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Salt Lake City Carpet Cleaning is a provider of carpet cleaning services for home and residential services specializing in restoration solutions with an average of 415 customers annually with more than half being repeat business.

The company started as a two-person operation with a single van which has now grown to six technicians and a fleet of three vehicles.


The SLC carpet company has been growing in customers and revenue because of their excellent service requiring an increase in employees.

The most evident issue with their rapid growth is the need for a management decision-support strategy. If there is not a high-end tracking system in place, the company must resort to manual monitoring and data collection resulting in more workflow, and the increase for human error.

Training and supervision also increased, causing more human resources efforts inside the office versus being out in the field.


Creating a SOAR blueprint to identify the root of the problem along with technical challenges and customer service revealed what steps this small thriving business needed.

Some of these steps included out-sourcing for hiring and training techniques designed by management to ensure consistent results and successful proper implementation.

Installing a CDM system to track appointments, employees, and customer invoice information streamlined the process.

The company opened a satellite office to serve local markets better saving time and increasing employee satisfaction.


The impact of my proprietary strategy is clear from the significant impact experienced by the company.

Customer increase surpassed 40% of incoming customers in less than six months.

Today, technicians have complete control of their customers provided by a high level of service and efficiency. The employees are able to monitor service center performance in real time and achieve high customer service goals.

CDM data now generates daily, weekly, and monthly reports enabling the company to promote competitiveness (based on the shortest average waiting time and customer reviews) by selecting the best employees and increasing training for those that needed it.

The Data I consulting program transformed into valuable management information used to create an optimal staff planning schedule. Analyzed statistics enabled long-term resource planning to design a cost-effective customer service strategy.

The Melissa Shruman Small Business Consulting Firm also helped delegate transport between technicians to balance the workload and increase customer satisfaction with faster appointment times resulting in an improved time schedule.

Marketing efforts also increased to include neighborhood targeting to match desired demographics to expand profitable customer-base areas, which included ads and brochures.

• Financial impact – Cost savings of 30% along with a 40% increase in customers.
• Process improvements – more efficient and better management of customers