If I could only track five numbers in my HVAC sales department, it would be: revenue per lead, close rate, average install revenue, discount rate, and revenue to budget. Most owners track none of them daily and then wonder why the month got away from them. Measure every day and the numbers stop surprising you.
@officialchadpetermanTranscript
If I could only track five numbers in my HVAC sales department, here's what they would be. First off, revenue per lead. So of all the leads that we get, what is the average revenue of those leads? Next is close rate. Where is my close rate? Now you're gonna have different types of leads. You're gonna have turnover leads from service repairs. You're gonna have marketed leads. Where we want our blended clothes is to be between 50 and 55%. Average install revenue. So the average revenue of all of the jobs that we actually sell. Next is discount rate. We want to monitor discount rate because we don't want to lose margin while we're trying to sell these jobs. Obviously, there's times of year when that becomes more appropriate because we need to get work sold and we need to keep our install crews busy. And the last metric is total revenue to budget. Obviously, at the beginning of the year, we set a budget that we wanna hit that helps us cover our overhead and make a profit for the business. So we're constantly monitoring these five metrics. I encourage you to establish your metrics and track them every single day.
Download Transcript
Related Videos
If your tech left for $2 more an hour, money wasn't the problem. The problem is there was nothing else keeping them. Techs spend most days working on their own. If the money's right, it's the one-on-ones, the organizational support, the daily encouragement that keeps them here. A small raise can't outbid a place people actually want to work and feel supported.
This is where we build technicians from scratch. Zero experience walks in, and electricians, plumbers, and HVAC pros walk out. Everything in this lab is functional. They can tear it apart, we can plant faults, and they can fail safely here instead of in a customer’s home.
Everyone thinks adding a trade is a growth hack. Here’s what it looked like for us: YouTubing plumbing repairs from the truck because our only plumber quit three days before the new one started. We figured it out, but I’d never do it that way again. Master the trade you’re in before you buy yourself a second set of problems.
Your membership program might be the most valuable asset your company owns. Most shops treat it like an afterthought. Two fixes: offer it in the contact center before the truck ever rolls, and have techs plant seeds all call long instead of dumping a benefits list at the end. Memberships fuel the repeat business and the slow-season calls. Sell them like it.