You don’t need more leads. You need to book the ones you already get. Most small companies burn money on marketing while their booking rate sits at 50%. That’s not a lead problem, it’s a front-end problem. Answer the phone, book the call, and you could double the business without spending another cent on marketing.
they actually could double the size of their business if they just answered the damn phone. A lot of smaller companies fall into this trap of I ne...
The urge to micromanage usually means your people don’t have clarity, not that they need more control. Detailed job description. A clear line on which decisions they make, check on, or collaborate on. Consistent one-on-ones. Give people direction, support, and feedback, and the need to hover just disappears.
Have you ever found yourself micromanaging a director port and wondered what's going on? We've all been there. We give somebody something to do an...
We kept getting more aggressive with discounts to drive more leads. More leads, more leads, more leads. Then we realized we closed the exact same number of jobs. The extra leads were tire kickers who couldn’t get approved and never wanted to buy anyway. We were patting ourselves on the back for volume that meant nothing. A bigger discount doesn’t get you better customers. It gets you more of the wrong ones.
Discount campaign to get someone to act is not a bad thing. I think you have to know your numbers. What is this discount going to do to my overall...
This distribution center opens at 4:30 AM and runs all day so our techs never wait on a part. It supplies five central Indiana locations. Delivery trucks running to four of them, a hub where every Indianapolis tech refills what they used yesterday. This kind of infrastructure looks expensive until you realize what waiting on parts costs you: slower jobs, rescheduled customers, and revenue that walks.
As our distribution center, headquarter here in Indianapolis are just south of the city. All of these parts and pieces we distribute out to five o...
A $10M owner refuses to be in every meeting, solve every problem, or run every call. That single refusal is the whole difference between staying at $1M and scaling past it. Your job isn’t to do everything, it’s to build leaders who can, then trust them to. So what do you need to give up this week?
The biggest difference between a $1 million owner and a $10 million owner is what that owner refuses to do. A $10 million owner refuses to be in e...
The best culture in the world isn’t built at the party. It’s built in the small things you do every day. Perks are easy. Showing your people you genuinely care, consistently, is the hard part, and it’s the only part that matters. Like fitness, you can’t cram it. 20 minutes a day beats four hours once. Culture is a daily deposit, not a grand gesture.
Culture is not about having one big party. Culture is not about having lunch for everybody or getting nap pods or a ping pong table or whatever. M...
The sale doesn’t end when they say “I need to think about it.” That’s the moment it actually starts. Because what they’re really telling you is the trust isn’t there yet. Answer the questions up front, and when that’s not enough, keep building it: follow-up appointments, regular check-ins, going above and beyond. Persistence with care beats pressure every time.
the moment that the homeowner says I just need to think about it, the sale is not over, it's actually just beginning. When the homeowner says they...
The repeat customer isn’t luck. It comes down to two things most companies do poorly. One, deliver an experience better than any they’ve had, not just better than the last contractor. Two, communicate with the customers you already have instead of only chasing new ones. That database of people who trust you is the most underused asset in your business.
you turn a one time customer into a repeat customer. Here's what we do. The first is you have to wow them that one time, that first time that you ...
You can’t coach a tech on calls that don’t exist. That’s the mistake I see in nearly every company. They obsess over improving the technician while their internal operations can’t even book enough work for that tech to practice on. Get the front end dialed in first. Then, and only then, go sharpen the tech.
how do we make our texts better? How do they run this process? How do they do this? How do they do that? Is that important? 100%. But if you can't...
Are you paying hundreds of dollars per lead and then letting it sit in an inbox? That’s money you’re setting on fire. Speed to lead is real. Your customers are busier than ever, juggling work, kids, practice, pickups. If you take even five minutes to respond, they’ve already called someone else and booked. The lead you paid for is only worth anything if you get to it first.
Are you paying hundreds of dollars for leads and then letting them sit in someone's inbox? Speed to lead is a real thing. Customers are busier tha...
Great marketing and a bad experience is the most expensive combination in business. All your ads do is make a promise. Your operations either keep it or break it, in how you answer the phone, schedule the job, show up at the door, deliver the work. When the experience doesn’t match the promise, you didn’t market. You lied. Fix the experience before you spend another dollar on ads.
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Everyone thinks the next move is a second location. It’s actually the hardest way to grow. Here’s the truth most owners miss: you probably own less than 10% of your current market. Maybe less than 5%. We own under 10% of Indianapolis after 40 years here. Before you chase new geography, own the one you’re already in. That’s the easy button.
and two small of a market, should I open up another location? The answer is no, in most cases. There are some markets where, yeah, you're gonna ha...