Mark Robinson, Commercial Director at NJC, offers a commercial perspective on one of the most common challenges in cleaning procurement: choosing between lowest price and long-term value. Drawing on experience from live contracts, he explores why the cheapest option often costs more in the long run.
In almost every conversation about commercial cleaning services, price enters the room early. And that’s understandable. Budgets are under pressure, procurement teams are tasked with delivering savings, and cleaning is often viewed as a controllable cost.
But after years of working closely with clients across the UK, I’ve learned that the lowest price on day one rarely delivers the best commercial outcome over the life of a contract.
The real cost of a cleaning contract is rarely visible in the tender spreadsheet.
On paper, two cleaning providers can look very similar. The specification is the same, the service hours align, and the compliance boxes are ticked. The difference often comes down to margin.
That margin matters more than many realise.
When pricing is pushed too far, something must give, usually workforce stability, supervision, or the ability to absorb disruption. Over time, this shows up as higher staff turnover, inconsistent standards, increased management time, and reactive problem-solving.
What initially looked like a saving becomes a drain on time, energy, and confidence.
The most effective clients I work with don’t ask, “Who is the cheapest?”
They ask, “Who will still be delivering consistently in two or three years’ time?”
Value in commercial cleaning isn’t just about outputs. It’s about:
When cleaning is working properly, it fades into the background. When it isn’t, it becomes highly visible very quickly.
The strongest cleaning contracts are built on partnership, not transaction.
That doesn’t mean avoiding commercial discipline, it means applying it properly. Open conversations about cost pressures. Clear performance measures. Data-led reviews rather than reactive discussions.
From a commercial perspective, long-term partnerships consistently outperform short-term wins. They allow for planning, investment, and continuous improvement, all of which ultimately protect value for both sides.
Across facilities management and corporate estates, I’m seeing a shift in how cleaning services are evaluated.
More clients are:
These organisations recognise that cleaning is not just a cost line, it’s a service that directly affects safety, wellbeing, and reputation.
Commercial success isn’t about winning contracts at any cost. It’s about delivering value consistently, predictably, and sustainably.
In the UK commercial cleaning industry, the providers who will stand out over the next decade won’t be the cheapest, they’ll be the most reliable. The ones who understand that resilience, people, and performance are not optional extras, but commercial fundamentals.
Because in the end, the best contracts aren’t the ones that look cheapest on day one, they’re the ones that still work when conditions are challenging.
Mark Robinson,
Commercial Director