I really like the community coach's idea of becoming the long-term maintenance partner instead of viewing every remodel as a one-time transaction.
One thing I'd add is that the membership itself doesn't necessarily have to be the product. It needs to solve an ongoing problem for the homeowner.
I've been working on designing membership programs in another industry, and one of the biggest lessons has been that people don't join because they want a membership. They join because it gives them convenience, peace of mind, priority treatment, and helps them avoid larger, more expensive problems down the road. Unfortunately, there are always going to be client who utilize this to their advantage. If the premise is right the pros outweigh the cons in the long-run.
For a GC, I'd lean into being the homeowner's long-term advisor rather than just the contractor who completed the remodel. Annual home assessments, seasonal maintenance planning, a digital home maintenance record, priority scheduling, preferred pricing, and proactive recommendations all reinforce the value of staying connected.
From a business perspective, I think the goal is bigger than recurring revenue. It's increasing customer lifetime value, reducing customer acquisition costs, and creating predictable touchpoints that naturally lead to future projects.
One question I'd have is, if you offered a membership, what ongoing problem would your ideal client be paying you to solve every month or quarter?
As always, I'm happy to dive deeper or bounce ideas around if anyone wants professional feedback on their specific business or membership strategy.
Matt
Kalea Consulting
