CEDIA Minute

13 Ways to Improve Your Service

How do you make your service department a profit center?  Here are 13 tips provided by Jason Knott to managing your service business efficiently.

1.      Bill at 4x Your Internal Hourly Rate: Consultant Steve Firszt of Fast Forward Business Consulting says a billable rate that is 4X what you internally pay your staff will earn a 50 percent profit on labor. 

2.      Go 24/7/365: If you are you willing to do it, you can charge a higher rate. Also, adding “mission critical” systems like alarms and networking will allow you to offer round-the-clock service.

3.      Institute Remote Managed Services: Make a serious effort to sell and utilize black boxes, not to mention built-in notification systems. These units avoid numerous calls because you can identify and fix the problems remotely. And when you do have to dispatch, the call is quicker because you already know where the problems lies.

4.      Set Geographic Boundaries: Some dealers won’t service systems more than 100 miles away, instead opting to outsource it to a local dealer.

5.      Don’t Handle Firmware Updates for Clients: Unless it’s under warranty, charge for firmware updates.

6.      Provide Two-Hour Service Windows: Then have your technician call the customer if he misses the time window to reschedule.

7.      Set a 20-minute “Decision Time” Policy: Have the technician make a determination in the first 20 minutes whether or not he is going to be able to make the repair within the two-hour window. If not, stop at 20 minutes and reschedule with a longer window for another day.

8.      Cross-train Technicians: How does it sound to the client if you can’t make the service appointment because “Jimmy called in sick”?

9.      Incentivize Technicians to Upsell/Upgrade: Pay commission to service technicians for upselling while on site, including service agreements.

10.    Prioritize Calls by “Emergencies” First: Then, send the closest technician.

11.    Establish a “Floating” Technician: This extra helper position can be available for two-man service calls.

12.    Stock Replacement Parts on All Vehicles: Seems like a no-brainer, but also make sure to anticipate necessary replacement parts based on the systems type.

13.    Always Document: Make sure the technician writes down exactly, “What you found, what you did, time on call, parts used/replaced.” Never get caught sending a blank invoice that just says “service.”

CE Pro, February 2012, Page 8, 13 Ways to Improve Your Service By Jason Knott

3 Must Know Sales Tips!

Putting yourself in the clients' shoes is easier said than done. For hybrid dealers, however, it's also essential for consistent sales.

Today's systems require more technology than ever, and clients can easily become overwhelmed, confused or intimidated. Here are 3 tips that will help you make the sale.

Find the Right Pace

Many hybrid retailers consign their clients to a passive role. The most common mistake for an unenlightened salesperson is blazing through the steps of an on-screen GUI or touchpanel without the client learning how to operate the system.

Instead, guide the customer through a hands-on instruction. It will eliminate anxiety and one more obstacle to making the sale.

This is also the perfect opportunity for them to experience the elegance of a sophisticated RF color touchpanel system, a powerful and profitable add-on.

Teaching is a great credibility builder. If the client is shopping for floorstanding speakers, for example, and one of the features of a certain brand is beautiful, non-resonant cabinetry, a highly effective move is to take the client directly up to the speaker for an up-close inspection of the cabinet's quality finish and minimal resonance.

If it is important to discuss a screen's micro-perforations, take the customers right up to it so they can see the millions of tiny holes for themselves. Don't point at products from a distant seating area. There are many such opportunities: look for them and apply them to each sale. Teaching applies your expertise and is necessary to close the sale.

If the purpose of a demonstration is to confirm a proper fit between the components and the specific customers, then take every opportunity to check their reaction during the presentation. Salespeople should ask themselves, "Is this item too complicated for these people?" and "Did they understand what I just said?"

After a demo, gets their response: "What did you see and hear?" "Is appearance important to you?" "Do you like the way this speaker array matches the plasma you selected?"

This also works well during a demo of movie scenes. "Did you see all the different shades of reds, purples, and burgundies? It's because this DVD player has …" Every nod increases your client's enlightenment and leads closer to completing the sale. You may be in charge but let the client lead.

Don't Bloviate

Some salespeople love to show how much they know. The more they know, the more they love to show it. Pontificating is not salesmanship.

It does not establish rapport, which is based on mutual exchange, not a one-way lecture. Engaging in tech-talk does not impress clients, most of whom neither understand nor care.

They decide whom to buy from based on many other factors. Since people want to know what these products and systems will do for them, your job is to boil down the techno into plain English.

Clients might appear interested in amusing anecdotes but don't be convinced. They might be trying to be polite; after all, they are a somewhat captive audience. If you find yourself digressing or rambling and you need a way out of this dead-end, just stop and ask a relevant question. Get the clients to do the talking so they become involved in selecting the right components.

Avoid Too Many Choices

Most hybrid retailers can support only a few select items in any category. For those clients who like the ability to choose from a broad selection, the best approach is the following: "We've pre-selected these special brands from throughout the industry for you as the best performing and highest value. We can select the system that's perfect for you."

This is what specialty custom is all about. Keep it simple. Offer good selection without confusion. Your product mix should reflect little overlap; each SKU should exist for a specific application. Too many 6 1/2-inch 2-way bookshelf speakers, for example, won't support much volume of any one model.

Once you've earned strong credibility as an expert, clients will rely on your opinion. Offering too many options contradicts the expertise you've established. It indicates you haven't been listening to what's important, you don't know what you're talking about or you're just trying to sell them something … anything.

There are several current philosophies regarding the correct number of choices to present. A prevalent one is the "ice cream" scenario, as in "We've got chocolate, vanilla, or strawberry." The idea is that you will select from what is available.

Another commonly used technique is to only show one item in any category. Whatever you decide, it is critical to look for a reaction. Get your customer's response to price, appearance and functionality. If you read acceptance, you can move on to the next item. If not, you may need to clear up any concerns.

Don't wait for the end of he transaction to be surprised at an objection which could have been resolved earlier. Learning how to read the signs will help avoid random fishing and lost sales.

How to Spot Warning Signs

A salesperson may never know when he has lost contact with the client. There are, however, some warning signs. By catching on to one of these signs, a salesperson can react before it's too late.

• The client gets quiet.
• The client shows signs of impatience: foot tapping, frequently looking at their watch, etc.
• A rapid "um hmmmm" in response to everything the salesperson says, as if he's just waiting for it to end.
• The deer-in-the-headlights look is a dead giveaway.
• If it's clear the client is glazing over, talking more and faster is the worst possible thing to do. Just stop talking.

CE Pro, May 2007 - Mark Elson is director of marketing for Sound Solutions, a Los Angeles-based systems integrator.

 

8 Keys to Security Sales

Although the exact formula will vary from salesman to salesman, there are a series of basic questions that must be asked before the job can be designed and the sale successfully made. Whether it’s a home or a business doesn’t really matter as the same questions apply to both. Here’s a detailed look at what you need to know and ask before you make the sale.

1. Develop a rapport with the client—Good salesmanship relies on good relationships. According to Brander, “All business deals are relationships based upon trust. This trust comes from common backgrounds, connections, references supplied and more. Let them know up front it’s OK to say no and avoid wasted time.”

2. Find out what problems they have experienced—It’s important to find out what prompted the prospect to call about security in the first place. Brander said: “This is a time to listen. What else can I learn about their business and its problems? Is there also a problem with theft, vandalism, assault, slip and fall, other lawsuits-legal-insurance issues, employee time and attendance?” queried Brander. “Maybe there is a problem with their existing security provider. Do they have a design? Any plans? If not, are they willing to pay me to provide them with one? This is also a good time to find out about any existing useful equipment and infrastructure.”

3. Find out what their concerns are with having an alarm system—One task a good salesman must perform is alleviating any fears or concerns that a prospect may have regarding the purchase of an alarm system. The client wants to be reassured that the proposed purchase is a wise decision and in their best interests.  “Are there any areas of concern with owning an alarm system, such as expected equipment lifespan, expandability, inter-connectivity with other systems (integration), other needs such as remote video access, alarm systems, central station monitoring, especially to help protect the head-end equipment?” said Brander.

4. See if there’s an expected budget—The last thing you want to do is frighten a prospect with an extremely high price tag. Asking what their budget is will give you a pretty good idea to what extent you can go and how you must do it.

5. Ask how quickly they need their new alarm system installed—Be upfront and honest with the client on how soon they can expect to have their new alarm system installed if they should decide to buy. Refrain from making promises you cannot keep. The last thing you want to do is start a relationship with a new client on a sour note.

6. Work to find out who the decision maker(s) is—Knowing who holds the purse strings is integral to making a sale. I, myself, made this discovery while visiting with a prospect concerning an alarm system in their home. The sale was essentially lost because I addressed the husband instead of the wife.
With regards to commercial applications, Brander asked, “Is it the facilities manager, the owner, the CFO, the board of trusties? Can we all meet together?”

7. Find out how committed they are to purchasing a security system—Brander said to find out “what other information they need to make the decision. Will this project require plans, specifications and a general submittal package? If we can provide this for you how committed are you to making this happen?” he asked.

8. Ask the prospective client for referrals—This is probably the key to building sales. Ask for five referrals and offer an incentive. One of the sales ploys commonly used in the residential security market involves offering three months monitoring for every monitored account that a client refers to the company, which will be applied to their next monitoring bill.

Security Info Watch, January 2012 page 44

Technology is not everything

The customer experience is a combination of tools and attitudes. Companies are very fond of investing in tools that improve response rates, availability of products, customer profiles, and different channels with which to connect. Yet very few take the time to invest in attitudes. Without authentic employees ready and willing to engage, no technology tool will be enough to delight customers.

Investing in employee training and engagement is critical to the creation of customer experience strategies. Yet many organizations are reluctant to make the investment. "Can we make it Web based?" they will ask. "Can we do it in less than an hour?" "How about focusing on the manager training only?" My answer is always the same. "It took you years, if not decades, to create this cultural problem. What makes you think it will go away in a thirty-minute Webcast?"

Employees develop their behavior and performance over years. A company's DNA is formed through a multitude of experiences. Uprooting those old behaviors and planting new ones takes time. While many companies will innovate their logo or IT infrastructure, the real innovation is in employee performance. If you manage to engage employees and persuade them to innovate their performance, they will in return innovate everything else.

When we work with clients who understand this link and are not jumping to technology shortcuts, they experience amazing results. An employee who attends a well-designed education program that inspires her to delight customers can start doing it the next day. The ROI on the training is immediate.
"I can't afford taking my people off the floor" is often the common pushback. My response: "Okay. Let them practice on real customers."

Employee engagement is a critical, yet often neglected, component of customer experience strategies. There is no substitute to providing employees with information, practice, and inspiration to keep their performance sharp and ready to serve.

Ritz Carlton Hotels invests 250 hours of training annually in their employees. The results are clear. How many hours did you invest in your employee engagement in the last 12 months?

Customer Relationship Management, February 2012, page 8

5 Industry Initiatives

The following initiatives were offered by Scott Goldfine as ways to combat the five highest ranked industry challenges:

Recession — Put more energy and effort into selling upgrades and more services to your existing client base; this can be low-hanging fruit and lower in costs than new account creation. Also reduce resource-zapping callbacks by making sure installations and service calls adequately solve customers' issues the first time.

Operating costs — Negotiate lower equipment costs with your suppliers; they are more apt to cut deals during these tough times. Also put more thought and even some investment into practices and tools that increase your workforce's productivity and reduce inefficiencies.

Government regulation — Become an active participant in the process through local and national trade associations, communicating and building relationships with local officials, and routinely monitoring industry and general business media. Be aware and be heard.

Security company competition — Take care of your existing customers; keep in regular communication with them and truly understand their needs. Partner with them and build relationships based on trust, and you will have loyal customers unlikely to look elsewhere no matter how much lower others' prices might be.

Manufacturers selling direct — Make sure your people have the skillsets and training necessary to effectively represent and sell the latest security solutions. If manufacturers are confident in your commitment and capabilities they are unlikely to feel the need to sell direct. If they still do, then look for another supplier.

Security Sales, December 2011, page 10

What does the Chief Want?

It's your job as an alarm installer to understand how technology can be used to satisfy the AHJ's in your market.

All of the fire chiefs recently asked want access to comprehensive alarm system data. Some want notification about alarm events immediately so they can begin the emergency response process right away. The predominant reason is to meet the response time goals of the accreditation model they are following.
Other chiefs are happy with the current dispatch process but want to know when a system has been taken offline. For them, auto-generated reports can be sent at specific intervals in the medium of choice, i.e., E-mail, text message, fax, etc. Additionally, every chief would have online access to the history reports for all systems in their jurisdiction.

Fortunately, the technology exists — and is being used in the field now — to satisfy all of their wishes.
Technology being used today allows chiefs to predetermine what information they want from a central station, when they want it, who should get it and even the medium in which they receive it.
For example, if the chief wants immediate notification of a fire at certain (or all) properties, the chief and others can be informed as soon as the central station receives the signals. Concurrently, human monitors begin the verbal dispatch process and start making call list notifications.

The chief and whoever else he designates will receive the complete alarm signal with point-address data and will continue to receive real-time updates about the alarm event, such as adjacent zones going into alarm. The obvious benefit is that firefighters are armed with the most complete set of facts available when they arrive at the scene. The precious minutes lost by examining the fire panel can now be spent addressing a known situation. Plus, as more live signals come in, firefighters can react accordingly. Using the same technology, in the future, chiefs will even have access to live video from the impacted zones, as well as other information like blueprints or space-usage advisories.  The point is alarm installers and the central station community need to be more proactive in educating fire and police chiefs about the ever-advancing capabilities of the private industry.

Sell Technology Benefits to Chiefs
"Chief, I'm an alarm installer in your community. I'd like to speak with you about the latest advancements in technology that greatly increase life safety and won't cost taxpayers a dime."  Those words should immediately grab the chief's attention. But even if you have to call a few times to arrange that meeting, you must do so because it's your responsibility to educate local police and fire chiefs, as well as inspectors, about the capabilities of the private alarm industry so that the situation in Illinois does not germinate in your market.  Find out exactly what the local chiefs want and share that with your central station. It's likely they already have a solution to the problem.

Security Sales, November 2011 page 40

To comfortable to change?

There is no doubt it is politically correct and generally accepted as intelligent to claim you are comfortable with change. If you really want to be perceived as being progressive, you can boast you embrace and even love change, but the simple fact is the vast majority of humans do not like change one bit. Humans prefer to stay in their comfort zone, processing the same data in the same or similar fashion, producing the same or similar results. How many times have we all heard, "Do not fix what is not broken"? The problem with staying in your comfort zone and failing to fix what is perceived as unbroken does not take into consideration the fact everything around you is changing rapidly. Be honest with yourself, are you of the mindset that it's just easier to keep doing the same things in the same way just like you always have? Many companies have similar "do not fix what is not broken" mentalities and the results are often ugly. What happened to Sears? How about Kmart? I guess management figured Amazon.com and Wal-Mart would not impact them enough to motivate the required change in their organizations. Everything was going great, so why tinker with what works? Closer to home, have you evaluated the rapid-fire change in the physical security space? Our industry is experiencing nonstop acquisitions, senior level management shake-ups and general restructuring among most of the major players. It would be beyond naïve for you to think these changes made by our industry's most influential providers of products and services will not impact you, your existing relationships with your customers, and your bottom line. Past achievements may be pleasant memories and past failures may cause heartburn, but remember they are the past. Your job is not to celebrate or curse the past; your job is all about succeeding in the future. So what can you do to make sure you and your company does not fall into the "I am too comfortable to change" category? 1. Commit to a review of your personal day to day activity. Are you on autopilot? Can a restructuring of how you approach your responsibilities make you more productive? 2. If you are in a position of authority at your company, I suggest you run the same autopilot question for each of your departments. 3. Study your change options. Change for the sake of change makes no sense. Make sure your change plan is logical, well thought out, and that you have adequate input from your peers, subordinates and senior management team. 4. Do something! If you are conservative by nature you can stick one toe in at a time, but by all means do something, make something positive happen! 5. Lead by example. Do not ask anyone to do what you will not do or have not already done on a comparative basis. Staying in your comfort zone is not an option unless you are very close to retirement; in which case you may possibly survive without accepting HD surveillance, IP everything, hosted video, managed access and your younger employees' tattoos and nose rings. If you are not ready for retirement you had better get your arms around fixing what you may perceive not to be broken.

Ask them what they want...

While bonuses and other financial incentives are nice, they are not the only things that motivate people in the workplace. In fact, one could argue that they are relatively ineffective at sufficiently motivating professionals for the long term. Instead of guessing what motivates individual employees, managers should start out by asking them. On an individual basis, explore what is important to each contributor. What are their goals? Which tasks and responsibilities would they prefer? What could the manager do to make their jobs more fulfilling? Many of us fail to ask, either because we don’t think of it or because we are afraid of going down a dangerous path: What will we do if they ask for something we can’t accommodate? Managers should be up front with their staff about expectations and limitations. They also should share the reasoning behind a decision. Something along the lines of, “I want to tell you early on that we do not foresee paying any bonuses this year. This is because…” Or, “I understand you want to work on our high-profile account, but I don’t think that it’s appropriate because…” Be sure to give the honest reasons behind the decision—this might involve some research and/or problem-solving on the manager’s part. For example, instead of saying the company won’t have any surplus, you might share that the company has decided to invest in R&D to bolster its competitive position in the market (and why that is important to the employee); or, you might identify the specific steps that must be undertaken to help an employee reach the next level in their career so they are ready to take on an important assignment. Arguably, a manager’s chief responsibility is to develop their staff and to make each contributor the best they can be. Most of us want to feel heard and respected. We want to be recognized for our individuality and the unique strengths we bring. Whenever possible, managers should consider Pareto’s 80-20 rule, and focus on developing their staff’s strengths instead of on closing the gap in their weaknesses. It’s important that the employee be part of the process. So, together with the direct report, a manager should develop an action plan for the employee’s professional development. Encourage managers to assemble their teams and highlight each contributor’s core strengths. Communicate how each person contributes to the group’s success, and how the group fits in with the larger corporate mission and strategy. Caution against waiting until formal feedback/review sessions to highlight individual successes and contributions, and be sure to include the rest of the team when you do—the others in the group will have a greater appreciation of their teammate’s talents, and likely will be motivated to up their game for a similar opportunity to shine in the spotlight. Profiling an individual’s accomplishments in a company newsletter, intranet, or other communiqué is an especially effective means of encouragement. Ask staff for feedback. Foster an environment that encourages direct reports to participate in the decision-making process by sharing their ideas and cite opportunities for improvement (but decisions still rest with the manager). Even if the manager rejects their ideas (by sharing the rationale for rejecting them), employees will feel respected by having their ideas considered and by receiving constructive feedback. The end result is a team of creative and motivated employees.

Survival of the fittest

The concept of "survival of the fittest" has merit in the business world. Some people and businesses are better suited than others to adapt to a changing environment. But it boils down to a simple mindset: the willingness to embrace and benefit from change. Change is the only constant. It's always been with us and will always proceed us. Most of us have at least some capacity to change. Let's take a closer look by examining three different business types. Business Type #1 (Can we survive?) — Many companies, maybe even yours, will be fortunate if they even survive the next two years. Many have already closed their doors, simply because they didn't build their businesses during the past few years around a culture that embraced and adapted to change. They had no protection against uncertain times, sharp downturns in the economy and unexpected regulation. They just assumed the good times would last forever and they bought in to the illusion that our economy was bulletproof. Lack of cash flow will be the single most common cause of business failure during the current recession. Failure to make quick and sometimes deep cuts in overhead, while assuming things will get better soon, will be the second most common cause of failure. Can we even survive? This is the question being asked by companies that were ill prepared for the current recession. Business Type #2 (Can we sustain?) — This is the question healthy businesses, properly situated to handle a recession, are allowed to consider. Can we maintain profitability? Can we maintain revenues? Even, can we maintain growth? Companies looking to sustain current revenues, market share and profits have healthy backlogs. They know how to accurately forecast revenues and profits. They know how to manage the overhead of the business to meet current conditions. They will do whatever it takes to be profitable every quarter. They will pay close attention to receivables and do an excellent job collecting what is owed. Business Type #3 (Can we prosper?) — There will be companies that prosper during the recession and will be poised to dominate when it's over. If you're a Type 2 business, you have the option to become a Type 3 business if you have the vision and courage. Type 3 businesses will position themselves to take market share from competitors, ramp up marketing and sales efforts when everyone else is cutting back, and they will seriously dominate their market when things improve. In other words, healthy companies have options. They can choose to hunker down, becoming very protective of what they have and simply survive or sustain during the next couple years. Or they can go on the offensive by using this opportunity to trim the fat and ramp up marketing and sales efforts. They can even consider strategic mergers or acquisitions designed to capture meaningful market share and build momentum. The lessons of past recessions and even the "great depression" tell us when handled wisely great opportunities can be identified and exploited. Security Sales, October 2011, page 14

AHJ Reminders

When working with the Authority Having Jurisdiction (AHJ), it is important to know what is expected of them and what they expect from you. Before you start a fire alarm installation, it is critical to understand which obligations are yours and which are those of the AHJ.

The AHJ is the official representative and embodiment of the written requirements of the building code. (In a few locations, the fire department assumes this role.) In addition to the AHJ, others having a stake in the project include building owners, system designers and often architects/engineers and general contractors. While it may sometimes be stressful, the time to gather input from all stakeholders is before the job begins. Having to clarify or amend items after the contract has been signed or the job started multiplies the headaches many times over.

The building inspector should enforce the minimum adopted code requirements; provide timely Plan Review to obtain approval (could be outsourced); implement Acceptance Test supervision with trained field inspectors; and sign a Record of Completion or other acceptable documents once the fire alarm system has passed so the Certificate of Occupancy can be issued.

The next cog in the wheel is the person paying the bill-the building owner. If an architect is on the job, the building owner should have conveyed to them their fire protection goals. They may work directly with a design-build organization like your alarm company. This contractual arrangement is preferred, as it eliminates a gate keeper to the owner and allows you direct access to the customer and the ability to offer your expertise. As required by code, make certain to provide the building owner with the following: an owner's manual; finalized Record of Completion; 'As-Built' drawings; manufacturer's instructions for all system equipment; sequence of operation; and site-specific software with current version numbers.

Whether the fire system designer is an employee of the alarm company or an architect/engineer hired by the building owner, they must be credentialed, thorough and knowledgeable. They are the experts and may act as an intermediary between the building owner, Alarm Company and the AHJ. The owner of the building may have voiced a set of fire protection goals to the system designer. The system designer will also determine national and local code requirements for occupancy type and identify and indicate proper interfaces to any fire safety control functions. They will prepare drawings and verify site floor plans, creating a submittal package that includes: equipment specification sheets; wiring styles; location of devices; voltage drop calculations; and more.

Adopted codes require you comply with many rules and occasionally you may have to comply with the requests of others such as the fire department. The fire department may provide the approval for location of annunciator(s); approval of zoning descriptions; preferred location of any Fire Command Center; number of fire fighter phones or handsets/jacks for EVAC systems if radios are absent; an approved description of areas served by duct smoke detectors; reacceptance tests if the fire alarm system has site-specific software changes; and location of Inspection Reports (if not at the FACP) and 'out of service' tags.

The fire alarm installation company has critical obligations and duties. The alarm installing company must review the contract, design documents and resolve any conflicts; secure the installation permit; properly install the system according to approved plans; prepare 'As-Built' specifications identifying minor device placement changes; perform an Acceptance Test with the building department, coordinating with other trades; prepare a Record of Completion; present the owner with a proposal for Test/Inspection agreement/contract; and assemble a list of their licensed fire alarm installers for the Building Department.

By no means is this an all-encompassing compilation of everyone's responsibilities, but instead a testament that parties must work together to ensure a properly designed, installed and working fire alarm system.

Greg Kessinger, Security Info Watch, February 2011 pag 46

Run-away Signals

A runaway condition takes place when an alarm control panel, for whatever reason, transmits repeated, constant signals to the monitoring station's receiving equipment.  

Consider instead of sending one signal every 24 hours the panel sends 24 signals in one hour. In a typical runaway condition, the number of signals transmitted can range from three to 10 signals per minute or more.  This creates a traffic jam if you would and a number of problems.  Even with redundant alarm receivers, the panel can bombard the receivers so heavily that these runaway signals can delay or even stop legitimate high priority alarm signals from being received. A system that is transmitting runaway signals can jeopardize all of the other accounts that transmit to that receiver. If the runaway account is transmitting during the central station's peak signal traffic hours, the problem is only amplified. 

Since there is a danger of potentially missing or delaying one of these emergency signals, runaway panels must be serviced as quickly as possible. Regardless of the time of day, when you receive a call alerting you that a subscriber's panel is in runaway condition you should attempt to work with the subscribers over the phone and get them to take action to shut down the runaway dialer.  

Runaway conditions can also be addressed in the subscriber contract or service agreement. These agreements can indicate the subscriber is obligated to take action in the event of a runaway condition, assuming the system can't be reset remotely by the dealer. This is particularly important if the subscriber's system reports on a long-distance or toll-free number. A runaway panel dialing in several times a minute can quickly run a phone bill into the hundreds of dollars if it is not serviced promptly.

Monitoring Matters, Security Sales, March 2011 page 34

Memphis. TN Ribbon Cutting

See the Ribbon Cutting for the New facility in Memphis TN.

SentryCon 2012

Memphis was an outstanding treat. We thank you for your attendance and hope to see you next year. If you are missing anything from the show contact Peggy at 800-932-3304. To view some of the pictures look here!!