Sample Leasing Contract Sample Leasing Contract: Fill & Download for Free

I would check out the Nolo Press website in regard to a tenant contract. Also, there are many websites that have sample lease contracts. In general, you should require at least two personal references, and two references from prior landlords before drawing up a contract. Also check their credit rating, and require a substantial deposit and a cleaning fee before renting to them.

I use the standard ones put out by my realtor’s association, and are written with the help of many attorneys. Here is a sample:https://www.aaronline.com/wp-content/uploads/2016/05/Residential_Lease_Agreement_June_2016_SAMPLE.pdf

If your complaints about “having too many clients and too much work” are falling on deaf ears, here’s how I handled having too many accounts in the past when I was first a sales rep for Xerox Corporation - so perhaps some of these methods may also help you to handle “too many accounts”.Organize & Prioritize: I made a list of all my accounts (about 800 at the time) starting with the accounts that generated the most monthly revenue and working in descending order so the clients at the bottom of the list were those that generated the lowest dollar amount of monthly revenue.I had already sent a letter to all my accounts notifying them that I was now their primary contact and to let them know how to contact me if they ever needed anything or needed my help in resolving a billing or service problem.I sent out similar letters monthly and quarterly, also telling them about new products and different pricing plans and and also to let them know we had lease contracts for monthly, annual and two-year terms and purchase plans wherein we would finance the purchase of their equipment if they wanted to purchase rather than rent or lease.My letters also reminded them of the contact numbers for ordering supplies like toner and copy paper - and that they could also call me to order supplies if they preferred.For the top revenue-producing accounts, I visited them in person to make sure their equipment was working properly and also to make sure they had the right machine for their office (or if they could be more productive or save money on a different model of equipment or a different pricing plan).When making office visits to any account I always made sure the employees all knew how to use the machine and the proper way to load paper to prevent paper jams and how to add more toner and clear paper jams when they occurred.I was provided computer-generated service records for all my accounts so for those customers with an inordinate number of service calls, I’d visit the office to make sure all employees not only knew the proper use of the machine, but also to see what brand of supplies they were using. Many customers tried to save money by ordering off-brand toner and paper, so I would give them free samples of Xerox brand toner and copy paper so they could see the difference our supplies made in the performance of their machine - so I was able to capture their supply revenue as well.When it became obvious a customer needed newer, faster equipment or more features (such as over-size copying of forms, 2-sided copying or collating) I would set up a meeting with the primary decision maker and offer to “loan” them a new copying machine for ten days so he and his staff could “try it out”. I was conservative in my recommendations on when to upgrade to a newer machine because it was more important for me to keep the customer with whatever machine was best for their office than it was to over-sell a machine that was more than they needed or too expensive for their budget. All the trials I set up “stuck” and the customers kept them as they were really The Best Option for their office. By offering a free trial of a new machine, this also helped the decision maker, who may have been aware their current machine wasn’t doing the job for them, but was too busy to shop around for a new one - so I eased the weight of that decision for him, as well as helped to keep his office staff content and more productive.I also got the name of the primary contact person in each office (“the key operator”) so I could call that person occasionally just as a way of staying in touch and to let my clients know we wanted to keep their business and to keep them as contented customers.I called all my smaller accounts periodically to check in and see if their equipment was working properly and if they needed anything from me and to make sure they had enough supplies on hand - and also to thank them for their business.If and when I did receive a “cancellation letter” from a customer notifying us they were cancelling their service, I went immediately to that account to learn what the problem was and made every effort to halt the cancellation process and to retain the account - and I was able to keep the account each and every time. This may have involved replacing their existing copier with a brand new identical model or upgrading to a different model or helping to resolve service or billing issues - in other words, anything it took to retain the account.Since this was my first sales position, my primary responsibility was “client retention” which meant learning about minor issues before they could escalate into big issues and to convert monthly rental plans to longer rental terms or purchase plans and to upgrade to newer, faster equipment with more features when appropriate.The key to handling too many accounts is to “Organize & Prioritize” which accounts are most important (those that generate the most revenue) and to be organized by doing “First Things First - Last Things Last (or not at all)”.With the methods described herein I had zero customers cancel their contracts in the initial quarter and I was later promoted to a commissioned territory sales representative after my first year in this salaried sales position.