A tech-friendly culture

Technology is the backbone of the Lawn Doctor business, and it has always been that way. The tech revolution at this corporation, with 465 franchises across the country today, began more than four decades ago. That's when founder Bob Magda (still senior vice-president) invented a tractor combine in his basement, figuring he could serve customers who were buying lawn care products in his hardware store, which was located just a few miles from today's Lawn Doctor headquarters in Holmdel, N.J.

But, as we know, technology expires faster than fresh bread. Customers have ramped up their expectations for buying products and services, thanks to technology. Today the world is open 24/7/365 online. And that's exactly the type of access clients are looking for, even when shopping for lawn care.

"As an industry, we are really good with agronomy, putting product on lawns, taking care of weeds," says Scott Frith, vice president marketing and franchise development at Lawn Doctor. "We're not as good at adapting to customer needs and providing solutions as it relates to technology."

But innovation is a bylaw at Lawn Doctor. So providing customers with a more robust online experience was a natural progression for the company's technology infrastructure. And, Frith says, meeting the needs of the growing franchise operation – marketing, sales, managing employees, etc. – became mission critical as the company continued to grow.

Though counterintuitive, technology takes the complexity out of an organization. "Technology fills a void where you are able to tap into more demand in the marketplace and have the ability at a unit level to service customers more efficiently," he says.

Bob Magda designed this tractor combine in his basement.

So Lawn Doctor embarked on a journey to not just revamp or refresh, but completely overhaul and create a rich technology culture. That meant building more than a brand-new website or enabling cloud computing for franchisees that allows for easy data share and anywhere access. IIt's a philosophy, with all the nuts and bolts to go with it, that will take Lawn Doctor into a future of growth. "I call it an escalation of commitment," Frith says.

A few years ago, Lawn Doctor basically asked itself: Is our technology working for us now? "Or, are we just adding on and creating a more cumbersome solution that isn't ultimately meeting objectives?" Frith says.

The company had pioneered business management software for its franchisees years ago, "and we went through a few iterations of that," Frith says. When Y2K hit, Lawn Doctor blew into the Millennium with its own software product. "Three years ago we charted a new course with respect to technology, by involving franchisees and moving to more web-based solutions," Frith says, noting that one goal was to gather up that data, collect all those disparate pieces-parts – valuable sales information, customer tracking details, and more – and roll it into an accessible platform that all franchisees could use.

That meant asking a really tough question: Do we alter/update the technology we have, add to it, or pursue a different path? "The technology was really a product of a philosophical shift from silos to a flatter organization," Frith says of charting a fresh technology course. Here are some lessons Lawn Doctor learned along the way.
 

Design to scale. Adding technology can be a lot like renovating a house. Sometimes, the more you add on, the worse the space functions. (When guests have to walk through your closet to go to the new bathroom, you begin to wonder if having that extra powder room was a good idea after all.) On the other hand, many companies find themselves in a place where the sparkling new technology they purchased won't fit the fast-growing business in a few years. (If your company is growing fast like a toddler, you need a flexible technology outfit.)

The Turf Tamer Stand On is another Lawn Doctor original.

The point: Size matters, meaning the scale of your technology platform and how it will serve your business.

"You get to a point where you want to take a look at what you have and make sure you aren't escalating your equipment to a solution that isn't scalable and won't meet the needs of your business," Frith says.
 

Gain fresh perspective. When you're working in and on the business, you can miss obvious red flags and targets. Bring in an outsider. See what they have to say about your technology. (Preferably, invite a professional who can bring technology and organizational expertise to the table.) "Have them come in and tell your story, and show them your technology," Frith says, adding that this person must be someone who is trusted by the company's decision-makers. "Ask them, 'Is this technology still relevant? What other solutions are available in the marketplace?'"
 

Include stakeholders. Consider the many departments of your business that technology touches, and include representatives from each. Find out what's working now, and what isn't. What do they wish the current technology would do for them? How could technology make their jobs easier? "Some new technology can't land on their desk one day – 'Now you have a new operational tool for your field staff' – that they've never seen before," Frith says.

"If it's an internal project, like ours, involve stakeholders like franchisees."
 

Move slow to move fast. Take your time and consider available solutions before jumping on a fast-moving tech train. Do your homework. Be software and hardware agnostic – be open-minded. Ask yourself: What does your business need today, and tomorrow? Maybe the answers are: better engaged customers, increased sales, improved service efficiency. Talk to vendors about these goals, and think big-picture. How does technology fit into your strategic plan?

"In five years, the technology should marry with where you want to be in your business," he says.
 

Document everything. The road to uncorking a new tech solution – whether launching a website or adding a tool like online sales to an existing platform – is chock full of change orders. Keep track of all the paper. Every last piece of it. Maintain copious notes. Then review goals and where you stand with the technology project to ensure you stay on target.

"If you document everything, you can go back and say, 'This is why we started down this path X months ago, and are we actually fulfilling the objectives that we initially set out to accomplish?'" Frith says.
 

Make smart partnerships. Charting a new path forward can require very different thinking, Frith says. "Sometimes, it's a bit painful," he says. "It might be out of your comfort zone. So make sure you have the right partnerships (with vendors and stakeholders internally), and make sure you are clear up front about the expectations of the technology solution."

Perhaps the most important lesson to remember is, "Technology doesn't always work," Frith says.

"It will break. So plan for the worst – and that's not as fun, but when you do anything innovative and you're a trailblazer, you will take some arrows. So prepare yourself for that. At the end of the journey it will be worth it."

The writer is a frequent contributor to Lawn & Landscape.