COVERSTORY


HOA community they serviced had recur- ring issues with irrigation inefficiency and plant health. They proactively conducted a comprehensive property assessment, identified water waste and proposed a smart irrigation upgrade. They provided a 30% reduction in water costs and renewed a 3-year maintenance contract. Strong partnerships with clients can be built with proactive communication, edu- cation and mutual accountability. Nasim says that by effectively communicating with their clients, they have a retention rate well above 90%. Jeff Colton, president of the


construction division for Monarch Landscape Companies, stresses the need to have open, honest conversations with clients where you express concerns rather than just tell the client what they want to hear.


Photos: Allied Land- scape


product innovation, pricing strategies, and logistical efficiencies. They also engage their vendors in training programs and leverage suppliers’ expertise to improve their services. “Whether it’s supplies or services,


anytime you’re reliant on someone else in order to meet a deadline or keep a client happy there’s some risk involved,” Barnes says. “But if you have vendors who act as partners to you, it’s a little less stressful because you know they’re going to do everything they can to help you meet your obligation.”


PARTNERSHIPS IN ACTION While calling your clients partners is a step in the right direction, your actions truly determine whether you can foster long- term relationships with your customer base. “A partnership implies a common goal and working together for a shared outcome,” Stewart says. “You approach the work with an understanding of the desired results rather than just delivering on a defined scope. The scope is not always exactly what the client wants, and with a true partnership, you can adjust it to better meet their needs. A transactional approach doesn’t build long-term relationships — partnership does.” Barnes says for them, it starts with the


sales process. They never assume what the client needs in the first meeting. “We bring a lot of questions and ask


22 The Edge //May/June 2025


them to think about things that maybe they hadn’t considered with previous vendors,” Barnes says. “There is an open- ness and a transparency that we show them from very early on in the process. Our hope is that this encourages the client to open up and provide us with all the infor- mation we need in order to build a service approach that meets both their needs and their financial constraints.” Seek to understand the client’s priorities,


long-term vision and constraints. Then, you can work to provide solutions that offer the best value possible so the client feels you are taking care of their specific needs. It is also important to set clear expecta- tions at the beginning of the relationship. Farris says they will outline their mainte- nance plans, response times and quality standards. “When I interviewed with a lot of clients


over the past six years, I would ask them what they’re looking for in their new landscaper that their current vendor is not providing,” Farris says. “The number one thing I hear is communication. I like to look at it as how would I feel if I was in their boots? I want a company that’s going to be responsive to me. I want them to be honest with me. I want them to be clear and precise with me.” McIrvin says they utilize an onboarding


process where within 30 days they provide a professional management plan, outlining maintenance schedules, potential en- hancements, and expectations. They also have scheduled site audits and proactive reporting to keep customers informed. In one instance, McIrvin says a large


When it comes to developing mutually beneficial vendor relationships, it’s all about give and take, rather than just focusing on the lowest prices. “There must be value from both parties,


appreciation and respect,” Nasim says. “We even go a step further by aligning a potential prospect, whether it’s a customer or vendor, against our core values, and see if they would align with them. This exercise increases the likely odds of us selecting the best long-term partners.” Barnes agrees they would never choose


a vendor who doesn’t align with their culture. “There’s always someone willing to do it cheaper or faster, but when you find some- one who really wants to be a partner for the long-term to your organization, that’s far more valuable than any short-term savings,” Barnes says. McIrvin says they foster strong vendor


relationships by creating stable, long-term agreements, regularly meeting to discuss issues and opportunities, and working together on new solutions. “We prioritize vendors who share our commitment to sustainability, quality, and customer service,” McIrvin says. “Vendors who support training, offer innovative solutions, and are responsive to our needs are preferred partners.” Farris says they benefited from leaning on their vendor’s expertise when they first started installing smart irrigation systems. “By leveraging their expertise, we reduce


the water usage by 30% while maintaining lush green landscapes, not drying out land- scapes, something that I feel like it would


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