10% every year
1. Active Customers is the opportunity...
has a meaningful impact.
Do we have enough customers buying
One lever improved by 10% each year:
from us?
£2.012m → £3.240m after five years.
Focus on prospecting, conversion, reactivation, retention and customer nurturing.
Two levers improved by 10% each year: £2.012m → £5.218m. Three levers improved by 10% each year: £2.012m → £8.403m. This demonstrates why successful managers will look for multiple small opportunities, rather than waiting for one enormous breakthrough.
2. Transactions per Customer is the opportunity... Are our customers buying from us often enough? Focus on meaningful customer contact, account development, cross-selling, customer requirements, First Click and engagement.
3. Average Transaction Value is the opportunity... Are we providing enough value in each transaction? Focus on questioning, understanding the complete requirement, solution selling, Tool Hire, Supplies, Signage, Cross-selling and the Five Key Goals.
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Sales Manager Checklist
The KEY Message
Ask yourself these questions: 1. How many active customers do we have? 2. Is that number increasing or decreasing? 3. How frequently are our customers buying? 4. Which customers are buying less frequently? 5. Which customers are increasing their activity? 6. Which customers are no longer buying from us? 7. What is our Average Transaction Value? 8. Is it increasing?
Growth isn’t always about finding the next big opportunity. Sometimes it is about finding three small opportunities. More customers. More transactions. Greater value. Each one may appear relatively small on its own. Together, and repeated consistently, they can create a very different business. Don’t simply ask: “How do we sell more?” Ask: “Which lever are we going to move?”
9. Where are the biggest opportunities? 10. Which lever should we focus on? 11. What behaviour will move it?
“What are we going to do differently?” “How will we measure it?” And most importantly: “Where can we find our next 10%?”
Note: Understanding the three levers and the value they have, will help you be clear about your aims and targets. This knowledge will help you when you navigate through the User Guide and the Step by Step Walkthrough CRM documents. It helps everything make more sense. Always refer back to this ‘Best practice’ document to ensure you are maximising your opportunities.
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What is Nurturing... Nurturing is one of the most valuable stages of any Sales Process. Rather than relying on high-volume cold outreach alone, modern sales combines prospecting with an immediate engagement sequence known as nurturing Nurturing recognises that most prospects are not ready to buy immediately, but could become future customers if the relationship is maintained. The more you know about the prospect, both business-wise and personally, the more effective your nurturing becomes because it remains relevant. You are demonstrating value, building trust and ensuring opportunities are never allowed to go cold. Not harassing them or repeatedly asking, “Can I have your Business?”
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Don’t confuse nurturing with selling
How building trust is the key to a sale.
This is important to understand.
People buy from businesses they recognise and trust.
Selling language asks, “Can I have your business?”
Every positive interaction makes First Response more familiar.
Nurturing language says,
Psychologists refer to this as the:-
“I thought this might help you.”
Mere Exposure Effect
Selling asks for something, while nurturing
It means:
gives something. That difference changes how your prospect feels about every interaction. Continually bombarding a prospect with sales
The more often people encounter something in a positive way, the more comfortable and favourable they tend to feel about it. It is sales psychology.
conversations is harassment. Do not make the mistake of trying a hard sell during this stage if the prospect has already declined a meeting. Stop selling and start nurturing. Effective nurturing turns marketing qualified leads into sales-ready prospects and makes every later sales conversation
That doesn’t mean contacting prospects every week with sales emails and driving them to distraction, as we previously mentioned, that is spam. Spam is likely to get you blacklisted. Quality over quantity. Use the nurturing cycle and the email library to send relevant emails and always ensure you personalise before sending.
more productive.harassment.
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Remain Visible
Know your Customer
Nurturing means being professionally visible through useful, relevant, regular communication.
Gathering information during your early conversations is very important.
When the need arises, or they have been let down, the company they remember is First Response. That is why nurturing is so powerful. It is also why understanding your customer is so important; it makes every communication have something to build trust.
For example, if a prospect tells you they work on regular rail projects, you can send information about rail products. This could be an article in our Newsletter or a project we have supported.
Make sure we are relevant
None of these communications will feel like cold selling or spam.
For First Response to remain relevant we must be seen to understand their business and their needs.
It is worth remembering that people buy from people. So it’s a good idea to find out more about them, the sports they enjoy, teams they support, hobbies.
Perhaps a prospect wants to improve cost control; send them the First Click email from the library. Offer them a free demonstration. If they regularly order PPE, send them our information on PPE or a special offer. Do they know we do signage? None of these communications will feel like cold selling or spam. They feel relevant, and relevance creates engagement. That’s the value of nurturing.
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Armed with this information, you can ensure you send your customer/prospect content that you know will be of interest to them.
Invite them to a golf day. Take them to lunch. Drop biscuits into the office. These type of things build friendships and enhance the opportunity for future business. When they get let down or need something new, they will remember you.
We are Showcasing how we can help them
Option 1
Try giving them something that shows we
Make them aware of how our online platform
understand them or their business, while
can help them. Cite specific elements that relate
showcasing what we can do to help them.
to their speciality or role in the business. Offer a
First Click
FREE demonstration. Prospects who receive targeted, relevant content are more likely to engage with us.
Option 2
Sending them content that has no interest to
Send them offers that are likely to reflect the
them is spam and likely to cause them to
things they hire or buy.
Special Offers
disengage completely. They may opt out of future correspondence, which must be avoidable at all costs.
Option 3
How can we help them?
Send them details of the charity events we
Social Values support and how they can get involved.
This is what it is all about. Adding value. Be smart.
Option 4
Create a special offer tailored specifically for
Send them our latest Newsletter so they can
them, make them feel special.
engage with First Response & see what we do.
Newsletter
Tell them when we have added a new product to our fleet. Send them an invite to an
Option 5
event that you know would interest them.
Community Hub Communicate how it provides them with the
Appeal to their social awareness. How we
ability to promote their business, find exclusive
support mental health in construction through
offers and earn from referrals.
Sport. How this can enhance their own internal mental health policy.
Option 6 We have everything you need, you simply need
Sports Event
to think clever & follow the process.
Invite them to a golf day, cycling event, think outside the box. 35
Not everyone is ready to buy. The sales pyramid or Buyer’s Pyramid,
Nurturing outside the top 3% is the single
reveals that when you combine those ready
most effective way to move people through
to buy (3%) with those interested (7%), you
the pyramid.
only have 10% of your target market open to buying at any given moment. The remaining
When you nurture a Site Manager or Buyer
90% is indifferent, unaware, or resistant.
by building trust through understanding their needs or solving their operational headaches
It’s important not to make the mistake of
like delivery delays, you become someone to
concentrating all your energy on the top 3%
be trusted.
and neglecting the other 97% who may be open to buying with some clever nurturing.
When they finally need to buy, they will come to you because you have already built that trust through your pro-active nurturing.
Highly interested / Ready to Buy They have a clear need and want to talk. Prioritise these prospects. Interested They have a need and are considering options. Engage directly & seek a meeting. Potentially Interested They may have a need in the future. Build awareness and build value via nurturing. Aware but not Interested They have no current need but know who we are. Nurture lightly with relevant content. Not Interested They are happy with their current arrangements and aren’t interested. Do not waste time.
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The CRM is your best ‘mate’. Everything in this guide; the Five Key Goals,
Through advocacy you generate warm leads,
the Three Levers, and Nurturing, works
which enter the sales funnel and move
together to move people up the sales
through the stages until they become Active
pyramid.
customers and advocates.
It’s about keeping your pipeline active.
It should be a continual flow.
Moving suspects into prospects, prospects into customers and customers into advocates, generating leads for you. The User Guide and Step by Step Walkthough
Ask yourself: Question 1 Where are most of my contacts sitting on the sales pyramid right now?
documents may show you how to include these things, but it is important that Sales Managers understand why they are so important and integral in achieving success.
Question 2 Which level needs the most attention this month?
Prospecting is far more than chasing leads. It’s about great sales practice, accurate gathering of information and following the CRM process.
Question 3 What would it take to move five contacts up one level?
The CRM is only as good as the information fed into it, so this where great sales managers excel and view the CRM as their best friend.
Why it matters Growth happens at every level of the pyramid, not just at the bottom. Widening the base through prospecting is essential but so is moving people up the pyramid, from suspects into advocates. A Sales Manager working the pyramid isn’t just chasing new business. They’re managing movement at every stage; which is exactly what the Five Key Goals, the Three Levers, and Nurturing are designed to help you do. 37
The construction business needs a reliable partner to ensure their projects keep moving and prices that don’t keep changing. Many work out of hours and need to be able to manage their projects when their suppliers are closed. First Response Site Supplies delivers a single, streamlined solution for Tool Hire and Site Supplies, backed by competitive pricing, accredited service reliability, and a powerful online platform. As part of the HS2 supply chain, First Response understand how demanding large products can be but have the flexibility through independence to make things happen. Our procurement services have played a big part in the demanding HS2 supply chain. We also specialise in complete site set-up, which includes all the signage required on site, including banners and traffic signs, which we supply to Tier One Contractors. The accreditations we have achieved provide peace of mind that First Response is a name that can be trusted.
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One Stop Solution
Service Reliability
Consolidated Logistics
Rapid Response:
Combine Tool Hire and Site Supplies orders (PPE,
Flexible same-day or next-day hire and delivery
janitorial products, and site consumables) on a
options available to keep your site operations
single delivery vehicle, easing procurement,
running on schedule.
reducing site congestion and carbon footprint. Full outsourced procurement available. Construction Signage Everything from construction signs to Heras fence & Scaffolding banners. Bespoke signs can also be supplied. First Response provide signage to Tier 1 Construction businesses.
Accredited Service Fully compliant with industry gold standards, holding FORS Silver, RISQS, HAE, SSIP, and ISO certifications. We are also part of the HS2 Supply Chain
Construction Site Setup First Response are able to provide a full site set-up solution.
24/7 Online Convenience Ultimate Convenience
Special Net Prices Discounted Rates: Enjoy preferential pricing structures across our full range of Tool Hire and Site Supplies products. Special Net Pricing: Volume-based net rates applied directly to your core, high-use equipment and site consumables to guarantee maximum cost savings. Competitive Pricing Guarantee: We maintain a dedicated pricing commitment to
Off-hire equipment, extend hire periods, or place new orders anytime from the computer or mobile smartphone. Cost Control Implement a requisition system controlled by spending limits and delegate the order process to site teams. Administrative Transparency: Instant access to Proof of Deliveries (PODs), collection notes, and export your hire lists and contracts by CSV/Excel reporting.
match or beat local market hire rates wherever possible.
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