Comanche Marketing

How to Grow Service Agreements

noreply@blogger.com (Unknown) — Tue, 12 Apr 2016 14:57:00 +0000

The formula is simple and time tested. In the air conditioning industry, profitable replacement sales are the fruit of a strong service agreement program. Service agreements grow from the seeds of tune-ups. Spring is the perfect time to seed your business with tune-ups.

The Benefits of Tune-Ups

Empirical research has long shown that tune-ups are beneficial for homeowners. They restore efficiency, lowering operating costs. Though it is hard to isolate, the operating cost savings alone exceed the cost of a tune-up. In addition, tune-ups recover lost cooling capacity. They prevent break downs. They extend equipment life.

A cynic might ask why a contractor would want to do that. Isn’t there more money in repairs and replacements? Of course. But the real money comes from a broad, loyal customer base that turns to you again and again at higher margins. Tune-ups allow you to get your foot in the door, leading to service agreements, and then repair work and system replacements.

Around one out of every 15 systems will be replaced in a given year. When you tune-up older systems, the odds favor the least sales oriented technician stumbling across a few systems that should be replaced. This is why one out of every ten maintenance or service calls should result in a system replacement lead. If you do not perform the tune-ups, you will miss these opportunities.

Download FREE Tune Up Door Hanger

The Real Value of a Tune-Up

Some contractors do not push tune-ups because they do not think they make enough money on them. If the tune-up is fully burdened with the same overhead as your service department, that’s probably true. However, service department and company overhead exist whether a company pursues maintenance work, or not. Thus, the maintenance department should only be burdened with overhead that would not exist without maintenance (plus direct costs, of course). The added revenue from maintenance should exceed the additional costs incurred by the program.

While you will not recognize this in your books, divide the value of a replacement lead by ten and add that to your tune-up revenue. That’s the real value of a tune-up.

Marketing Tune-Ups

Because they are necessary and affordable, tune-ups are great services to market. This is especially true in the spring when summer heat looms. Most people know they should get their air conditioner tuned up. If they have experienced a break down in the preceding year or two the awareness levels are greater.

You might need to compete with some guy performing a deeply discounted “kick and check.” If so, your marketing must be somewhat educational. Explain what is done, why it matters, and how it differs from an inspection only type kick and check.

The key benefits for consumers are breakdown prevention, restoration of lost cooling capacity (i.e., greater comfort), equipment life extension, and operating costs savings from restored efficiency that exceeds the cost of the tune-up. In other words, tune-ups are free.

The Service Agreement is a Marketing Program

If customers are convinced of the value of a tune-up, then it should be easy to persuade them to invest in a service agreement. After all, if you price your service agreements correctly, the service agreement costs less than two tune-ups and provides other benefits like priority service, discounted repair pricing, and so on.

You may wonder why you should discount maintenance with a service agreement, not to mention the other benefits. It’s simple. The service agreement binds the customer to you. It will keep the customer from calling a competitor for maintenance or service.

Service agreements also lower your marketing costs. It really is true that it costs around five times as much to get a new customer as it does to keep an existing one. Service agreements help you keep customers so you do not need to spend as much on marketing to attract new customers. Plain and simple, the service agreement is a customer retention program.

A service agreement program is also an employee retention program. Your super service techs may not want to perform tune-ups, but getting paid to do maintenance beats getting sent home when the call volume is slow. Getting paid keeps techs coming to work. Sending them home gives them time and incentive to see if your competitors do a better job than you do maintaining a steady call volume.

Since service agreements are pre-paid, they also help with cash flow. Just make sure you do not spend the cash before you pay your technicians to perform the work. A simple approach used by many contractors is to create a separate bank account for service agreement revenue. Each month, they draw 1/12th of the account’s balance and recognize it as income. The pure approach is to recognize half of the income at the time the first tune-up is performed and the balance when the second is performed.

Don’t Discount For Service Agreement Customers – Charge Everyone Else More

In reality, you should not discount your billable rate for service agreement customers. You should charge everyone else more. Since they cost you more to serve than your service agreement customers, they should pay more.

Calculate the billing rate you need to meet your targeted net profit. This becomes the rate you use with service agreement customers. Divide it by one minus your service agreement “discount” and you have the rate everyone else pays. For example, if you calculate a billable rate of $250 per hour and want to offer your service agreement customers a 20% discount, divide $250 by one minus 20%. $250/(1-20%) = $250/80% = $312.50.

You should use a similar approach with maintenance pricing, recognizing that while you want to at least break even on service agreements on a marginal revenue/marginal costs basis (i.e., charge enough to cover the added direct costs and additional overhead required), this is a marketing program. Set the final price of your service agreement and tune-ups for non-service agreement customers for marketing purposes. Make sure that the price of a pair of tune-ups exceeds the price of your service agreement.

Perpetual Agreements

More and more contracting companies are charging for service agreements by the month, dinging customer credit cards. This lowers the apparent price to the homeowner.

Affinity Agreements

An affinity agreement is customized for an organization or charity that a large number of people support. The organization receives your standard sales spiff or commission for every affinity agreement sold and marketing the agreement to their patrons is their responsibility.

Use Modern Collateral

The service agreement was introduced to the industry in the 1980s and many contractors haven’t upgraded their printed collateral material since then. Make the service agreement sales oriented. Stress the benefits of the program, not just a checklist of tasks the consumer doesn’t understand.

Involve Everyone

Make sure the entire company understands the importance of service agreements, owns one if they own a home, and can collect a spiff for selling one. Each employee should feel no qualms about offering their family and friends such a beneficial product.

noreply@blogger.com (Unknown) — Fri, 08 Jan 2016 16:56:00 +0000

Let’s Make Some Business Resolutions

It’s a new year. It’s a time for new beginnings. It’s a time for you to take your business to new heights. Here’s how. We always make resolutions for ourselves. We resolve to lose weight, to start exercising, to eat less, etc. Let’s make some resolutions for our businesses. Here’s a checklist to help you get started…

This year, I resolve to:

r Calculate what I need to charge for a double digit net profit and raise prices.

r Read a new, business related book each month.

r Set goals for the company and share them with the team.

r Get on top of my financial statements each month.

r Identify my key performance indicators and spend one afternoon each week analyzing them.

r Wrap my white trucks in a bold design.

r Join the Service Roundtable and concentrate your purchases from the 100+ Roundtable Rewards partners to more than pay for your membership with cash rebates.

r Hire for attitude and train for skills.

r Get out of the truck and stay out.

r Create and document processes for the business.

r Improve the weekly service/training meetings.

r Train more frequently.

r Attend the International Roundtable in Atlanta, April 6-8 (Click for more information)

r Leave something behind on every service call (e.g., magnets, jar openers, valve tags, etc.)

r Focus on building your brand.

r Update your company’s Google Plus page.

r Attend a training/development event each quarter.

r Attend the brand new Service World Expo in Las Vegas, October 26-28.

r Join a service/civic club.

r Start an affinity marketing program.

r Find something to be thankful for at the end of every business day.

r Mail or email your customers a quarterly newsletter.

r Review and enhance your service agreement program.

r Offer one new product each quarter.

r Hold one employee appreciate event each quarter.

r Enter the company into one or more contests.

r Get involved with social media for the business.

r Learn something new every week.

r Use a marketing calendar.

r Pay as much attention to your field service team’s grooming as you do to your trucks.

r Each quarter call the owner of a service business in a different industry and buy lunch to talk about business.

r Get involved with your local trade association.

r Read one trade magazine a week.

r Create a YouTube video for the company each month (it doesn’t have to be perfect).

r Create a unique selling proposition.

r Complement someone on your team every day.

r Consider joining the Service Nation Alliance best practices group.

r Have fun (it’s a decision).

More important than making resolutions is executing. The first week in January is the most crowded week of the year at the gym because everyone makes New Year’s resolutions about fitness and weight. By February, it’s back to normal. Don’t let that happen to you and your business. Execute. And if you need support and accountability, consider the Service Nation Alliance. I don’t want to make this a commercial, but the cost is about the same as a truck payment and the returns are easily ten times that much.

**Special Offer** Perhaps you'd like a FREE poster designed to give small business owners more insight into making New Year's Resolutions.

Call us at 855.681.3390 to request your FREE copy.

14 Techniques to Improve CSR Performance

noreply@blogger.com (Unknown) — Mon, 23 Nov 2015 10:00:00 +0000

14 Techniques to Improve CSR Performance

The first point of human contact between your company and your prospects and customers is your customer service representative (CSR). The CSR sets the tone for everything that happens. Good CSRs close more calls while bad CSRs drive away business. Here are 14 actions your CSR can take to improve performance.

1. Give Choices

Giving customers choices between something and something, instead of something and nothing is not new. It is effective. Instead of asking if Monday is good, ask whether Monday or Tuesday would be better. Instead of asking if the customer is interested in a service agreement, ask if the customer would rather pay regular prices or the discounted prices service agreement customers pay.

2. Assume Yes

As Charlie Greer likes to say, people do not call just to chat someone up. They call because they have a need or problem they believe the company can solve. Assume a serviceperson will be dispatched and proceed accordingly.

3. Say What You Can Do

CSRs should banish the words, “no,” “can’t,” and “won’t” from their vocabulary. Tell people what can be done, not what cannot. Instead of saying, “We can’t/don’t/won’t do that,” say “Here’s what we can do.” Or better yet, “We can do X or Y. Which would you prefer?”

4. Take an Acting Class

Once we hired an unemployed professional actor to work in our call center. Rejection never bothered him. Angry or abusive customers never bothered him. He was nonplused no matter what the customer said or did. I finally figured it out. He didn’t see himself making calls. He saw himself playing a role.

Take an acting class from a local community theater. The skills and techniques used in acting will serve you well when you are on the phone. Moreover, it makes it more fun.

5. Stay Calm

When a caller seems upset, the CSR is not the reason for the rage, only the recipient. This is why acting classes can help. Let the anger wash over you without taking it personally. While CSRs should not make light of any situation that has a customer upset, it’s okay to see the humor in it, especially if that helps in keeping calm.

6. Install a Smile Mirror

People can hear a smile through the phone. CSRs should put a small mirror next to the phone and tape the word, “smile” at the top to serve as a reminder.

7. Be Prompt

The CSR’s role is critical. The whole day breaks down when the CSR is not on station and ready to go when the phones go live. CSRs should plan on arriving a little early, every day.

8. Take Breaks

Let’s face it. Managing the phones and dealing with customers can be a beat down. It’s important to take breaks, to decompress. If the company only has one CSR, someone else in the office should be cross trained to provide back up and be able to spot the CSR several times during the day.

9. Ask Questions

The art of customer service starts with asking the right questions. When someone calls and asks for a price, ask questions. Probe. Find out more about the prospect’s situation and the reason for the call. Then, ask the customer what day or time would be better to send someone out.

10. Take Good Notes

Hopefully, the computer system allows CSRs to add notes to each customer’s file. Write lots of notes. The more the better. Capture details (especially the address) and make relationship notes. For example, if a customer says something about the dog, write it down. The next time the customer calls, the CSR or another CSR can scan the notes and ask about the dog, making the relationship between the customer and the company feel more personal.

11. Repeat For Accuracy

Especially when it involves and address, contact information, or a problem, record what the customer says and repeat it to ensure you have accurately captured the information.

12. Be Proactive

When the phone isn’t ringing, be proactive. Make happy calls. Call customers who rejected a serviceperson’s recommendation in the last three months to see how they are doing and if they have rethought the need to proceed. Call customers nearing the end of their warranty to ask if everything is performing well and reminding them that the warranty will soon expire. Often, this leads to more work.

13. Set Performance Goals

Even if the company has performance goals for CSRs, CSRs can set their own. Theirs can be higher. Or, they can be different and more detailed. Make it a game. Make it fun. Track your performance, whether it’s service calls booked, inbound calls taken, outbound calls made, percentage of calls converted, or some other measure. Your performance will inevitably improve.

14. Remind Yourself Every Caller is a Person

Every person who calls is a wife or husband, mother or father, son or daughter. Everyone who calls is a person with hopes and dreams, fears and anxieties. The CSR is in a position to calm at least some of the fears and to sooth some of the anxieties. The CSR is in a position to make a difference for the person calling and for the company.

Do it. Make a difference today.

Should You Share a Brand?

noreply@blogger.com (Unknown) — Thu, 24 Sep 2015 17:33:00 +0000

One morning you are catching up on the news online and stare open mouthed at a headline on Drudge accusing your company of refusing to serve police officers. Within minutes the phone starts ringing with angry customers. What is happening? It is a nightmare.

You fight down the panic long enough to plunge into the story. You hit Google to find other stories. The story is spreading like wildfire across the Internet. As you dig in, you realize that the story is not about your company per se. It is about your brand. It was the action of a knucklehead employee of a fellow franchisee.

If you think it is bad enough riding herd on your employees, imagine getting tarnished by people who do not even work for you. This is exactly what happened to a local fast food franchise. This is the risk of sharing a brand with other contractors. No matter how stellar you and your team act, in only takes one knucklehead across the franchise system to stain everyone.

It could be much worse than a knucklehead. Imagine a guy showing up in a brightly logoed company truck and murdering a pair of coeds in their apartment. It happened.

Fortunately, murder and violent crimes are rare. Bad service experiences, however, are far more common. According to the Census, 40 million Americans move annually. Nearly half move to a different county or state. Newcomers who arrive in your market bring the biases from their past experiences, which admittedly can be good or bad. Nevertheless, by sharing a brand you are giving up part of your ability to shape public perception.

The problem of shared brands is broader than franchise organizations. A growing trend among local churches is to stand independent of the denominational brands, which can be affected by events beyond the local church’s control. For example, 16 of the 20 largest churches in the Southern Baptist Convention do not use the word, “Baptist” in their name. These churches are not running from their denomination, only from the shared brand.

You may have heard the term, “brand equity.” According to BusinessDictionary.com, this is “a brand's power derived from the goodwill and name recognition that it has earned over time, which translates into higher sales volume and higher profit margins against competing brands.”

If you build equity in a brand you own, you can enjoy the benefits forever, such as higher margins and ultimately, a higher sale price for your business. Building equity in a brand you do not own is like depositing money in someone else’s bank account. It may not be there when you want to withdraw it.

So what’s the lesson? Simple. Build your brand and no one else’s. Do not rent a brand. Do not license a brand. Do not share a brand. Own a brand. Own and build a brand that is yours exclusively. Make it valuable and enjoy the benefits.

Make Yours Outrageous

noreply@blogger.com (Unknown) — Thu, 06 Aug 2015 11:00:00 +0000

You would think that delivering great customer service would be top of mind for anyone who needs to make a living. You would think. But you would be wrong.

You might also think that the guy who has spent a lifetime preaching Positively Outrageous Service would be hypersensitive to the nuances of loving on customers. You would think. And again you would be wrong!

Yesterday I called the dentist who we had been seeing for years and canceled an appointment. My wife asked, “What made you decide to do that?”

Rather than answering her question, I have a few questions for you. The answers might help you in two ways. First, you might pick up more customers than ever through positive word of mouth. Second you might lose fewer customers like me who without thinking had just canceled a long term customer relationship almost without conscious consideration.

Here are your questions:

Are you confident that everyone in your company will deliver a Positively Outrageous Service experience when left on their own and do you know when they don’t?

Do you know what your customers really want and are the people you hire capable of delivering?

I’m looking forward to keynoting Service Roundtable where we’re going to answer those questions and more! See you in St. Louis!

- T. Scott Gross, Author and upcoming Service World Keynote

Service Roundtable members get the lowest rate available anywhere. Call us today at 877.262.3341 to join. Or click here.

noreply@blogger.com (Unknown) — Mon, 22 Jun 2015 09:00:00 +0000

Please Don’t Leave Me!

When the heat is on in the HVAC industry and the phones are ringing non-stop, nobody cares about the need for leads. Contractors have more leads than they can handle. They care about getting the work done and keeping their people theirs. In other words, they worry about competitors poaching technicians and installers. Here’s how to stop them.

Pay Well

If you are not paying top wages for your market, expect to lose good people to companies who are compensating people at the top of the market. And yes, paying well means pricing at a level that supports your payroll.

Offer Good Benefits

Young, single technicians are immortal and invincible. They care about pay, not benefits. Older, married technicians are a different story. Being a little generous in benefits can have more impact than added pay. What is the difference per hour between 100% and 80% company paid healthcare? Spread it by hour and it’s not much, yet it’s perceived to be incredibly generous. If you do not offer them, consider dental and low cost term life insurance.

Acknowledge the Spouse’s Sacrifice

Long summer hours do not affect the technicians alone. They also affect wives and kids. There may not be an option to work less, but you can show the family you understand the toll they pay and find ways to lessen it. Send a note or thank you card expressing your understanding of the added burden the summer places on the family and your appreciation of their support. Include a gift card for a nice restaurant, movie tickets, water park passes, and/or a spa treatment. Send one in June and another in July.

Pack a Lunch

Your technicians may prefer their own lunch choices, but consider packing lunches for them in the summer with a choice of drinks in a cooler. Work an arrangement with a local deli to prepare the sandwiches and a competitive price.

Visit Your Installers

Sometime during the day, take some water or sports drinks to your installers. If gives you a chance to check on the job, ask how things are going, and show how much you appreciate them.

Stock a Refrigerator

Keep cold drinks and frozen snacks in a refrigerator in the shop for your technicians. It’s an inexpensive thank you and something to look forward to at the end of the day.

Have Fun

How can you make work fun? When Service Nation Alliance Vice President of Programs, Bob Viering worked for a Dallas air conditioning contractor he created a contest that involved everyone in the company. Office staff were teamed with field personnel to offer support, encouragement, and all-around cheerleading. Bob produced a daily “sportscast” of how the teams were doing with the score and statistics measured by team sales, average ticket, and other measures. Everyone had fun and it got the competitive juices flowing. Plus, when the contest concluded, the winning team was treated to a steak dinner at a nice restaurant, while everyone else was served baked beans. Members can download a copy of “The Great Steak and Beans Contest” from the Service Roundtable if they want to create their own contest.

Give Random Rewards

Get to know your people personally so that you know what some of their personal desires are. One Service Nation Alliance Member surprised a technician with basketball playoff tickets. Other technicians might be given weekend use of a lake-house and boat.

Say Thanks – Say It A Lot

Every employee survey shows that people leave over a lack of appreciation more than any other reason. For those who are money motivated or task driven, it’s hard to imagine the need for, and power of a little heartfelt appreciation. Say thank you. Often. Applaud good work. Complement people in front of others. This may be more powerful than anything else you do.

noreply@blogger.com (Unknown) — Fri, 08 May 2015 16:27:00 +0000

Climbing to the Top

Recently, I had the opportunity to climb Camelback Mountain in Phoenix. I couldn't help but notice the parallels between making the climb and building a business.

At the foot of Camelback, it doesn't look too difficult. The trail only ascends 1280 feet. It starts with a well-maintained, graded path that is steep, but not too strenuous. Nevertheless, I felt it. I was slightly out-of-breath and sweating by the second switchback. Pretending to enjoy the view, I stopped to catch my breath.

After ascending 240 feet, a sign on Echo Saddle warns climbers against proceeding further. The trail rating so far was moderate. After the sign, the trail rating to the summit was given two black diamonds and declared to be “extremely strenuous.” Climbers were warned about the potential for “broken bones, heat stroke, heart attack, or even death.”

No worries, I thought. I can handle it. I couldn't imagine stopping only a short way into the climb and imagined few did.

The trail did change after that. The climb became less walking along a trail and more, scrambling over boulders, and steep climbs. At a couple of the steepest points, handrails were present. I wasn't ashamed to use them.

I wasn't always sure where the trail went. I watched other hikers, paying special attention to the climbers who looked like they climbed the mountain regularly.

When viewed from a distance, Camelback looks barren. While climbing it, I noticed lots of flowering vegetation and wildlife, ranging from lizards to birds to chipmunks. And of course, bees. More on the bees later.

As I climbed, I found I needed to stop and rest more frequently. It was irritating that far younger and older climbers seemed to fly effortless past me, up the mountain. My irritation felt shameful when some of these same climbers offered me words of encouragement.

When I stopped, I would look down to see how far I’d come. Each time it seemed amazing how much progress I’d made and the last time I stopped and what had seemed incredibly high a few minutes before, no longer seemed high at all.

Several times, it looked like I was about to crest the summit. I’d push a little harder only to find the trail continued up, but I couldn't see the next rise from below. Finally, I crested the top and gasped at the view. Well, I gasped in general. It was a remarkable view of the Valley of the Sun.

Then, the bees arrived.

A sign at the bottom of the trail warned of bees. Okay, I thought, there are a few bees around. Why the sign? At the top, we found out. A swarm swept across the peak of Camelback and I discovered I had a lot more energy than I thought as I rushed down the mountain to get out of their way.

Going down the mountain proved more difficult for me than climbing up. I had to be careful not to slip. The handrails were even more helpful on the climb down.

So why is this like building a business?

· Like climbing a mountain, building a business seems a lot easier before you start.

· Like the sign on Camelback warning you of the dangers of proceeding, there are always naysayers who will tell you why you will fail and why you should give up. The only sure way to fail is by listening to them.

· On a mountain and in business, there are times that are far more strenuous than others. There are times when you need to take a break, catch your breath, and pause so that you can climb even faster. Stephen Covey called this “sharpening your saw.”

· The path up a mountain or in business is not always clear. There is often more than one way up.

· Like watching other climbers for clues about a faster way to the top, it helps in business if you can learn the easier path from other business owners and avoid mistakes they made in the past.

Matt Michel at the top.

· If other climbers scaled Camelback faster than I did, it didn't hurt me. It also doesn't hurt you when other businesses around you, grow faster. I climbed at a pace I could manage. Likewise, you grow a business at a pace you can manage.

· Like climbers seem to feel a camaraderie, business owners relate to each other. They encourage each other. They know what you are going through.

· Like Camelback, the opportunities for your business may seem barren, but if you look, you will notice rich opportunities others cannot see. Even for you to see them, you need to pause from your struggle for a minute or two and take a look around. It’s amazing what abundance surround every industry and business.

· The view from the top is always better and more satisfying, and at each stage of your business’ growth, your earlier milestones seem almost trivial.

· It’s also a lot more fun climbing up a mountain than going down. Similarly, running a growing business is more fun than a shrinking one.

· If you’re climbing Camelback, you need to watch out for the bees. If you’re running a contracting company, watch out for the stings.

noreply@blogger.com (Unknown) — Sun, 29 Mar 2015 18:49:00 +0000

Two Kinds of People

By Guest Writer, Doug Hanson

You may remember I have a simple philosophy that guides my thoughts and actions about people.

"There are really only two kinds of people. Those that brighten the room when they walk in, and those that brighten it when they leave!"

It is a simple statement that illustrates a powerful principle. People would prefer to be associated with and do business with people who brighten their life. People that always have something good to say, that make us feel important and appreciated, and that have a positive outlook on life.

The next thing you may want to consider is "Which one are you"? Do people describe you as someone that brightens the room when you walk in? Or, do they have less than favorable feelings toward you. The good news is that regardless of your answer, you can change starting right now. Being a source of energy and enthusiasm will pay dividends in every aspect of your life, especially in your career, in your marriage, and with your family.

YOUR CAREER

It is important to notice that this principle has nothing to do with knowledge or skill. You could be the most experienced or knowledgeable person on your team and still be the one that stifles everyone's energy. In fact, this is the trap that most people fall into. They think their IQ (Intellectual Quotient) is more important than their EQ (Emotional Quotient). Often times we evaluate our overall value by how much knowledge, skill, or experience we bring to the organization when in reality, your spirit is your real contribution.

A recent study in the Wall Street Journal stated that hiring professionals ranked interpersonal skills such as communication and the ability to work well with others, significantly higher in importance (over 20% higher) than cognitive attributes such as strategic thinking and specific knowledge. Obviously, we have to be competent in our professions but the study reveals what most managers are thinking, "It is far easier to teach someone new skills than it is to improve their attitude or personality".

In other words, if you want to get ahead, you have to be liked and be likeable! There are few professions where your personality isn't important. I guess if I needed brain surgery I wouldn't care if my brain surgeon had a personality or a positive disposition. Just fix my brain, man! But even a brain surgeon has a brighter future if he can learn to brighten the room when he walks in. You may not like it but the truth is, your people skills and personality are important.

As this point illustrates, if you don't master the skill of brightening the room when you walk in, you force yourself to be so highly skilled and qualified, that people hire you and work with you solely for your intellectual contribution, your IQ.

PARENTING

Have you ever approached a depressed, withdrawn, bitter person and said, "Give me some secrets to a happy and successful life?" Of course not, it would be ridiculous. Yet that's what many of us expect our children to do. We walk around unhappy, with a scowl on our face, criticizing everything from the government to our jobs to the traffic to and from work, and then wonder why our kids won't listen to us. Why should we expect our kids to embrace our advice if we are living a life of misery? It reminds me of quote I often repeat to myself when I'm with my kids, "What you do speaks so loudly I can't hear a word your saying".

If you want your kids to respect you, to enjoy spending time with you, and to seek your council, the best way is to be someone that brightens the room when you walk in.

MARRIAGE

The same holds true for your spouse. Think about how much energy you put into courting and impressing your spouse when you first met. Do you put that much energy or thought into that relationship today? Would your spouse describe you as someone who brightens the home? If not, take some steps today to change that. You'll find your spouse spinning with curiosity, wondering what's going on. In fact, I think your goal should be for your spouse to ask you by the end of the week, "What's gotten into you?"

RELATIONSHIPS

Have you ever considered all the ways we "categorize" people? The minute we meet someone we ask questions about their profession, where they are from, or what church they attend. We ask about their background, their lifestyle, where their kids go to school, and their position on local or national politics. Such questions help us find areas we have in common and therefore serve as a basis for a stronger relationship. This naturally occurs because in most cases, we are initially attracted to people that are like ourselves. Conversation is effortless if you have something in common. Unfortunately, if our interests are guided by a negative bias towards life, our curiosity and search for information can also work against us. As it turns out, the more you learn about someone, the more likely you will eventually find something that is different and uncomfortable.

This is where my simple "brighten the room" philosophy can benefit your life again. I realized at one point in my life that I had somehow developed a bitter attitude about people in general. If I met someone who had ten things in common with me and one characteristic that was different, I would only focus on the one and often move away from developing a relationship. Ultimately, I would find something different about everyone, so I found myself with fewer and fewer relationships. In other words, I didn't like anybody! That's a terrible way to live life.

So I decided to live by the philosophy that there are only two kinds of people, those that brighten the room when they walk in and those that brighten it when they leave. I no longer focused on their profession, or the religious persuasion, or their political views. My philosophy became very simple. If you brighten the room when you walk in, I want you in my life. I am still amazed at how much this improved my quality of life.

ACTION STEPS

Here are a few ideas for things you can do to brighten the room when you walk in. Once you get some momentum, it will change your personal identity and your sub-conscious habits forever.

Put a smile on your face. This one really freaks people out!
Have a kind word to say to everyone... Yes everyone!
Give without remembering and receive without forgetting.
Develop an attitude of gratitude. Be thankful for everything - your health, freedom, friendships, employment, skills, hobbies, finances, challenges, ... everything!
Wake your kids with upbeat or spiritual music that energizes them.
Set the CD player in your spouse's car to play a special song when he/she starts the car in the morning for work. It could be a song you both remember from when you were dating, or it could be their current favorite song (they will probably be most impressed that you really know their current favorite song!). Adding a personal note makes this gesture extra special.
Subscribe to an on-line "joke-of-the-day" service and share the good ones with your friends, family, and co-workers on a regular basis.
Every day tell your loved ones (kids, parents, spouse, etc.) what you are most proud of them about, or what you feel their best qualities are, or the positive things other people say about them in the community and how that benefits the entire family.

I hope these will get you started. If you'll try some of these you'll soon realize that there are literally thousands of ways to brighten the room. The key is in your personal effort and presence. If you get a chance, please share with me some of the most effective ways you are brightening your world so I can share them in future writings.

Until we meet again, Play Full Out! Your friend and Transformation Coach!

Doug Hanson (Doug@DougHanson.com)

Printed with Permission

Come experience Doug Hanson in person at the International Roundtable in Phoenix, April 14-16. Get the inspiration and information you need to grow your company faster. For more info, just go to www.ServiceRoundtable.com

What's Special About a Doughnut?

noreply@blogger.com (Unknown) — Fri, 20 Mar 2015 18:18:00 +0000

“Ohhhhhh”, exclaims Homer Simpson simply at the sight of the fried dough seen on every street corner in America. So what makes donuts different? You probably don’t go to a specific donut shop…you just go to the closest one because they’re all the same. Right? Might have different sugar or decoration or be cake or “regular”…but your choices are pretty much the same no matter where you go.

Enter Voodoo Doughnut. Branded with old wood and bricks, a guy with a funny hat and a scary face, and a tagline that stages “The magic is in the hole”. The entire website is funky, freaky and oddly fun. Even the “about” section is written and presented like the brand is from some crazy warehouse in Portland. Oh wait…it is.

At Voodoo Doughnut, you can get married. Yep….legally. On a recent trip to Voodoo Doughnut in Portland at 10:00PM at night…there was a LINE AROUND THE BUILDING. You can buy t-shirts, water bottles and even sunglasses with donuts on them – you can see out, but no one see in.

So can you take some lessons for your service company from this? How can you brand yourself uniquely? Every contractor states they offer “fast, dependable” service. Yawn…..

Spend some time with Voodoo Doughnut. I’m not suggesting you implement weddings…or sell branded underpants….but I am suggesting you figure out what makes you unique. Can you rebrand yourself? Can you immerse your company in that brand? And can you offer “extras” that that align with your brand?

http://voodoodoughnut.com/press.php

Robin Jones

VP Marketing

Service Roundtable

www.serviceroundtable.com

noreply@blogger.com (Unknown) — Mon, 02 Feb 2015 23:15:00 +0000

Why Unlicensed Contractors are Like the New England Patriots

Much of the NFL discussion leading up to last night’s Super Bowl, centered on “deflate-gate.” Similar stuff happens every day in the service trades.

In case you’ve been living under a rock, deflate-gate is a reference to the AFC Championship game when the New England Patriots were found using under-inflated footballs in wet conditions, making them easier to grip and catch. New England quarterback, Tom Brady had even mentioned his preference for under-inflated balls in the past.

Colts safety, Mike Adams knew immediately after intercepting a Brady pass that the ball didn’t feel right, so he handed it to his equipment manager for later inspection (Each team provides its own balls, which are checked twice by referees before kickoff). When Adams intercepted a second pass and discovered that it too, was under-inflated, the Colts complained. After the game, it was reported that eleven of twelve balls were under-inflated.

It is unlikely Brady didn’t know the balls were under-inflated. NFL analyst and former Super Bowl quarterback Troy Aikman, not known for hyperbole, commented, “It’s obvious that Tom Brady had something to do with this... for the balls to be deflated, that doesn’t happen unless the quarterback wants that to happen, I can assure you of that.”

Anyone who ever played sports with an inflated ball finds it hard to imagine someone not recognizing one that’s under-inflated. This goes for basketball, soccer, volleyball, and football.

It also stretches credibility to think Patriots head coach, Bill Belichick didn’t know about the deflated footballs. This is a guy who manages details to the degree he tweaks the conditions of practice footballs. He’s stated, “With regard to footballs, I’m sure that any current or past player of mine will tell you that the balls we practice with, are as bad as they can be — wet, sticky, cold, slippery — however bad we can make ‘em, I make ‘em. And, anytime that players complain about the quality of the balls, I make ‘em worse, and that stops. So, we never use the condition of the footballs as an excuse. We play with whatever or kick with whatever we have to use, and that’s the way it is.”

He’s not helped by a past that is full of transgressions and instances of pushing the limits of the rulebook, if not flagrantly violating it. For Belichick to be innocent, he would be a leopard who changed his spots.

Ironically, any edge the footballs gave the Patriots was unnecessary. The team manhandled the overmatch Colts. They cheated without the need.

This is exactly like unlicensed contractors and unpermitted work. Just like the Patriots would have won without breaking the rules, contractors can succeed and make money by operating within the constraints of licensing laws and permitting rules. Like the Patriots, they choose not to. Why?

I do not understand people who cheat when they need not, people who lie when the truth will serve, and people who steal the work of others when they are capable of producing their own. I assume they are taking what they perceive is the easier path. I assume they perceive the risk/reward ratio tilted in favor of breaking the rules.

If breaking the rules in the NFL had consequences, New England’s win over the Colts would have been forfeit. Whether the underinflated balls altered the outcome of the game or not, it was cheating. At the very least, the NFL could have suspended Belichick and Brady for the Super Bowl. After a Super Bowl win any punishment seems trite, trivial, and irrelevant.

It’s like catching a kid with his hand in the cookie jar, but letting him eat the cookie anyway, and then telling him he couldn’t have another. At that point, who cares?

The reason the NFL failed to take action is the cost. The consequence of suspending coaches, players, or instituting a forfeit would have tarnished the league and turned the Super Bowl into a joke. Most fans would have seen it as overkill. It was a cost no one was willing to take. Thus, the reward of a potential edge, no matter how slight, is greater than an ephemeral cost factored by the risk of getting caught.

Similarly, the risks and costs of getting caught operating without a license or performing work without permits represent insufficient deterrence for contractors. While we could raise the penalties or tighten enforcement to increase the risk of getting caught, no one is willing to accept the costs. Few in the public would consider it acceptable, for example, to incarcerate an unlicensed contractor. No one wants to pay for a significant increase in enforcement personnel.

Whether in sports or contracting, you can play hard and still play by the rules. You can also seek to win at all costs, regardless of rules and ethics. It’s your choice. Personally, I choose to sleep well at night and maintain the ability look myself in the mirror when I wake.

If you’re a Patriots fan who is all injured by this column, just remember you won a Super Bowl last night. Meanwhile, I pull for the Cowboys. You don’t have to say anything else.

Assume the Prospect is Buying

noreply@blogger.com (Unknown) — Wed, 31 Dec 2014 11:00:00 +0000

Sometimes people make sales too hard. Sometimes all you need to do is assume the prospect is buying and proceed.

Think about it. Only masochists enjoy entertaining multiple sales presentations. Sure, there are a few masochists out there, but most people really want to buy from you and get it over with.

Sales great, Charlie Greer explained that people want to buy. The reason they call you is they are hoping that you will solve their problems. So do your job.

Some people are not great decision makers. They want someone to make the decisions for them, even the salesperson. If you are in the role of a consultative salesperson, making the best decisions for the customer is entirely appropriate.

Assume the prospect is buying and proceed. Do not ask the prospect to sign. Tell the prospect you need a signature so you can proceed with the next step (e.g., schedule the crew, order the equipment, pull the permits, whatever).

You might be surprised how many people will do exactly what you instruct. It’s what the prospect wants. If not, he or she will stop you or refuse, which is valuable too. It gives you an opportunity to unearth the reason for not proceeding. Solve it or address it and move forward.

This is called the assumptive close. Try it.

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Networking is Mandatory

noreply@blogger.com (Unknown) — Tue, 02 Dec 2014 02:51:00 +0000

If you (or someone in your company) is not networking, then your business is not very important to you. After all, personal networking is very important to your business.

Zig Ziglar once said, “If people like you they’ll listen to you, but if they trust you they’ll do business with you.”

How do you get people to trust you? You build a relationship with them, which can only be done by personal interaction (i.e., networking). Get involved in your community with centers of influence. This builds trust, which results in business and referrals. While all referrals are good, those from centers of influence are best because they occur more frequently.

Andrew Twidwell, owner of ABT Plumbing, Electric, Heating & Air Conditioning in Grass Valley, CA and Auburn, CA talks about the power of networking…

I joined our local Rotary club back in 2008. In the years since I've been able to turn more than 3/4 of them into returning clients. Our club has 92 members. So was it worth spending an hour every Wednesday having breakfast with these folk? More than you can imagine. I went into Rotary to help build my business, it did that and so much more. I've been sucked into an organization that does so many incredible things both locally and internationally.

By the way, yesterday was my first day as President of Nevada City 49'er Breakfast Club. The things I've gotten from Rotary are, business, friends, leadership skills, and the honor of helping do good deeds both locally and internationally.

The best networkers are involved in multiple organizations. Twidwell added, “By the way, I'm personally a BNI member and have one of my plumbers active in another BNI group. It’s another great organization.”

Steve Lauten, president of Total Air in Plano, TX said, “I've been in Rotary for 25 years. The relationships I've developed over that time has allowed our company to survive some big downturns in the economy and helped us build a referral driven business along with BNI. In addition I believe in putting ‘Service Above Self.’”

For non-Rotarians, “Service Above Self” is the Rotary motto. It is this commitment to community service leadership that helps build trust among club members. Rotary and other service clubs expect their members to work. If that’s not you; if your only interest is referral and lead generation, you will probably not last long in a service club. You will, however, find a home with BNI, LeTip, or Netweavers, which are primarily leads clubs.

Steve Wiggins of Quality Air Care in Waco, TX agrees. He said, “Networking is key. I've been in Rotary, BNI, and several others. It works!”

As a company owner, networking should be a major part of your job. Become one of your community’s centers of influence and your top and bottom lines will grow. If networking is not part of your DNA, hire someone to be Mr. Outside to your Mr. Inside. It’s too important to ignore.

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What to Put On an Important Numbers Magnet

noreply@blogger.com (Unknown) — Mon, 03 Nov 2014 18:59:00 +0000

What to Put On an Important Numbers Magnet

You want to create an important phone numbers magnet to earn some of that valuable refrigerator real estate, but are stumped on what numbers to use. Never fear. Here are a collection of national numbers and the local numbers you might want to use.

There are more numbers than you could possibly use. You will need to pick and choose.

National Numbers

AKC Companion Animal Recovery - 800-252-7894
Animal and Pet Travel Resources
Airplanes/Airline Regulation - 800-545-USDA
Center for Missing & Exploited Children - 800-843-5678
Lyme Disease National Hotline - 800-886-5963
National Battery Ingestion Hotline - 202-625-333
National Child Abuse Hotline - 800-422-4453
National Do Not Call Registry - 888-832-1222
National Domestic Violence Hotline - 800-799-7233
National Poison Control Center - 800-222-1222
National Runaway Hotline - 800-786-2929
National Sexual Assault Hotline - 800-656-HOPE
National Substance Abuse Hotline - 800-662-4357
National Suicide Prevention Hotline - 800-273-TALK
Pet Loss Support Hotline - 888-478-7574
Pet Spay Helpline - 800-248-SPAY
Reduce Unsolicited Credit Card Applications - 888-567-8688
Social Security Administration - 800-772-1213
Stolen Pet Hotline - 800-STOLEN-PET
Stop Unsolicited Junk Mail - 800-288-5865

Local Numbers

You will need to look these up for your community. Some towns may not have all of them, but this gives you terms to search for.

Emergencies - 911
Animal Control
Cable Company
Child Protective Services
County Clerk
County Court
Crime Tip Line
Electric Utility
Fire Department
Gas Utility
Hospitals
Library
Main City Phone Number
Marriage License
Municipal Court
Municipal Water and Sewer Department
Newspaper
Parks & Recreation
Phone Company
Police Non-Emergency Number
Post Office
Public Schools
Public Transit/Transportation
Sheriff’s Office
SPCA
Suicide Crisis Hotline
Teen Crisis Hotline
Victim’s Assistance
Waste Removal Services
Water Department
Weather Forecast
Woman’s Shelter

Businesses for Cross Marketing

In addition to your company, you could partner with reputable local businesses with good customer bases and cross market the magnets. Here are some businesses you might consider:

Air Conditioning
Appliance
Carpet Cleaning
Electric
Flooring
Garage Door
Heating
Home Health
House Cleaning
Landscaping
Lawn Maintenance
Lawn Treatment
Painting
Pest Control
Plumbing
Pool & Spa
Roofing
Solar
Tree Service

Write-In

You might leave space on a magnet for homeowners to add a few personal numbers. Here are some ideas.

Auto Insurance
Doctor
Pediatrician
Relative
Veterinarian

Themes

One option is to create important numbers magnets around a particular theme. Specialization means greater investment, but also greater interest on the part of the right target. Besides, magnets are relatively inexpensive. Here are some examples of specialization.

Important Numbers for Babysitters
Important Numbers for New Homeowners
Important Numbers for New Parents
Important Numbers for Pet Owners

How Everyone Wins With Service Agreements

noreply@blogger.com (Unknown) — Fri, 26 Sep 2014 21:39:00 +0000

How Everyone Wins With Service Agreements

Any business in the service and repair space should offer a service or maintenance agreement. Correctly designed, a service agreement program is one of the biggest no-brainers around because everyone wins. The customers win. The employees win. The Company wins. Everyone wins. Here’s how.

Defining a Service Agreement

First, let’s define a service agreement. It is NOT an insurance program or extended warranty, similar to what the consumer electronics big box stores offer. It is real maintenance work, discounted because it is pre-purchased and scheduled during slow periods. For this reason, many service companies seek any name for their program other than “service agreement.” It can be a maintenance agreement, a protection plan, a savings agreement, etc.

How Customers Win

Service agreements are a deal for customers. Here are five ways they win.

1. Service Agreement Customers Get Needed Preventative Maintenance

Maybe the biggest benefit is it encourages them to get beneficial maintenance work performed, which is too easy to overlook year after year until something breaks. The prevention of product failure is only the least of it. Good maintenance extends the life of mechanical equipment. Because the efficiency of mechanical equipment tends to degrade over time, maintenance restores lost efficiency, which is a serious benefit given today’s energy prices.

2. Service Agreement Customers Keep Warranties Valid

For recently purchased products, manufacturers may require maintenance to keep longer term warranties valid. These clauses are found in warranty fine print and overlooked until they jump up and bite you. A service agreement ensures compliance.

3. Service Agreement Customers Pay Less

Consumers can get maintenance performed a la carte. However, they will pay more. Work performed under a service agreement is discounted so customers pay less.

4. Service Agreement Customers Receive Discounts

Service agreement customers are also treated better. Typically, they receive direct discounts on repairs of 15% or more. In addition, some companies reduce the price for after-hours emergency service for service agreement customers, waive response charges, and so on.

5. Service Agreement Customers Get Better Service

Since service companies view service agreement customers as their best customers, they treat them better. Their demand service calls move up in priority over non-service agreement customers. Faster is better.

How Employees Win

Company employees are also big winners with service agreements. Here are three ways employees win.

1. Employees Get Work During Slack Times

Because maintenance work can be scheduled at the company’s convenience, it’s usually performed during seasonal slowdowns or other periods of slack demand. This means hourly employees have work to do and are not sent home.

2. Employees Can Earn Extra Money

Since selling or extending a service agreement results in a monetary spiff, company employees can earn extra money. This includes field service personnel and customer service representatives. The spiffs may not be large, but they add up.

3. Employees Get To Do What’s Right For Customer

Since work under service agreements are performed during periods of light demand, there is less pressure to hurry through the work because other people are backed up. Service personnel and take the time to be thorough and do the job right.

How Companies Win

Companies also win with service agreements. Here are four ways.

1. Companies With Service Agreements Enjoy Greater Cash Flow

Since service agreements are prepaid or paid on a monthly basis, they help companies with cash flow. Companies with service agreements start the week, month, quarter, and year with guaranteed business already paid for.

2. Companies With Service Agreements Retain Employees

Because service agreements means added work during slack times, companies keep their people busy. Busy people are less likely to look elsewhere for a paycheck.

3. Companies With Service Agreements Strengthen Customer Relationships

Some people claim that the only true customer a service company has is a service agreement customer. All other customers become prospects at large the second the service truck hits the road. In fact, there’s empirical research to support this. Even when making significant purchases like heating and air conditioning systems, consumers are apt to forget the name of the installing company within two years of the purchase unless there’s a service agreement in place. A service agreement means there is an ongoing relationship.

4. Companies With Service Agreements Increase Their Value

Companies with lots of service agreements sell for more than companies without service agreements. This is because a customer list with service agreements is a customer list with relationships. A customer list without them is like a mail list that can be purchased for ten cents a name.

Without question, service agreements benefit customers, employees, and the company. They are a triple win, a slam dunk, a no-brainer, and as sure of a sure thing as you can get in the world of service. In the next Comanche, I’ll explain how you can create a service agreement program and achieve buy-in.

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noreply@blogger.com (Unknown) — Mon, 25 Aug 2014 15:32:00 +0000

Thermal Imaging for Every Toolbox

Twenty years ago, I used a $20,000 infrared camera to demonstrate cold air technology. Flir just announced an iPhone infrared accessory for $349. This changes everything.

Infrared visually shows temperature differences. It’s been used for years to identify insulation programs, help track down roof leaks, and identify electrical components about to fail (they heat up when approaching failure). At $349, this should be added to every residential service person’s toolbox. It will allow service personnel to troubleshoot faster, prevent breakdowns, provided added credibility by presenting visual proof of issues, and ultimately boost average tickets.

How Plumbers Can Use Thermal Imaging

· Check water heater sediment build up

· Detect water heater insulation problems

· Identify potential water heater leaks before they occur by detecting temperature differences

· Find slab leaks

· Identify water pipe locations behind walls

· Detect stoppage locations in pipes

· Pinpoint piping and plumbing leaks that may not be visible to the eye

· Find water damage that’s not yet visible

· Detect moisture damage behind tiles

How Electricians Can Use Thermal Imaging

· Identify electrical components that are about to fail and get hotter

· Detect overheating outlets and light switches

· Find wiring defects

· Find electrical shorts

How HVAC Technicians Can Use Thermal Imaging

· Find duct leaks

· Pinpoint coil leaks

· Identify electrical components nearing failure, before they fail

· Check diffuser throw with the help of a screen held perpendicular to the diffuser

· Identify points of air infiltration from poorly sealed doors, windows, and other penetrations of the building envelope

· Detect when gas insulated windows have lost their seal

· Identify insulation problems resulting from water damage, settling, or simply from new construction mistakes

· Find cold air drafts

Check out a simulator of the product HERE. Buy the product for $349 HERE.

noreply@blogger.com (Unknown) — Sun, 20 Jul 2014 13:45:00 +0000

Maintaining Truck Wraps

You pulled the trigger and wrapped your trucks. They look great. People are already commenting on them. Follow these seven steps to keep them looking great.

· Wash with mild detergents

Use a mild detergent when washing your truck. Make sure the detergent does not cause bleaching.

· No brushes

Do not go through a brush car wash. Do not wash by hand with a brush or abrasive sponge. This will damage the wrap.

If you want to use a car wash, go through a brushless car wash. When washing by hand, use a soft sponge or cloth.

· No ice scrapers or heated windows

If your wrap includes vinyl over windows, do not use an ice scraper during the winter. Also do not use an electric defroster. The heat from the defroster might cause the vinyl to lift.

· No pressure washes

This is a good way to remove your wrap. Do not use a pressure wash. Never. Never, ever.

· Use an approved silicone or teflon polish

Be careful with waxes, especially any with a petroleum distillate. Use a silicone or Teflon polish recommended by the wrap company.

· Cover when left outside for any length of time

If you are going to leave your vehicle parked outside for an extended period of time, cover it to prevent UV breakdown.

· Avoid parking under trees

As much as possible, avoid parking under trees or wires where birds congregate. If you spot tree sap or bird droppings on your wrap, clean the spot immediately with a citrus cleaner, followed by washing it with water.

For more great ideas, go to our Facebook Page to see truck designs from all over the world.

Plus, join Service Roundtable today and I'll give you your first month for only $9.95! Enter promo code cmelec10 . www.ServiceRoundtable.com

noreply@blogger.com (Unknown) — Thu, 03 Jul 2014 22:19:00 +0000

‘Dis One, ‘Dis All

An air conditioning contractor in my market loves to call out other contractors and contractor practices in his advertising. This doesn’t build him up. It tears everyone down.

Contractors have enough image problems without beating each other up. The contractor apparently believes people will see every contractor as deceptive, except for him. He’s right, except for the exclusion. He gets lumped in with every other contractor.

It’s like claiming all Pit Bulls are dangerous, except for our Pit Bull, Fluffy. It just doesn't work that way. If the breed is bad, then every dog in the breed is bad. Give the dog time and the aggression will reveal itself.

By mocking other contractors (e.g., calling one folksy contractor, “Dewey Cheatem”), criticizing industry practices like technicians selling, low priced response charges, etc., the contractor creates a perception of common dishonesty within the trade. Most consumers are not versed enough into the trade’s nuances to pick up his specific criticisms. Instead, they just get a sense that contractors are deceptive.

Moreover, the sender of messages like this repulses people. Clearly, not everyone is repulsed or the contractor would be out of business. However, I’m willing to bet that he turns off more people than he imagines. Since he appears to use co-op because of his frequent mention of a particular manufacturer, he probably hurts the manufacturer’s sales.

There are ways to build a contrast with the competition without rolling in the mud. Make positive statements about your company. Create a unique, distinctive, and meaningful position you can own and defend. Build yourself up without tearing down the industry that supports you.

noreply@blogger.com (Unknown) — Thu, 19 Jun 2014 15:40:00 +0000

Boomerang Generation Creating Pent-Up Housing Demand

Will housing return to the boom times of the past? Not until the 18-34 year olds who live at home move out, according to a Deutsche Bank Research report. One in three live with their parents. In the meantime, contractors are better served by building up their service business.

http://www.businessinsider.com/18-34-years-olds-living-with-parents-2014-6

Chart: http://static4.businessinsider.com/image/538cc29beab8ea013c926f10-1200-900/cotd-adults-living-with-parents.jpg

Do You Have a Swipe File?

noreply@blogger.com (Unknown) — Mon, 02 Jun 2014 22:19:00 +0000

Every now and then, ideas dry up. You need to create a marketing piece, but you’re blank. It’s time to open the swipe file.

A swipe file is a collection of other people’s marketing. The marketing may or may not be from your industry. It is probably preferable that it is not.

Swipe file material can take the form of direct marketing, magazine ads, newspaper ads, social media coupons, etc. Every piece in a swipe file bears one common trait. Something about the piece intrigued you enough to cut or print it, and save it.

When you start a swipe file, you become a student of the craft. You start looking at other people’s marketing for ideas you can use in your marketing.

What to Swipe

What do you look for in a piece for your swipe file? Try the following.

· Attention Grabbers – What gives you pause so that you take a second look? Is it a headline? Is it the graphic design? Is it a picture?

· Calls to Action – What are the calls to action that companies make? Which ones seem compelling? Almost all marketing should carry a call to action, yet it is surprising how often one is missing. When you come across interesting ones, they should definitely be saved for your swipe file.

· Novel Promotions – Are there promotional ideas that can be spun into a version that will work for your business? Don’t simply look for sales. Look for bundles, affinity marketing, and other promotions.

· Seasonal Messages – Look for holiday or seasonal marketing that you could use next year.

· Information Presentation – Is there a way of presenting complex information that you find attractive or easy to understand? This is especially true for financial information or engineering data.

· Design – Does the overall design for the piece look compelling? Why? What do you like about it? Could you replicate it or design something similar?

Age of Material

A good swipe file item never wears out. I’ve used concepts from 20 year old print ad campaigns for a direct marketing effort. Some things must be modernized, but a good concept a decade ago is still a good concept today.

Graphic Design Books

To kick start a swipe file, visit a Barnes & Noble or Half Price Books and look at the graphic design books. You will find huge volumes filled with old advertising campaigns. These are used by graphic designers and advertising copywriter to stimulate their creative juices.

Not Just For Marketers

Swipe files are a tool of any businessperson who interacts with the marketing function. Even if you do not create marketing, a swipe file gives you a way to communicate to your marketer what you do want.

So what are you waiting for? Get started.

A Branding Story

noreply@blogger.com (Unknown) — Thu, 15 May 2014 17:05:00 +0000

If you build a better mousetrap will the world make a beaten path to your door? No, but a few engineers might show up.

Branding and Goalie Gloves

On Sundays, I play goalie on a geriatric soccer team. Last Sunday my gloves ripped. The most important piece of equipment for a goalie is gloves. I needed new goalie gloves and I needed them before the next game.

Within a five mile radius, we’ve got a couple of Academy Sports, a Dick’s Sporting Goods, a Sports Authority, and several other stores that carry goalie gloves. I picked Soccer City, a local soccer specialty store.

When I walked in the store I was greeted by “Soccer Ali,” the owner. I told Ali that I need a pair of size 11 keeper gloves. He started pulling gloves from behind the counter. The first pair he handed me was a brand I never heard of, but the latex was thick and it was the right kind of latex (the most important part of a goalie glove is the latex).

The glove had side vents along the fingers. Finger vents may not matter in Europe and other cold weather locations. In Texas, where we occasionally play 90+ degree weather, finger vents are a nice feature.

There are two types of wrist bands on goalie gloves. One is split, making it easier to get the gloves on or off, with a Velcro wrap. The other consists of an elastic band with a Velcro wrap. The elastic band makes the gloves harder to get on or off, but reduces the possibility the gloves will rip. The pros prefer the split, but they’re provided with a new pair every game. Since I pay for mine, I try to get several seasons out of a pair of gloves.

The bottom line was that I liked the gloves and probably would have purchased them without further consideration if they cost more. Cost more? Yes, they were too affordable. It made me suspicious. I expected to pay about 50% more.

Ali handed me a pair of Adidas Predator gloves, which are the standard in goalie gloves. I tried them on and pointed at the pair I just tried on, commenting, “Those are better gloves.”

“Exactly,” said Ali. “These kids come in and all they want is a brand name, but a real goalie can tell what’s important and these are much better. The latex is thicker. They are much better.”

Clearly, Ali was in sales mode. However, he was right that the first pair was better. I picked up the Uhlsport gloves, which were also good but lacked the finger vents and had the split wrist band. My last pair that just ripped was Uhlsport.

Ali asked if I wanted to try Reusch, adding that they weren’t as good as Uhlsport. I shook my head as I considered the Uhlsport and the first pair. “Try these this time,” said Ali pointing to the first pair. “If you don’t like them, you can buy Uhlsport next time.”

I bought the first pair. Having bought them, I still can’t tell you the brand.

Lessons

There are several lessons about branding in this story.

1. Brand is more important to people who lack a basis for comparison. Ali mentioned how kids preferred Adidas despite being inferior and more expensive than that gloves I bought.

2. The most important brand decision was the first, selecting Soccer City. Where I bought ultimately influenced what I bought.

3. Brand doesn’t matter with a good salesperson. Ali probably could have swayed me to buy any brand he carried. I previously bought Uhlsport gloves because one of his salespeople recommended them.

4. Like brand, price can be a signal of quality. Because they were so affordable, I was suspicious of the first pair of gloves I tried, though they were clearly better quality than more expensive gloves.

5. When buyers focus on the specifications, the importance of brands lessens. If a knowledgeable buyer wants a brand, it’s not because of the brand. It’s because of the specs. Think of selling to engineers who had time to conduct research over the Internet. I know. It’s not a pleasant thought.

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Mobile Apps I Depend Upon

noreply@blogger.com (Matt Michel) — Thu, 14 Mar 2013 20:18:00 +0000

A few years ago, we didn’t know what they were. Now, we can’t live without them. Without what? Apps. The mobile apps we use on our smart phones and tablet computers.

Here are a few of the apps I’m finding I use a lot…

Planner Plus

One of the greatest handheld tools of all time was the Franklin Covey version of the Palm. The friggin’ Palm. That’s practically caveman technology. And yet, it’s a better organizer than anything available today despite the presence of awesome digital tools like iPads and Androids (I’ve got each).

Why doesn’t Franklin Covey have an app? I don’t know. All I know is I like their system, but don’t want to carry around a paper planner.

I’ve tried a lot of planning apps. The best is Planner Plus. I consider it the best because it’s the closest I’ve found to Franklin Covey. Tasks can be prioritized A, B, or C, and then a number. There’s a calendar and daily note function. There is a free version, but I purchased the paid one.

Dropbox

Dropbox is cloud storage, mirroring designated folders on your computer. It’s a great real time back up of your data. It also is accessible by your phone and tablet. It’s one of the few really simple ways to move files from your computer to an iPad.

Dropbox is great for collaborations. Share a folder with other people through Dropbox and any change is automatically updated on everyone’s computer.

There are several alternatives to Dropbox. These include Microsoft’s SkyDrive (currently offering the most free storage), Box, and Google Drive. All of these have free versions and paid versions.

CloudOn

The best Microsoft Office substitute for a tablet is CloudOn. It syncs with your cloud storage so you can access any file in, say, Dropbox. Even better, it opens in a Microsoft Office type environment for Word, PowerPoint, and Excel documents. Now, with a tablet, I truly can access the files I need. Incredibly, CloudOn is free.

MileBug

The best mileage app I’ve found is MileBug. It’s got features I don’t use. I just like being able to record business miles on my phone rather than a paper log. The free version is limited to just a few entries. If you like it, it’s worth spending a couple of bucks.

Social Media

Every social media product has an app for phones and tablets. I use them all, though Facebook is clunky. I actually prefer Linked In’s app interface or its website. All are free.

Pandora

One of the best music apps is Pandora. Enter a song or album you like and it will play it and select similar music to stream. It’s great for the gym. Pandora is free.

I Heart Radio

This is another entertainment app. It allows you to select radio stations from all over the country and stream them like they are local. I find it a great way to keep up with sports talk during college football season (Dallas’ leading sports station talks about everything but sports).

Urbanspoon

My go to app for locating a restaurant is Urbanspoon. It’s got the most restaurants and generally good recommendations. It’s a great app for business travel.

iBooks

iBooks is the Apple ebook reader. I prefer it over other because of the interface. Hey, I like turning pages. I also use the Nook reader, if only because it’s an easy way to grab the free ebooks that Barnes & Noble continually offers.

Annoy-a-Teen

Another entertainment app is Annoy-a-Teen. This app plays sounds at a frequency beyond the range of hearing for most people over age 30, but well within the auditory range of teenagers. It drives them insane, which can be highly amusing if they’re taking up all of the seating at a Starbucks (or they happen to be related to you).

HVAC Marketing Toolbox

Okay, I don’t actually use this app, but that’s because I put the content together that powers it. Hit the spinner and a marketing idea pops up. Though it’s oriented toward HVAC, it actually will work for any service business.

What Do You Use?

Of course, there are dozens of other apps I use. These are my go to apps. What about you? What apps do you like? Email me your list of favorites.

Should You Attend The Contractors International Roundtable in Fort Worth?

noreply@blogger.com (Matt Michel) — Sun, 03 Feb 2013 20:15:00 +0000

Marketing With an AK-47

noreply@blogger.com (Matt Michel) — Fri, 01 Feb 2013 16:22:00 +0000

A few months ago, an AK-47 rifle sold for $600 or so. Today, they bring triple the price… IF you can find one. AK-47s are hot, hot, hot!

Why?

Last week I was in Cabela’s at the gun counter. Gun guy was talking with Cabela’s Guy.

“You can’t believe all these people buying ARs,” said gun guy.

“Sure I can,” replied Cabela’s guy.

“They don’t even know how to break ‘em down. They can’t clean ‘em. They just bought ‘em ‘cause they think they aren’t gonna be able to get ‘em.”

And that, in a nutshell, is it. Tell people they can’t get something and they want it. If they didn’t want it before, they want it now. They REALLY want it now.

The sales term for this is, “the takeaway.”

We want what we can’t have. Offer us something, take it away, and we want it all the more.

Entire businesses have been built on the takeaway. Perhaps the single best known direct mail letter in the HVAC industry is John Young’s “winter replacement letter.” The letter stressed that a limited number of products were available at a special price, spurring consumers to act before they were gone. This was an example of the takeaway.

How can you use a takeaway in your business?

Advice to a Contractor

noreply@blogger.com (Matt Michel) — Fri, 01 Feb 2013 04:31:00 +0000

Business Advice for a New Small Business Contractor from Matt Michel

Difference Makers

noreply@blogger.com (Matt Michel) — Tue, 29 Jan 2013 17:52:00 +0000

Every industry has people who made a difference, who nudged the industry, altering the course, and changing things for those who follow. Often, those who benefit from the difference makers are unaware of their contributions. At the Service Roundtable we assembled a list of 25 difference makers in plumbing and HVAC. Two parts of this list were previously published, the not the final group. Here, the entire list is included. You may not like our list. You may not like everyone on our list. If so, tell me who else you would include.

Ron Smith

The biggest difference maker in the HVAC industry is Ron Smith. Period. Ron literally created the residential service agreement. He was the first contractor to bring a national focus on the residential service and replacement side of the business. He hired the first retail salesperson in the industry. He was one of the first contractors in his region to integrate his company. He was the first to hire women technicians. He started the Service America franchise system, which was HVAC’s first franchise and first independent contractor group. He taught more contractors about marketing with his Dominant Market Share program than anyone in the industry. He was COO of Service Experts, transitioning it through the acquisition by Lennox. He brought the HVAC industry Tom McCart, Charlie Greer, Ruth King, Al Roach, and others. John Young worked for him. He’s in the Contracting Business Hall of Fame and is a Service Roundtable Servant Leader.

Frank Blau

Ron’s peer on the plumbing side is Frank Blau. Frank taught thousands of plumbing contractors how to make a profit. He beat the difference between mark-up and margin into the heads of tradesman who didn’t know business. He created the first flat rate system in the trades and was the first to utilize hand-held digital pricing tools (i.e., the old Sharp Wizard, which has less computing power than today’s low end digital camera). He helped contractors understand their numbers and built up their esteem so they understood their worth to society and were able to charge what they were truly worth. Frank was also the first guy to recognize the potential in the yellow pages, taking out full page ads before they cost an arm and a leg. In many ways, we have Frank to thank for the whole yellow pages explosion in the trades (gee, thanks Frank). Frank showed us how to turn a union shop into a profit machine and how to win the loyalty of employees to the company over the union. Frank was also a co-founder of Contractors 2000, which later became Nexstar. He is a Service Roundtable Servant Leader.

Dan Holohan

If you’re work in the hydonics market, you are familiar with Dan Holohan. Dan is the hydronics rock star. He has a cult like following that’s reminiscent of Steve Jobs, Apple, and Harley all rolled into one. Dan is the focal point for this segment of the industry, giving it a voice, and even a sense of identity. The “dead men” imagery Dan created after reading old steam heating engineering books (written by “dead men”), gives the hydronics practitioners a bad boy flavor, hydronics contractors have adopted. Dan brought this about, largely by writing. Starting with The Lost Art of Steam Heating, Dan has produced a steady stream of excellent and highly influential books and columns.

Doc Rusk

One of the original industry evangelists for business professionalism was Doc Rusk. Doc wrote numerous columns and spoke frequently, helping to mold an entire generation of contracting professionals from technicians-acting-as-owners.

George Brazil

One of the best known contractor brands in plumbing is George Brazil. George revolutionized the plumbing industry by creating a multi-location operation that spanned the west coast and ventured inland. George plastered the side of his large panel vans with an image of the All-American plumber, dressed in all-white. He made a science out of studying the yellow pages in the highly competitive California market to position and promote his company. George and Frank Blau co-founded Contractors 2000, which became NexStar.

Jim McDermott

When Jim McDermott took over Contracting Business Magazine, the trade press was technical. Jim added a business focus to Contracting Business, which added one to the industry. More significant was the work Jim performed behind the scenes. He took an “industry first” approach and encouraging contractors, distributors, and manufacturers to work together for the good of the industry. More recently, Jim helped with the launch of HVACR Business Magazine.

Samuel Oscar Blanc

Sam Blanc created the drain cleaning industry. He invented the first power auger and sold the machines during the Great Depression for $250 each. Before Blanc, drains were cleared by digging up the pipes. His company, Roto-Rooter, became the trades first franchise operation and first contractor group.

Charlie Greer

Most people know Charlie Greer for his sales training, Tec Daddy DVD training program, and Slacker’s Guide. Charlie has had more influence in the industry than most realize. Charlie helped form the Contractor Success Group, the service trade’s first business alliance and precursor to Service Experts and International Service Leadership. Charlie recruited the majority of CSG’s initial members. Later, Charlie helped kick-start the consolidation movement when he was approached by investors at a PHCC show about the consolidation concept. Charlie connected the investor group with the contractors who became the foundation group for American Residential Service, the first consolidator for the service trades. Charlie is a Service Roundtable Servant Leader and the first recipient of the Tom McCart Consultant of the Year Award.

Dominick Guarino

While Dominick Guarino was Editor-in-Chief at Contracting Business, he helped create HVAC Comfortech, the HVAC industry’s premier residential/light commercial conference and trade show (Comfortech is joined by PlumbTech and HydronicsTech this year to become Mechanical Systems Week). Later, Dom was president of Residential Excellence Alliance, the leading alternative group for contractors seeking to remain independent during consolidation. When Dominick founded the National Comfort Institute, he became the industry’s leading evangelist for taking a holistic comfort “system” approach, rather than focusing on boxes. It’s hard to imagine now, but 15 years ago, few contractors paid attention to the duct system or even knew how to measure static pressure.

Jackie Rainwater

Ron Smith may have created the residential service agreement, but Jackie Rainwater was the biggest advocate of the service agreement, which he only refers to as a maintenance agreement. Jackie spread the message about the benefits to more contractors than anyone else. He was an early innovator in contractor pricing practices, flexing some prices up and others down to maximize the bottom line. He is a member of the Contracting Business Hall of Fame.

Wallace Lee

Wallace Lee virtually created the design/build approach to commercial contracting. His business innovations allowed commercial contractors to make a profit on commercial new construction, not by wielding the sharpest pencil, but by delivering a creative value proposition. Wallace was a National Chairman of ACCA and member of the Contracting Business Hall of Fame.

Jeff Forker

The late Jeff Forker was the most influential person in the HVAC industry. Although he was Publisher of Contracting Business Magazine, Jeff’s influence exceeded his positional authority. He brought the industry together in a way that no one can or does today. He brought conflicting parties from across the channel together and used the force of his personality to resolve problem and bring about consensus. An example is NATE. Initially, ACCA and RSES both had their own certification program. It was the direct result of Forker’s influence that both associations gave up their programs and backed NATE. Without Forker, NATE probably would not have survived. Jeff was a Service Roundtable Servant Leader.

Jim Abrams

A Missouri contractor, Jim Abrams changed the industry in numerous ways. He was the founder of the Contractor Success Group, which was the first independent business alliance and helped prompt Frank Blau and George Brazil’s creation of Contractors 2000. Abrams took a core group of CSG contractors and entered the consolidation movement with Service Experts, before eventually selling his ownership. Later, he formed VenVest, which formed AirTime 500, Plumbing Success International, and similar groups in electric and roofing. From PSI contractors, the Ben Franklin plumbing franchise was formed. From AirTime, the One Hour Air franchise was created. The BuyMax buying group was created. Eventually, Abrams sold AirTime, PSI, Ben Franklin, One Hour, and BuyMax to Direct Energy, giving the British utility the largest utility presence in the contracting world.

Brendan Reid

Brendan Reid brought building science into the HVAC industry with Retrotec and the Comfort Institute. Before Brendan, contractors gave some thought, but little else to the building envelope, which was the sole province of the building scientists. Brendan helped contractors see the house as a system and was ahead of the curve on building energy and performance contracting.

Jim Kimmons

Jim Kimmons may not have been the first to bring flat rate to the HVAC industry (that goes to Frank Blau), but he made it mainstream. He wrote an article about flat rate for Contracting Business Magazine that caused the phone to ring so much he quit his day job and became a full time flat rate publisher. Later, he joined Callahan Roach and we know the current evolution of this original system by the Callahan Roach Products & Publications name today. Because of Kimmons’ efforts, tens of thousands of contractors were able to turn a corner and start becoming retail contractors. Few people have done as much as Jim to generate wealth in the HVAC industry.

Jim Norris

At one point in time, Jim Norris personally knew more contractors in the HVAC industry than anyone else. He saved ACCA (the first time it was saved), returning it to fiscal soundness and raised the organization’s profile within the industry and on Capitol Hill. Norris raised significant funds for ACCA’s PAC and used the funds to strategically influence legislation, which he considered one of the organization’s most important roles. It’s not surprising that contractor influence in Washington reached its pinnacle under Norris. Upon leaving ACCA, Norris took the helm at GroupMAC, one of the early consolidators. When he retired from GroupMAC, he joined Excellence Alliance, an alliance formed to give contractors an alternative to selling to a consolidator, before retiring. No one who knew him, ever doubted Norris’ commitment to contractors.

John Keeler

One of the early proponents of best practices and operational excellence, John Keeler was one of the industry’s first business and management trainers. In a day before the Internet and organizations like the Service Roundtable, thousands of contractors benefitted from Keeler’s manuals and collections of contractor collateral, called “Keeler’s Unique Methods.”

Tom McCart

The first person to sell $1 million in residential retail sales was Tom McCart. When Tom did it, the average system cost a fraction of today’s prices. Moreover, Tom sold $1 million in a one season market where he had to generate many of his own leads. Tom was introduced to the industry by Ron Smith and became a top industry sales trainer after Ron sold Modern Air and launched Service America. Tom is a Service Roundtable Servant Leader and member of the Contracting Business Hall of Fame.

Vicki La Plant

In the early 80s, Lennox Industries started a revolutionary new program to partner with their dealers and select key dealers for special training. The “Dealer Marketing Advisor” program was created by Vicki La Plant. It not only improved the performance of hundreds of contractors, but brought dozens of top contractors to the industry. After leaving Lennox, La Plant continued to help contractors as a consultant and trainer. She was instrumental in the formation of the Joseph Groh Foundation, which helps people in the trade who suffer life altering events. Vicki and her husband, John are each Service Roundtable Servant Leaders.

Harold Goodman

One of the most visionary contractors in the history of the HVAC industry was Harold Goodman. Goodman specialized in tract home and apartment equipment installations in the robust Houston market. Competing in this price competitive market, he recognized the potential for no-frills products that came without incentive trips, advertising programs, or anything else that added to costs. Goodman started manufacturing flex duct and registers, then bought Janitrol, relocating the tooling to Houston. When Goodman couldn’t find distribution, he built his own. Eventually, the Goodman brand became HVAC’s top selling line of unitary equipment.

John Young

Another Ron Smith employee was marketing savant, John Young. Young was Ron’s sales manager at Modern Air. He later collaborated with Jim Abrams to found the Contractor Success Group, which spawned Service Experts and was eventually sold to Lennox. Young and Abrams got together again to form AirTime 500, Clean Indoor Air, Plumbing Success International, and other companies under the Clockworks umbrella that were sold to Direct Energy. Greater than his role in forming contractor alliances, Young is best known for his three-page winter replacement direct mail letter. This letter, more than any other, persuaded a generation of contractors about the effectiveness of direct mail.

Maurice Maio

Another contractor known for marketing, but on the plumbing side, is Maurice Maio. Maio returned to San Diego from college to take over the family plumbing business. While it was a stretch to call the two-truck operation a business, Maio would soon make it one, eventually becoming one of the nation’s largest residential service contractors before selling to a consolidator. A student of the industry, Maio adopted many of the practices developed by George Brazil, Frank Blau, and Mike Diamond and refined them. He packaged his systems as Maio Marketing Systems and began training contractors from across the country on ways to market their companies. He created his own flat rate system, which he offered to the industry. Maio consistently raised the marketing bar for plumbing contractors.

Preston Bond

At Honeywell, Preston Bond created a commercial full coverage maintenance agreement and sales process, transforming commercial service work. He was instrumental in the creation of the LINC franchise system, HVAC’s oldest continually operating franchise system. Bond is a member of the Contracting Business Hall of Fame.

Earl King

Another individual to impact commercial service was Earl King who created the United Service Alliance (USA), the first business alliance for commercial contractors. USA was a national force until sold to GroupMAC. Throughout his career, King has always been willing to help contractors create and offer commercial maintenance programs. He continues to be a featured columnist in the trade magazines and is a member of the Contracting Business Hall of Fame.

Tom Mutz

A financial genius, Tom Mutz created a contracting empire under the Unique Indoor Comfort brand. Mutz would legally partner with contractors, taking a financial stake in their businesses in return for helping them become more successful. He was one of the first contractors to successful execute a multi-market strategy under common branding. Mutz showed how contractors could band together to achieve economies of scale and help each other with financial benchmarking.