Andrew Navarro

In the commercial cleaning industry, growth does not always come from adding new accounts. In many cases, the most efficient path to increasing revenue is already in place. It lives within your existing client base. Building service contractors (BSCs) can transform stable contracts into high-performing accounts by introducing the right add-on services at the right time. The focus should be on solving client issues, not simply selling more. Shifting from vendor to partner Most BSCs start with a clearly defined scope of work. Daily cleaning, trash removal, restroom maintenance, and common-area upkeep form the foundation. But over time, client needs evolve. Floors wear down. High-touch areas demand more attention. Seasonal changes introduce new challenges. Contractors who stay within the original scope often miss these opportunities. Those who actively assess and recommend additional services position themselves differently. They become partners in maintaining the client’s environment, not just vendors fulfilling a checklist. This shift in mindset is where add-on services begin to drive real value. Identifying the add-on opportunities Not every service fits every facility. The most successful BSCs take a consultative approach, evaluating each site based on usage, traffic, and industry-specific requirements. Floor care is one of the most consistent opportunities. Carpet extraction, hard floor stripping and waxing, and periodic polishing are services clients often need but may not proactively request. When presented with a clear maintenance plan, most clients recognize the long-term cost savings of preserving their flooring assets. Disinfection services also continue to play a role, particularly in healthcare environments, schools, and high-traffic offices. While demand has stabilized since its peak during the COVID-19 pandemic, clients still value targeted, high touch surface treatments during flu season or in response to workplace illness. Other opportunities include window cleaning, pressure washing, post-construction cleanup, and day porter services. Each service adds a layer of support, enhancing the overall client experience. Paying attention to timing Introducing add-on services is not about pushing a sale. It’s about identifying the right moment for a needed service and communicating clearly. The best time to recommend additional services is during routine inspections or performance reviews. When a BSC can point to a specific need, such as worn flooring, debris buildup in high-traffic areas, or seasonal debris, the conversation becomes practical rather than promotional. Visuals help. Before-and-after photos, maintenance schedules, and simple cost comparisons make it easier for clients to understand the benefit. Framing the service as preventive rather than reactive often leads to faster decisions. Consistency in communication also builds trust. Clients are more receptive to recommendations when they come from a contractor who has consistently delivered on the core scope of work. Driving success with operational prep Adding services is only effective if they can be delivered at a high standard. This requires planning. BSCs must ensure they have the right equipment, trained personnel, and scheduling capacity before expanding their offerings. Floor care, for example, demands both technical skill and proper machinery. Without preparation, add-on services can strain operations rather than strengthen them. Training plays a critical role. Teams should understand not only how to perform the service, but how it fits into the broader client relationship. When technicians take pride in delivering specialized services, it reflects in the result. Growing revenue without adding risk One of the greatest advantages of add-on services is efficiency. Selling additional services to an existing client is far more cost-effective than acquiring a new account. Increasing service to existing clients means no onboarding curve, no new relationship to build, and no uncertainty about expectations. For BSCs, this translates into higher revenue per account with lower acquisition costs. It also strengthens retention. Clients who rely on a contractor for multiple services are less likely to look elsewhere. Franchises see this method of gaining additional revenue as a scalable growth strategy. When franchisees thoughtfully expand their service offerings, they build more resilient businesses. Following a practical path to growth The most successful contractors do not chase every opportunity. They focus on relevance. They listen to their clients, observe the facility, and recommend services that genuinely improve outcomes. Add-on services are not an upsell tactic. They’re an extension of good service. When approached with intention, they create a winning scenario for both customers and businesses. Clients receive better-maintained environments, and BSCs unlock new revenue streams within accounts they already know. In a competitive market, that kind of growth is not just smart. It’s sustainable.

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Andrew Navarro

Master Franchise Owner, Anago of Greater Philadelphia and South Jersey

Articles by Andrew Navarro

Expand Your Services, Not Your Client Base

Business and Management

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