The fallacy of reducing cleaning frequencies to cut costs
The professional cleaning industry has a long-standing reputation for being resilient in the face of economic challenges, earning the label "recession-resistant." However, in recent years, this resilience has waned, leaving us to question why this once-reliable term no longer holds true.
In today's economic landscape, downturns do indeed affect the cleaning industry. Building managers often respond by reducing cleaning frequencies as a cost-saving measure, limiting opportunities for cleaners to generate revenue. While such measures may seem effective initially, they frequently yield unfavorable outcomes.
The post-COVID era has brought unprecedented challenges to the industry. Reduced building occupancy, remote work trends, and downsizing of office spaces have all strained building operating budgets. In response, many managers instinctively turn to cutting cleaning expenses as a solution, albeit one with potential consequences.
Consider the following case study:
In today's economic landscape, downturns do indeed affect the cleaning industry. Building managers often respond by reducing cleaning frequencies as a cost-saving measure, limiting opportunities for cleaners to generate revenue. While such measures may seem effective initially, they frequently yield unfavorable outcomes.
The post-COVID era has brought unprecedented challenges to the industry. Reduced building occupancy, remote work trends, and downsizing of office spaces have all strained building operating budgets. In response, many managers instinctively turn to cutting cleaning expenses as a solution, albeit one with potential consequences.
Consider the following case study:
At one point, my company managed the cleaning of approximately 20 bank branches in California. During a severe economic downturn, the operational manager of these branches reduced cleaning frequencies from five days a week to three. This adjustment appeared successful initially, as not every location required nightly cleaning. However, as the economic decline persisted, cleaning frequencies were further reduced to just two nights per week.
While this schedule was manageable, branch managers began voicing concerns about the need for more frequent and effective cleaning. Despite these complaints, the operations manager took a drastic step, implementing a once-per-week cleaning schedule over the weekend. Additionally, services such as carpet cleaning, window cleaning, and floor refinishing, previously performed biannually, were now only available upon request.
Cleaning typically accounts for 25 to 35 percent of a facility's budget, making this strategy an attractive means of reducing costs. However, the consequences soon became apparent. Customers began closing their accounts, openly criticizing the cleanliness and appearance of their local branches. Some even suspected that the bank's financial stability was in question due to the reduced cleaning standards, further damaging the institution's reputation.
This case study illustrates the snowball effect of reducing cleaning frequencies. A similar story emerged at a large fast-food chain, where reduced cleaning frequencies led to a notable drop in franchise sales. Customers' perception of a dirty dining room extended to doubts about kitchen cleanliness, adversely affecting their confidence in the food's safety.
Fast forward to the present, where the COVID pandemic has placed significant pressure on building owners and managers in North America. Some have reverted to reducing cleaning frequencies to cut costs. However, in this post-COVID era, tenants and customers expect heightened hygiene measures, not fewer. Instead of merely scaling back cleaning frequencies, managers should consider enlisting cleaning experts or janitorial distributors to explore cost-effective cleaning solutions that maintain cleanliness and hygiene standards. The strategy of cutting frequencies may, in fact, harm the bottom line in the long run.
Managers must recognize that tenants will return, particularly to facilities perceived as clean, healthy, and safe. Proper cleaning practices are vital to a facility's future and should not be compromised as a cost-cutting measure
Skyline Building Care
skylinebuildingcare.com
sales@skylinebuildingcare.com
While this schedule was manageable, branch managers began voicing concerns about the need for more frequent and effective cleaning. Despite these complaints, the operations manager took a drastic step, implementing a once-per-week cleaning schedule over the weekend. Additionally, services such as carpet cleaning, window cleaning, and floor refinishing, previously performed biannually, were now only available upon request.
Cleaning typically accounts for 25 to 35 percent of a facility's budget, making this strategy an attractive means of reducing costs. However, the consequences soon became apparent. Customers began closing their accounts, openly criticizing the cleanliness and appearance of their local branches. Some even suspected that the bank's financial stability was in question due to the reduced cleaning standards, further damaging the institution's reputation.
This case study illustrates the snowball effect of reducing cleaning frequencies. A similar story emerged at a large fast-food chain, where reduced cleaning frequencies led to a notable drop in franchise sales. Customers' perception of a dirty dining room extended to doubts about kitchen cleanliness, adversely affecting their confidence in the food's safety.
Fast forward to the present, where the COVID pandemic has placed significant pressure on building owners and managers in North America. Some have reverted to reducing cleaning frequencies to cut costs. However, in this post-COVID era, tenants and customers expect heightened hygiene measures, not fewer. Instead of merely scaling back cleaning frequencies, managers should consider enlisting cleaning experts or janitorial distributors to explore cost-effective cleaning solutions that maintain cleanliness and hygiene standards. The strategy of cutting frequencies may, in fact, harm the bottom line in the long run.
Managers must recognize that tenants will return, particularly to facilities perceived as clean, healthy, and safe. Proper cleaning practices are vital to a facility's future and should not be compromised as a cost-cutting measure
Skyline Building Care
skylinebuildingcare.com
sales@skylinebuildingcare.com
800-407-1377
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